Knowledge and its Management - NBN & Asbestos - Case Study Example

Name: Tutor: Title: Knowledge and its Management-NBN & Asbestos case study Course: Date: Table of Contents Executive Summary 6 Knowledge management has become a subject of much discussion in the modern knowledge era. Organizations are required to follow and adopt effective knowledge management lifecycles and strategies so as to manage, leverage value from their logical assets for competitive advantage. The report provides a brief introduction on the benefits of effective knowledge management, analysis of various sites on how the National Broadband Network (NBN) Company as a case study has failed in its knowledge management approaches to control asbestos fiber, a critical analysis of how the company’s contractor-Telstra has failed to adopt effective knowledge management approaches to discover the hazardous effect associated with the exploitation of asbestos fiber across sites in Australia, the case study is critically and theoretically analyzed based on knowledge audit about stakeholders, knowledge required for tasks and knowledge needs to be captured, stored, organized and disseminated for future decision-making. Overall conclusion is made on the importance of developing an effective knowledge management system. 6 1.0 Introduction 7 1.1 The benefits of Effective Knowledge Management 7 2.0 National Broadband Network (NBN) and Asbestos case study 8 2.1 Knowledge Audit 8 2.1.1 Stakeholder Knowledge 8 In South of Perth, the discovery of asbestos by a lawn mowing contractors near the pit where the NBN had been installed enabled the inspectors to uncover even more deadly fibers at different locations particularly where a faster broadband network was installed. Through the inspection carried out by the Federal workplace safety agency-Comcare on 80 sites where the contractors of NBN had been operating in south of Perth and after the lawn mowing contractor, Trevor Stone discovered asbestos on the edges of a certain property in Mandurah. Based on the discoveries, Comcare provided a recommendation report for the remainder of the NBN rollout. 10 Basically, the stakeholders lack the knowledge on building effective knowledge management network is critical in this case study. Leaders need to be well-informed on how their companies should control the knowledge management processes and practices. This is because introduction of knowledge management projects can result into a great change in the organization, and thus the involvement of leadership is a crucial factor (Davenport et al., 1999). According to Figallo and Rhine (2002, p.71), effective implementation of a social knowledge management strategy requires a more supportive organizational culture that recognizes the conversation through which knowledge emerges. Regardless of whether human interaction is facilitated through information technology or not, knowledge management has been seen as a social process that offers practical advice on how to implement an effective KM strategy in an organization (Figallo & Rhine, 2002). 10 2.1.2 Knowledge required for Tasks 10 Proper safety and training knowledge is required in relation to handling asbestos. It is important as reported by Senator Conroy that Telstra has accepted that handling of the toxic material has not been sufficient. This clearly indicates that Telstra failed to follow the needed procedures and requirements in managing and removing asbestos fibres. Telstra and NBN Company did not have a proper knowledge management system to monitor the exploration of asbestos fibers. Although Telstra seems to have strict principles regarding asbestos management and removal, due to poor knowledge management it has outsourced the task in Penrith to include the sub-contractors service stream. Similar breaches have been reported at NBN sites in Mandura, Ballarat, Western Australia and Victoria. In order to carry out an effective NBN rollout, Telstra should repair and modernize all the telecommunications pits across the country. 11 In order to determine the linkage between Knowledge and Final Results, Michael Zack (1999) proposed an approach to identifying an effective knowledge management strategy. He provided a framework through an organization can make an explicit interlink between its aggressive situation and the knowledge management strategy to enable the organization maintain or develop its competitive advantage. Although each organization can make its unique interconnection between knowledge and strategy, competitive knowledge can be measured in terms of the scale of innovation in a particular industry as core, developed or innovative. This approach to knowledge management shows that Zack aimed at encouraging organizations to identify their competitive knowledge position based on their SWOT analysis. This helps to identify the existing strategic gaps within an organization’s knowledge. From the exploration vs. exploitation and Internal vs. external knowledge point of view, Zack focused on showing that organizations which are exploitative of the internal knowledge use conservative KM strategy. On the other hand, organizations which are innovative in nature or involve in the exploration of external knowledge adopt aggressive KM strategy (Zack 1999). 