Knowledge Management System Unit - Case Study Example

Knowledge Management System Unit (Name) (University) Table of Contents 1.0 Introduction 3 2.0 Event 3 3.0 Methodology 4 4.0 Analysis 5 4.1 Knowledge Source 5 4.2 Knowledge Management System 7 4.2.1 The Australian Government 8 4.2.2 The Telstra Company 9 4.3 Knowledge Targets 11 5.0 Conclusion 12 Reference List 14 1.0 Introduction Knowledge management is an essential factor for the successful operations of functional entities in the corporate world. Knowledge and knowledge management have for a long time been defined in different ways with the definitions borrowing substantial descriptive details from other existing definitions. What is agreeable, however, is that knowledge is an intangible asset that if well managed and put to use, is key in the achievement of organizational goals. Fuller (2012) goes ahead to describe knowledge as an amalgamation of values, information, experience and expertise in relation to operational context that guides evaluation and implementation of strategies. Going by this definitional construct of knowledge, Dalkir (2013) defines knowledge management as a sum total of the processes involved in creating value from or making meaning of knowledge. Hence, in the management of both the external and internal organizational environments, knowledge management is tantamount. 2.0 Event In the roll out of National Broadband Network (NBN) in Australia, knowledge management was essential, especially in the preparation of telco pits for fibre optic cables. For this case, significant knowledge was required in the handling and disposal of asbestos fibre (found in the old pits), which has fatal implications on health. Medical research points out that poor handling and exposure to asbestos results to 5000 deaths every year. Telstra Company was contracted in the implementation of this project. However, several reports revealed that the company failed in the handling and disposal of asbestos fibre, causing negative public image and a subsequent stoppage to the NBN roll out project. Evidently, there were traces of weaknesses in the knowledge management systems in place within the circular chain involved in the project. This discussion examines the Knowledge Management Systems in place at the time of the incidences, citing the weaknesses and gaps that resulted to negativity about the project. 3.0 Methodology In analyzing this case, it is essential to device a proper methodology that would identify the potential weaknesses in the knowledge management processes of the projects. For this matter, the discussion looks at the knowledge flow process in the NBN project. The project failure with regards to the handling and disposal of asbestos would be blamed on knowledge management aspects of two entities: the Australian government that funded the project and Telstra Company, which was contracted in rolling out the broadband networks. Telstra Company is reported to have cut costs by consequently ridding off their team of permanent technical staff. In their place, the company went ahead to contracting technical operations to other smaller outside companies. As a result of this, there was minimal or rather, no transfer of knowledge to the newly contracted contractors. Arguably, there was significant loss of both tacit and explicit knowledge in the process. Consequently, the knowledge management flow was dysfunctional or impaired in the conducting of the NBN project. This analysis therefore considers the knowledge flow (as shown in the diagrammatic illustration below) in the implementation of the project. It examines ‘the disconnect’ that occurred in each of the dimensions of knowledge management. Figure 1 4.0 Analysis 4.1 Knowledge Source Knowledge source refers to the providers of transferors of the knowledge (Argote 2012; Dalkir 2013). These sources are usually expected to be reliable and expert in order to enhance the effectiveness and objectivity of knowledge (Quinn & Strategy 2013). In this case, Telstra Company experiences a loss on intellectual capital through sending away the permanent technical staff. With no precise strategic structures to transfer knowledge from these technical staff to new staff, there is significant loss of knowledge, both tacit and explicit. In addition, the governments in charge of the project implementation play a major role in this knowledge management failure. Having access to government funds and expert professionals, the government is expected to co-ordinate knowledge sources through training of the contractors undertaking the project. Seemingly, in this study, this is not the case. As a result, there is a team of working contractors with little or insignificant knowledge on how to handle asbestos. The diagram below illustrates potential knowledge sources in NBN project and the processes that would be involved in transferring knowledge to the new contractors. Figure 2 Considering this, the risk management structures of the project are considered poor. Telstra Company is aware of the asbestos fibres in the old underground pits, having laid them before. In addition, both the company and the government are aware about the effects of exposure of asbestos on human health. However, the workers are exposed to the risk and the surrounding people too due to poor handling of these asbestos fibres. Due to inadequate transfer or no transfer of knowledge from the Old technical staff being sent away and lack of any government training to the contractors, the contractors are unable to appropriately handle the asbestos fibres. 