ISO-30401-2018

INTERNATIONAL
STANDARD
ISO
30401
First edition
2018-11
Knowledge management systems —
Requirements
Systèmes de management des connaissances — Exigences
Reference number
ISO 30401:2018(E)
© ISO 2018
ISO 30401:2018(E)
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© ISO 2018
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Published in Switzerland
ii
© ISO 2018 – All rights reserved
ISO 30401:2018(E)
Contents
Page
Foreword ........................................................................................................................................................................................................................................ iv
Introduction .................................................................................................................................................................................................................................. v
1
Scope ................................................................................................................................................................................................................................. 1
2
Normative references ...................................................................................................................................................................................... 1
3
Terms and definitions ..................................................................................................................................................................................... 1
4
Context of the organization ....................................................................................................................................................................... 5
4.1
4.2
4.3
4.4
Understanding the organization and its context ....................................................................................................... 5
Understanding the needs and expectations o f interested parties (stakeholders) ....................... 5
Determining the scope o f the knowledge management system ................................................................... 5
Knowledge management system ............................................................................................................................................. 6
4.4.1 General...................................................................................................................................................................................... 6
4.4.2
5
6
7
Knowledge development .......................................................................................................................................... 6
4.5
4.4.3 Knowledge conveyance and trans formation ........................................................................................... 6
4.4.4 Knowledge management enablers ................................................................................................................... 7
Knowledge management culture ............................................................................................................................................ 7
5.1
5.2
5.3
Leadership and commitment ..................................................................................................................................................... 8
Policy ............................................................................................................................................................................................................... 8
Roles, responsibilities and authorities ............................................................................................................................... 9
6.1
6.2
Actions to address risks and opportunities ................................................................................................................... 9
Knowledge management objectives and planning to achieve them ......................................................... 9
7.1
7.2
7.3
7.4
7.5
Resources .................................................................................................................................................................................................. 10
Competence ............................................................................................................................................................................................ 10
Awareness ................................................................................................................................................................................................ 11
Communication ................................................................................................................................................................................... 11
Documented information ............................................................................................................................................................ 11
7.5.1 General................................................................................................................................................................................... 11
7.5.2 Creating and updating .............................................................................................................................................. 12
7.5.3 Control o f documented information ............................................................................................................ 12
Leadership .................................................................................................................................................................................................................. 8
Planning......................................................................................................................................................................................................................... 9
Support ........................................................................................................................................................................................................................ 10
8
9
Operation .................................................................................................................................................................................................................. 12
Performance evaluation ............................................................................................................................................................................ 13
10
Improvement......................................................................................................................................................................................................... 14
9.1
9.2
9.3
Monitoring, measurement, analysis and evaluation ............................................................................................ 13
Internal audit......................................................................................................................................................................................... 13
Management review ........................................................................................................................................................................ 13
10.1 Nonconformity and corrective action .............................................................................................................................. 14
10.2 Continual improvement ............................................................................................................................................................... 14
Annex A (informative) The knowledge spectrum — the range of knowledge management................... 15
Annex B (informative) Relationship between knowledge management and adjacent disciplines .. 16
Annex C (informative) Knowledge management culture ............................................................................................................. 18
Bibliography ............................................................................................................................................................................................................................. 20
© ISO 2018 – All rights reserved
iii
ISO 30401:2018(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation o f national standards
bodies (ISO member bodies). The work o f preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters o f
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the di fferent approval criteria needed for the
di fferent types o f ISO documents should be noted. This document was dra fted in accordance with the
editorial rules o f the ISO/IEC Directives, Part 2 (see www.iso .org/directives).
Attention is drawn to the possibility that some o f the elements o f this document may be the subject o f
patent rights. ISO shall not be held responsible for identi fying any or all such patent rights. Details o f
any patent rights identified during the development o f the document will be in the Introduction and/or
on the ISO list o f patent declarations received (see www.iso .org/patents).
Any trade name used in this document is in formation given for the convenience o f users and does not
constitute an endorsement.
For an explanation o f the voluntary nature o f standards, the meaning o f ISO specific terms and
expressions related to con formity assessment, as well as in formation about ISO's adherence to the
World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see www.iso
.org/iso/foreword .html.
This document was prepared by Technical Committee ISO/TC 260, Human resource management.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing o f these bodies can be found at www.iso .org/members .html.
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© ISO 2018 – All rights reserved
ISO 30401:2018(E)
Introduction
0.1
Purpose
The purpose o f this ISO management system standard for knowledge management is to support
organizations to develop a management system that e ffectively promotes and enables value-creation
through knowledge.
Knowledge management is a discipline focused on ways that organizations create and use knowledge.
Knowledge management has no single accepted definition and no global standards predate this
management system standard. There are many well-known barriers to success ful knowledge
management which still need to be overcome, many con fusions with other disciplines such as
in formation management, and many common misconceptions about how to do knowledge management,
for example the view that simply buying a technology system will be enough for knowledge management
to add value.
Each organization will cra ft a knowledge management approach, with respect to its own business and
operational environment, reflecting their specific needs and desired outcomes
The intent o f this document is to set sound knowledge management principles and requirements
a) as guidance for organizations that aim to be competent in optimizing the value o f organizational
knowledge;
b) as a basis for auditing, certi fying, evaluating and recognizing such competent organizations by
internal and external recognized auditing bodies.