13 2.1.3 Knowledge needs to be captured, stored, organized and disseminated for future decision-making 13 Choosing appropriate knowledge management strategy is required. In modern Knowledge Era, organizations cannot survive unless an effective strategy for managing as well as leveraging value from their rational assets. This can be through various knowledge management lifecycles and approaches such as intellectual asset management strategy, knowledge strategy being considered as business strategy, knowledge creation strategy, customer-focused strategy, personal knowledge through asset responsibility approach and knowledge transfer strategy. The most important factor to consider is that various situations require different knowledge management approaches. However, different knowledge management strategies can be confusing because it is not quite clear on whether to begin selecting a strategy for a specific situation or not (Hansen, Nohria & Tierney 1999). 14 2.2 The Life Cycle model for processing the Knowledge Management 15 Recreating Knowledge 16 Implicit & Explicit knowledge Auditing measuring intellect. 16 Social & Technical communication infrastructure Service/work pro. 16 Information mapping, storing and retrieving 16 Conclusion 16 Executive Summary Knowledge management has become a subject of much discussion in the modern knowledge era. Organizations are required to follow and adopt effective knowledge management lifecycles and strategies so as to manage, leverage value from their logical assets for competitive advantage. The report provides a brief introduction on the benefits of effective knowledge management, analysis of various sites on how the National Broadband Network (NBN) Company as a case study has failed in its knowledge management approaches to control asbestos fiber, a critical analysis of how the company’s contractor-Telstra has failed to adopt effective knowledge management approaches to discover the hazardous effect associated with the exploitation of asbestos fiber across sites in Australia, the case study is critically and theoretically analyzed based on knowledge audit about stakeholders, knowledge required for tasks and knowledge needs to be captured, stored, organized and disseminated for future decision-making. Overall conclusion is made on the importance of developing an effective knowledge management system. 1.0 Introduction Knowledge management is considered an important topic in industry world as well as information research sectors. It is important to note that organizations depend on large amounts of data and information in accomplishing their day-to-day business activities. However, data and information cannot be considered knowledge until value is achieved from it. Knowledge management can be defined as the multidiscipline system of achieving the intended organizational objectives by using the knowledge acquired in a more effective manner. It is the explicit and systematic way of managing vital knowledge as well as its related processes of creating, acquiring and organizing, disseminating, exploiting and applying the knowledge (University of North Carolina 2012). Today’s information-driven economy demands organizations to discover the most opportunities and values. The ability to understand the relationship between data, information and knowledge promotes effective knowledge (Todd, Groff & Thomas 2003). 1.1 The benefits of Effective Knowledge Management Today’s knowledge-based economy requires organizations to deal with different issues such as products and processes complexity, careful attention to the core competences, and the appropriateness of technical and non-technical knowledge base. Anantatmula and Kanungo (2006) examined that knowledge management influences organizations to encounter different issues that materialized due to the emergence of the knowledge-based economy. The various benefits such as best decision making, enhanced continuity of the organization and learning, improved employee skill, reduced risks, developing core competencies as well as reuse of information and knowledge can be achieved through effective implementation of knowledge management (Singh et.al.2006; Dalkir 2005; Davenport et al.1999). 