4.2 Knowledge Management Systems Knowledge Management Systems are essential for identifying knowledge sources, capturing knowledge, storing and retrieving knowledge and guiding the use of knowledge (Dalkir 2013). As an important tool in knowledge management, it enhances effectiveness and efficiency in knowledge management (Dent & Whitehead 2013). Argote (2012) points out that most entities have ventured into the use of technology in Knowledge Management Systems. An appropriate knowledge management system for the NBN project run by Telstra would entail significant knowledge bases that would have been useful in the management of asbestos. However, the Knowledge Management Systems were weak and lacking significant information that would be helpful to the new contractors. (See diagram below) Figure 3 The NBN project’s resulted from the ineffectiveness of the knowledge management systems and inadequacy or insignificant availability of knowledge regarding the handling and disposal of asbestos. For the successful handling of this broadband roll out, two dimensional aspects of knowledge would have played a significant role. These are the Australian government and Telstra Company, whose knowledge management systems would have played a role in averting the problem identified in this study. To further understand this, the knowledge management systems of the two entities are analyzed separately. 4.2.1 The Australian Government The government is usually mandated to ensure the safety of the citizens or inhabitants of a country. As such, governments are mandated to ensure structural and strategic procedures that facilitate national development while at the same time not compromising on the security status of the nationals. However, this is not the case in the NBN roll out. The government reserves knowledge on developmental projects, including past records on developed structures. Consequently, the Australian government is expected to be aware of the former structures that were in place in the underground pits. Moreover, the government would be aware of the presence of asbestos in these pits. As such, measures should have been taken to sensitize or train the contractors on handling asbestos considering the implications on health. Two ways in which this knowledge would have been used appropriately by the government would be: Insisting and identifying expert contractors to conduct the NBN roll out Offering professional training to the NBN contractors in handling and dealing with asbestos. However, considering the reports regarding the NBN project, this was not the case. As a result there was knowledge management failure on the part of the government resulting to exposures to asbestos in Victoria, Perth, Ballarat, Mandura and other parts of Australia. 4.2.2 The Telstra Company The case study reveals that Telstra certainly had knowledge on dealing with and handling asbestos. Formerly, the workers were offered training courses emphasizing on proper safety and precautions when handling asbestos. The company is said to have enforced strict guidelines regarding managing asbestos and the removal of asbestos. However, the improper handling of asbestos in the NBN project was a clear failure of the knowledge management systems of the company. The company was in a position to transfer and disseminate knowledge both explicit and tacit to the contractors using the following ways: Offering training courses to the contractors as they did before Using the old technical staff to guide and inform the new contractors on handling asbestos Sub contracting the work to professionals who have a record or experience of proper handling of asbestos Nevertheless, the company makes knowledge management errors by: Subcontracting the tasks to inexperienced contractors Ignoring the significance of communication in transferring knowledge, as such having contractors who do not entirely understand the language of communication Not training the contractors Sending off experienced contractors with the aim of reducing costs. This way, the company fails in knowledge management and hence incurring reputational costs and hampering the progress of the project due to improper, or rather, careless handling of asbestos. 