Posted by Denham on March 29, 2000 at 09:43:05:

In Reply to: Reasking about knowledge mapping/audit posted by Jabi Odriozola on March 29, 2000 at 02:34:00:

Hi Jabi,

There is a difference between knowledge mapping and a knowledge audit:

Knowledge mapping:
Here we look at the types of data and information, how they flow, who uses them, for what and why. The focus is on individual and group needs and identification of opportunities. The hardest part is identifying tacit and implicit knowledge which is roughly knowledge used but not recorded in any way, e.g. personal short-cuts and tips.

1) Start with who knows who and what, ask questions to find where staff, customers, visitors, suppliers go to for help, for instructions for information. Draw a diagram with people (and later groups or departments) at the nodes and lines for connections.
2) Identify and trace all 'boundary objects' e.g. forms, templates, classifications, processes that cross departmental and functional boundaries, note the authority, users and ownerships.
3) Compile a list of all internal and external information sources e.g. documents, databases, maps. Record location, nature, owner, source, udate cycle, common users, access rights
4) Look for opportunities, e.g. learning points, feedback, places to add interaction or automation, check for push publish and pull potential, evaluate current strategies and holdings based on information needs, usage and returns, check for alternatives e.g. electronic newsfeeds and journals, question relevance and focus.

Knowledge mapping starts with understanding the information needs, tracks the physical objects and searches for gaps.

Knowledge audits:
The focus here is on intellectual property, security, compliance, maket values, valuation and measurement. We are looking for knowledge assets which are close to completion or have an existing market value.

1) Compile a list of intellectual property, patents, trade secrets, trade marks, brands, check for legal status, draft plans for increasing the market value, make portfolio decisions (hold, buy, sell, lease, lisence)
2) Decide on an accounting model (replacement value, market rate, sunk costs) and place a value on each asset and enter into a database or register, assign responsibility for management and reporting on returns
3) Draft a strategy to increase the value of the portfolio, (accelerate patent applications, sell rights, enter into joint ventures, test market values).

A knowledge audit may also look at different forms of 'capital' e.g. human, structural, customer related, quantify the relative values and suggest opportunities to maximise returns, or reduce risk across all these areas.

If you use a social network approach to your mapping you will be able to indetify key individuals (gatekeepers, sinks, boundary spanners, pollinators) folk who are richly connected and useful suppliers of information across boundaries. Here are some of my notes which I hope will be of use to you. I suggest you serach here at Brint for more discussion and references around this topic.

• Knowledge mapping notes

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