2.0 National Broadband Network (NBN) and Asbestos case study In this case study, it can be noted that work has stopped at National Broadband Network (NBN) particularly on sites in Australia. It has been reported that a number of telco-pits in Australia, including the old pits containing asbestos are being prepared to use fiber optic cables. Furthermore, it has been discovered that part of the pits are being dug using techniques that leave workers and the public exposed to asbestos fibres. In Tasmania, investigations are being carried out by Comcare to determine cases of asbestos safety breaches. This is because of the concerns that during the works, the deadly fibres have been discharged into residential areas. The continuous discovery of asbestos within the pipes and pits handled by Telstra creates a safety concern (National Breaking News (NBN)-the Asbestos at Telstra pits a concern 2003). This shows how NBN Company has failed in the aspect of knowledge management. 2.1 Knowledge Audit 2.1.1 Stakeholder Knowledge The stakeholders’ knowledge in this case of NBN and Asbestos concerns the discovery, management and removal of asbestos fibres in pipes and pits owned by Telstra. However, it has been alleged that some of the pits are being removed without taking into consideration that the techniques that are used expose both workers and the public to the hazardous effects of asbestos fibres. The stakeholders involved include; -NBN -The public/employees- exposed to asbestos fibers - Subcontractors –Telstra -Federal workplace safety regulator (Comcare) - investigators for asbestos safety breaches In South of Perth, the discovery of asbestos by a lawn mowing contractors near the pit where the NBN had been installed enabled the inspectors to uncover even more deadly fibers at different locations particularly where a faster broadband network was installed. Through the inspection carried out by the Federal workplace safety agency-Comcare on 80 sites where the contractors of NBN had been operating in south of Perth and after the lawn mowing contractor, Trevor Stone discovered asbestos on the edges of a certain property in Mandurah. Based on the discoveries, Comcare provided a recommendation report for the remainder of the NBN rollout. Basically, the stakeholders lack the knowledge on building effective knowledge management network is critical in this case study. Leaders need to be well-informed on how their companies should control the knowledge management processes and practices. This is because introduction of knowledge management projects can result into a great change in the organization, and thus the involvement of leadership is a crucial factor (Davenport et al., 1999). According to Figallo and Rhine (2002, p.71), effective implementation of a social knowledge management strategy requires a more supportive organizational culture that recognizes the conversation through which knowledge emerges. Regardless of whether human interaction is facilitated through information technology or not, knowledge management has been seen as a social process that offers practical advice on how to implement an effective KM strategy in an organization (Figallo & Rhine, 2002). 2.1.2 Knowledge required for Tasks The stages involved in achieving knowledge management range from acquisition through interpretation and transformation to distribution must be supported. The management need to understand that technology alone cannot sufficiently enable their organizations to achieve the intended objectives of knowledge management. This provides the view that management policies should be used to address the critical aspects such as participation, dissemination, interpretation, auditing and privacy (Resnick 2005). Proper safety and training knowledge is required in relation to handling asbestos. It is important as reported by Senator Conroy that Telstra has accepted that handling of the toxic material has not been sufficient. This clearly indicates that Telstra failed to follow the needed procedures and requirements in managing and removing asbestos fibres. Telstra and NBN Company did not have a proper knowledge management system to monitor the exploration of asbestos fibers. Although Telstra seems to have strict principles regarding asbestos management and removal, due to poor knowledge management it has outsourced the task in Penrith to include the sub-contractors service stream. Similar breaches have been reported at NBN sites in Mandura, Ballarat, Western Australia and Victoria. In order to carry out an effective NBN rollout, Telstra should repair and modernize all the telecommunications pits across the country. From the NBN and Asbestos case, it can be noted that due to poor knowledge management about existence of asbestos fibres by NBN Co, discussion sites and media have linked the company’s failure to clearly identify and manage asbestos telco pits to the tendency of subcontracting operations to workers. This clearly indicates that NBN Company