4.3 Knowledge Targets Knowledge targets are the recipients of the knowledge (Quinn & Strategy 2013). They are the beneficiaries of the knowledge and mostly responsible for putting this transferred knowledge to use. The effective delivery and use of this knowledge by the knowledge targets is a significant illustrator of the success of knowledge management processes (Handzic & Durmic 2014; Hislop 2013). In this study, the new contractors responsible for the rolling out of the NBN had insignificant or rather little information about handling asbestos. This could be as have been as a result of less training or little or no transfer of knowledge from reliable knowledge sources. The company and the government availed no reliable knowledge structure to facilitate the dissemination or transfer of knowledge. As a result, the new contractors handling of asbestos was improper leading to legal investigations on the project and a resultant stoppage. The known knowledge that would be significant in the project was the use of asbestos in the old underground pits that were prepared by Telstra Workers. However, being laid off, these workers would not transfer this knowledge. Arguably, although the effects of asbestos were known, and the presence in the underground pits also known, the knowledge about handling the asbestos fibres was not given to the contractors. These contractors (ideally, the knowledge targets) contribute to the failure of the project through improper handling of the asbestos fibres. Their performance in the project would be blamed on the following: Inability to communicate effectively as it was observed that some of the contractors probably did not understand the language of communication. Lack of professional experience or knowledge about dealing with asbestos No prior awareness regarding the presence of asbestos in the old pits All these factors would be attributed to failure in the knowledge management not only on their part, but largely their hiring company and the Australian government. Clearly, there was total mismanagement of knowledge, ignoring knowledge or making unnecessary assumptions that eventually put the workers and the populations at risk due to exposure to asbestos. 5.0 Conclusion In conclusion, the following factors would be considered to be behind the lapse in the NBN project as a result of improper handling of the dug-out asbestos: Inadequate training or transfer of knowledge by the government and technical staff of the Telstra Company. Dysfunctional or ineffective knowledge management system in place at the Telstra Company and Insignificant knowledge or lack of access to knowledge about asbestos and proper techniques to handle the fibres. It is important that for the success of any company’s operations and projects that knowledge within the company regarding the operational procedures and structures be shared effectively and appropriately (Wiig 2012). Lim & Nowell (2014) point out that knowledge should flow from the sources to the knowledge management systems and to the knowledge targets effectively in order to ensure that the knowledge benefits the operations of the entity. By doing so, Holtshouse (2013) explains, each participant acquires cognitive understanding of the knowledge and how to put the knowledge to use in the organizational operations. As in the case of NBN, it is observable that the knowledge management structures in place were ineffective. As a result, the knowledge flow is hampered, rather, curtailed leading to the availing of insufficient or inadequate information regarding the ongoing project. The participants in the project, relying on insignificant knowledge end up putting their lives and other people’s lives in danger through improper handling of asbestos fibres. Additionally, they also ruin the operations of the company by giving the company a negative image as reflected by public opinions about the company and media reports. Furthermore, as a result of poor knowledge management structures, the NBN project is subsequently put under a series of investigations and subsequent stoppage. As such, a project that would have been of significance to the people of Australia not only puts their lives at risk but is also faced by significant challenges due to poor knowledge management. Reference List Argote, L. (2012). Organizational learning: Creating, retaining and transferring knowledge. Springer Science & Business Media. Dalkir, K. (2013). Knowledge management in theory and practice. Routledge. Dent, M., & Whitehead, S. (Eds.). (2013). Managing Professional Identities: Knowledge, Performativities and the'New'Professional (Vol. 19). Routledge. Fuller, S. (2012). Knowledge management foundations. Routledge. Handzic, M., & Durmic, N. (2014). Merging Knowledge Management with Project Management. Volume One, 402. Hislop, D. (2013). Knowledge management in organizations: A critical introduction. Oxford University Press. Holtshouse, D. K. (2013). Information technology for knowledge management. U. M. Borghoff, & R. Pareschi (Eds.). Springer Science & Business Media. Lim, D. H., & Nowell, B. (2014). Integration for training transfer: Learning, knowledge, organizational culture, and technology. In Transfer of learning in organizations (pp. 81- 98). Springer International Publishing. Quinn, J. B., & Strategy, E. S. (2013). Strategic outsourcing: leveraging knowledge capabilities. Image, 34. Wiig, K. (2012). 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