Knowledge Structure mapping is a tool designed to help organisations to consider the knowledge resource as an integral part of management and development.
The primary aim of Knowledge Structure Mapping is to support management by making the knowledge resource visible and bringing it into the mainstream of organisational decision making. In order to achieve this, KSM provides:
The map is a diagram of the knowledge resource that shows individual knowledge components (or pieces of knowledge) linked together in a way that reflects how a human expert may learn or acquire the knowledge. It shows the knowledge that the expert should already know before being able to fully understand something else. We call this connectivity ‘Learning Dependency’. It reflects the way experts build their knowledge on top of other knowledge.
This figure is a simple learning dependency diagram that considers the knowledge required to play a game of chess. It can be seen that if someone knows how to play chess then they MUST know how a chess board is layed out, what the objectives of chess are and all about chess pieces. Also, if someone did know all about chess pieces then that person must know the value of chess pieces and how chess pieces should move. Clearly both of these latter two knowlefdge items rely on a prior knowledge of the types of chess pieces.
Information is gathered within the Knowledge Study Tool, It consists of up to 8 numeric parameters (typically 4) and up to 5 text based parameters (typically 4). The text based parameters are knowledge name, knowledge definition, knowledge summary, link and notes. The details of the numeric parameters and how they are elicited and used in analysis is discussed elsewhere.
A value for RISK can be computed for each knowledge element based on the data provided by experts and on an appropriate formula.
| Node-Name | Importance | Complexity | Study-Exp | Well Known | Specialised | Justifiable | Risk |
|---|---|---|---|---|---|---|---|
| Assessing oneself | 8 | 9 | 9 | 0 | 8 | 1 | 8.88 |
| Conduct a negotiation | 9 | 9 | 9 | 2 | 8 | 2 | 8.57 |
| Construct an argument | 9 | 9 | 8 | 2 | 8 | 3 | 8.22 |
| Assessing People | 7 | 9 | 9 | 1 | 7 | 4 | 8 |
| Motivation | 6 | 9 | 7 | 1 | 8 | 2 | 7.84 |
| identify agents fundamental position | 6 | 9 | 7 | 2 | 8 | 2 | 7.67 |
| Listen effectively | 9 | 9 | 8 | 2 | 2 | 2 | 7.63 |
| Identify Evidence in discussion | 8 | 9 | 8 | 1 | 8 | 8 | 7.51 |
| Assessing other people | 7 | 8 | 7 | 1 | 6 | 3 | 7.41 |
| describe things | 8 | 7 | 7 | 2 | 3 | 1 | 7.12 |
| compare bargaining elements | 8 | 8 | 5 | 2 | 7 | 4 | 6.98 |
A range of further analytical options are available including a risk profile for the whole Knowledge Structure Map.
This is simply a small sample of the sort of analytical information that is available following a Knowledge Study.
Information is gathered within the Knowledge Study Tool, It consists of up to 8 numeric parameters (typically 4) and up to 5 text based parameters (typically 4). The text based parameters are knowledge name, knowledge definition, knowledge summary, link and notes. The details of the numeric parameters and how they are elicited and used in analysis is discussed elsewhere.
Observations are derived from the analysis and can include discussion about how knowledge should be developed or protected, which knowledge to take urgent action on, how the results from the knowledge study may affect other business decisions etc.
The Knowledge Study Tool also provides some guidance in the form of automatically derived Options for Action or a simple map or individual knowledge node report.
Options For Action:- Organised by Option
Rule Category :- Staff development
Rule Option :- Consider work shadowing as a way of developing this area
Rule Description :- Work shadowing is an apprentice style knowledge development method. It is particularly useful at passing on good practice and experience and can develop a richer understanding of a knowledge area in a learner
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Should be considered for
Knowledge Node :- Listen effectively
Knowledge Node :- Construct an argument
Knowledge Node :- Conduct a negotiation
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The text above lists just one simple example of the Options for Action automatically generated by a rule based system within the Knowledge Study Tool.
The main software tool is the Knowledge Study Tool (KST). The KST provides facilities to support elicitation during interviews, analysis, report development, knowledge study and demonstrations. The tool can also be used to extend or modify a map following review of a project.
Corax is a delivery tool developed using Macromedia Flash. In its present form the tool will display a range of analytical features including, risk, prerequisite family, colour coded data etc. It can also show where KST has generated Options for Action from its internal rule base. One additional feature of Corax is the provision of a learning support tool that can help a remote learner to explore the knowledge that was studied.
KSM with its detailed methodology can be applied to many knowledge areas and on any scale. For instance, it would be possible to conduct a single project to investigate the knowledge needed in order to run a country and another project on the knowledge needed to repair a puncture in a bicycle tire. Clearly, the individual knowledge elements on each map would be very different but the maps would probably be about the same size, take about the same amount of time to complete and would each reveal information about the knowledge area at an appropriate level of granularity.
Under normal circumstances, a large organisation would use KSM on a broad range of knowledge studies but may choose to start with more strategic knowledge areas before concentrating on smaller better defined areas.
Knowledge Study using a KSM can represent a very effective way to explore difficult problems. The aim is for the experts in the area to explore the knowledge with the support of a KSM analyst. The problem area would be studied from a purely knowledge perspective by asking questions like ‘What knowledge is needed in order to do this task, with no problems?’. This approach can remove the barriers that may be preventing progress on the problem solution and can reveal valuable information about the problem, possibly leading to a solution but almost certainly taking a step nearer to it. At each stage in the process, the analyst will guide the study and ensure progress is made.
In a similar way, the KSM approach can be used to study a Blue Sky idea or proposal taking a purely knowledge perspective. In this case the senior managers etc would work with the KSM Analyst to pursue the question of what knowledge would be needed in order to implement the new idea effectively. The method can reveal hidden issues and uncover new elements and implications. Again, the experienced analyst would guide the study and ensure that the new knowledge area was properly explored.