failed to take into consideration the appropriate skills and knowledge as well as the needed tools to identify and manage asbestos. Hasanali in (2002) argued that successful implementation of knowledge management largely depends on key factors such as leadership, IT infrastructure, culture, structure, roles and responsibilities and their measurements. Therefore, it can be concluded that prior to NBN Company introducing a knowledge management strategy, they should focus on conducting the performance appraisal for such knowledge management enablers to ensure successful implementation of knowledge management projects. The knowledge in preventing the asbestos material from spreading during removal is highly required. It is risky and massive breach of trust in Mrs. Arkless’ view that removing asbestos without being covered causes the material to spread. Therefore, it is crucial for the contractors working for Telstra, NBN Company and the entire Australian government companies involved in building the network to be more knowledgeable and ensure that the asbestos material are covered at the time of their removal. This supports the reason for the Prime Minister Mr. Julia Gillard suggesting that “Telstra should follow Australia’s laws on the management of asbestos taking into consideration that workers need to be protected from direct exposure to hazardous fibers” (National Breaking News(NBN)-the Asbestos at Telstra pits a concern 2003). In order to determine the linkage between Knowledge and Final Results, Michael Zack (1999) proposed an approach to identifying an effective knowledge management strategy. He provided a framework through an organization can make an explicit interlink between its aggressive situation and the knowledge management strategy to enable the organization maintain or develop its competitive advantage. Although each organization can make its unique interconnection between knowledge and strategy, competitive knowledge can be measured in terms of the scale of innovation in a particular industry as core, developed or innovative. This approach to knowledge management shows that Zack aimed at encouraging organizations to identify their competitive knowledge position based on their SWOT analysis. This helps to identify the existing strategic gaps within an organization’s knowledge. From the exploration vs. exploitation and Internal vs. external knowledge point of view, Zack focused on showing that organizations which are exploitative of the internal knowledge use conservative KM strategy. On the other hand, organizations which are innovative in nature or involve in the exploration of external knowledge adopt aggressive KM strategy (Zack 1999). 2.1.3 Knowledge needs to be captured, stored, organized and disseminated for future decision-making The audit knowledge on the incidents of asbestos across NBN’s network should be captured and used for decision-making purposes. The NBN Company and its contractor-Telstra may need to work closely with federal workplace safety so as to acquire proper knowledge on those contractors who focus on reducing costs by breaching the standard safety procedures required to handle asbestos. It has been reported by Mr. O’Farrell that the Telstra contractors hit the pits haphazardly with sledgehammers, pitchforks and crowbars. O’Farrell added that the material explodes all over the road and front yards of the residents’ properties as well as down the driveways. Choosing appropriate knowledge management strategy is required. In modern Knowledge Era, organizations cannot survive unless an effective strategy for managing as well as leveraging value from their rational assets. This can be through various knowledge management lifecycles and approaches such as intellectual asset management strategy, knowledge strategy being considered as business strategy, knowledge creation strategy, customer-focused strategy, personal knowledge through asset responsibility approach and knowledge transfer strategy. The most important factor to consider is that various situations require different knowledge management approaches. However, different knowledge management strategies can be confusing because it is not quite clear on whether to begin selecting a strategy for a specific situation or not (Hansen, Nohria & Tierney 1999). Since Telstra is blamed for subcontracting the work to small companies that lack the competent to train their workers, providing the workers with updated knowledge on handling the toxic material should be captured, stored and disseminated. Thus, Telstra could not involve in outsourcing the responsibilities assigned to other subcontractors but engage the workers in training to acquaint them with the necessary knowledge on handling asbestos. It is important to note that the NBN Company’s chief executive, Mr. Mike Quigley reported to the parliamentary hearing that the telco giant had launched an audit of contractors in regard to numerous cases related to non-compliant asbestos management and removal. Although Telstra need to retain ownership of the asbestos’ pit and pipe infrastructure, it would be required to retain the major responsibility for the auditing and restructuring of its infrastructure so as to make it compliant for NBN practice. 2.2 The Life Cycle model for processing the Knowledge Management The Knowledge Management processing Life Cycle is a model that consists of five major sequential steps; the knowledge creating, sharing, structuring, knowledge application and auditing. In the first step-creating implicit and explicit aspects of knowledge are widely spread. The second step involves sharing knowledge within the organization through the social and technical communications forms. In the third step-structuring knowledge is structured through the techniques of mapping, storing and retrieving. The fourth step-knowledge is applied in service and work processes and the final step, knowledge is audited purposely to monitor and evaluate the flow of knowledge across the organization. This enables in assessing the intellectual capital of the organization. The diagram below illustrates the processes or steps of the Knowledge Management Life Cycle Model (Jensen & Meckling, 1996). Recreating Knowledge Implicit & Explicit knowledge Auditing measuring intellect. Social & Technical communication infrastructure Service/work pro. Information mapping, storing and retrieving Conclusion The spectrum of knowledge management requires a comprehensive understanding of the knowledge management strategies. Effective knowledge management protects organizations from incurring the losses that occur when employees and partners terminate their work relationship with the company. Knowledge audit is useful in situations where the business rationale or needs have not been stated. Although Telstra seems to have stern principles regarding asbestos management and removal, it can be concluded that due to poor knowledge management it has outsourced the task in Penrith to include the sub-contractors service stream. Therefore, NBN Company and its contractor-Telstra did not have an appropriate knowledge management system to monitor the exploration of asbestos fibers. Bibliography Anantatmula, V & Kanungo, S., 2006, Structuring the most fundamental relations that exist among the Knowledge Management results, Journal of Knowledge Management, 10(4), 25-42. Davenport, T. H., De Long, D. W., & Beers, M. C., 1999, Successful Knowledge Management Projects. In J. W. Cortada and J. A.Woods (Eds.), The Knowledge Management yearbook, 1999-2000, Boston: Butterworth-Heinemann, 89-107. Dalkir, K., 2005, Knowledge Management in Theory and Practice, Burlington, Elsevier Butter-worth-Heinemann. Figallo, C & Rhine, N., 2002, Best practices, tools, and techniques for changing conversation to work. Ways of developing the knowledge management network, New York: John Wiley. Hansen, M, Nohria, N & Tierney, T., 1999, What's Your Strategy for Managing Knowledge?, Harvard Business Review. Hasanali, F., 2002, “The critical success factors of knowledge management”, available at: Jensen, M & Meckling, W., 1996, Specific steps, general knowledge and organizational structure. In Myers, P.S. (Ed.), Butterworth-Heinemann, Newton, MApp.17-38. National Breaking News (NBN), 2003, “The Asbestos at Telstra pits a concern.” Retrieved July 25, 2013 from, Resnick, M.L., 2005, Management requirements for knowledge management systems in the virtual organization, International Journal of Networking and Virtual Organizations, 2(4), 287-297. Singh, M. D., Shankar, R., Narain, R., and Kumar, A., 2006, Survey of Knowledge Management practices in Indian manufacturing industries. Journal of Knowledge Management, 10(6), 110-118. Todd, R. Groff & Thomas, P. J., 2003, Introduction to Knowledge Management, KM in Business, p.2. University of North Carolina (n.d.), 2012, Introduction to Knowledge Management. Retrieved from, Zack M.H., 1999, Developing a Knowledge Strategy, California Management Review, 41, 3, 125-145. Sites about NBN & Asbestos http://www.theaustralian.com.au/business/in-depth/federal-workplace-safety-agency-comcare-inspects-80-sites-south-of-perth/story-e6frgaif-1226654085614 http://au.news.yahoo.com/latest/a/-/latest/17385522/telstra-must-set-up-asbestos-fund-union/ http://www.theaustralian.com.au/business/in-depth/labor-urged-to-use-asbestos-monitors-in-nbn-rollout/story-e6frgaif-1226655548999 http://www.abc.net.au/news/2013-05-30/regulators-investigate-asbestos-safety-breaches-in-nbn/4722142 http://www.abc.net.au/pm/content/2013/s3771241.htm http://au.finance.yahoo.com/news/telstra-hires-200-specialists-asbestos-093656923.html Read More