0.2
The importance of knowledge management
a) The aim o f work is to produce valuable results. Valuable results are derived from applied
knowledge. Organizational knowledge is becoming a key di fferentiator for e ffectiveness, increased
collaboration and competition.
b) Knowledge work is increasingly important in many societies and organizations. Many economies
aspire to become knowledge economies, where knowledge is the main source o f wealth. In this
context, knowledge becomes a core asset for organizations. Knowledge is especially important
in many areas: it allows e ffective decisions to be made, supports the e fficiency o f processes
and contributes to their enhancement, creates resilience and adaptability, creates competitive
advantage and may even become a product in its own right.
c) An increased access to knowledge will create opportunities for the pro fessional development o f
people in the organization through learning, practices and exchanges.
d) Organizations can no longer rely on the spontaneous di ffusion o f knowledge to keep up with the
pace o f change. Instead knowledge must be deliberately created, consolidated, applied, and reused
faster than the rate o f change.
e) Geographically dispersed and decentralized organizations, conducting the same processes and
delivering the same services in multiple locations, can gain tremendous advantage through sharing
practices, expertise and learning across organizational boundaries.
f
) Workforce attrition and turnover in today's society has implications for knowledge management.
In many organizations, critical knowledge is o ften siloed and/or retained by experts, at the risk o f
being lost when the organization changes or these experts leave.
g) E ffective knowledge management supports collaboration between di fferent organisations to
achieve shared objectives.
Knowledge is an intangible organizational asset that needs to be managed like any other asset. It
needs to be developed, consolidated, retained, shared, adapted and applied so that workers can make
e ffective decisions and take aligned actions, solving problems based on the experience o f the past and
© ISO 2018 – All rights reserved
v
ISO 30401:2018(E)
new insights into the future. Knowledge management is a holistic approach to improving learning and
e ffectiveness through optimization o f the use o f knowledge, in order to create value for the organization.
Knowledge management supports existing process and development strategies. As such, it needs to be
integrated with other organizational functions.
0.3
Guiding principles
a) Nature o f knowledge: knowledge is intangible and complex; it is created by people.
b) Value: knowledge is a key source o f value for organizations to meet their objectives. The
determinable value o f knowledge is in its impact on organizational purpose, vision, objectives,
policies, processes and per formance. Knowledge management is a means o f unlocking the potential
value o f knowledge.
c) Focus: knowledge management serves the organizational objectives, strategies and needs.
d) Adaptive: there is no one knowledge management solution that fits all organizations within all
contexts. Organizations may develop their own approach to the scope o f knowledge and knowledge
management and how to implement these e fforts, based on the needs and context.
e) Shared understanding: people create their own knowledge by their own understanding o f the
input they receive. For shared understanding, knowledge management should include interactions
between people, using content, processes and technologies where appropriate.
f
) Environment: knowledge is not managed directly; knowledge management focuses on managing
the working environment, thus nurturing the knowledge li fecycle.
g) Culture: culture is critical to the e ffectiveness o f knowledge management.
h) Iterative: knowledge management should be phased, incorporating learning and feedback cycles.
0.4
Range of knowledge management
Knowledge management varies between di fferent organizations.
Annex A explains the range, viewing the various states o f knowledge as a continuum.
Annex B explains knowledge management areas o f interest, comparing it with adjacent disciplines.
0.5
Summary
This document defines the requirements for knowledge management systems in organizations,
promising success ful implementation o f knowledge management. This document, however, maintains
flexibility within the context o f the requirements that enables con formity for every type o f organization
and alignment with all characteristics and needs.
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© ISO 2018 – All rights reserved
INTERNATIONAL STANDARD
ISO 30401:2018(E)
Knowledge management systems — Requirements
1 Scope
This document sets requirements and provides guidelines for establishing, implementing, maintaining,
reviewing and improving an e ffective management system for knowledge management in organizations.
All the requirements o f this document are applicable to any organization, regardless o f its type or size,
or the products and services it provides.
2 Normative references
There are no normative re ferences in this document.
3 Terms and definitions
For the purposes o f this document, the following terms and definitions apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https: //www.iso .org/obp
— IEC Electropedia: available at http: //www.electropedia .org/
3.1
organization
person or group o f people that has its own functions with responsibilities, authorities and relationships
to achieve its objectives (3.8)
Note 1 to entry: The concept o f organization includes, but is not limited to sole-trader, company, corporation, firm,
enterprise, authority, partnership, charity or institution, or part or combination thereo f, whether incorporated
or not, public or private.
3.2
interested party (preferred term)
stakeholder (admitted term)
person or organization (3.1) that can a ffect, be a ffected by, or perceive itsel f to be a ffected by a decision
or activity
Note 1 to entry: Everyone is potentially an interested party in knowledge management. Specific knowledge
management initiatives will involve specific interested parties. For example, workers, top management, managers
o f projects/departments/work streams, external customers and clients, investors, partners and suppliers.
3.3
requirement
need or expectation that is stated, generally implied or obligatory
Note 1 to entry: “Generally implied” means that it is custom or common practice for the organization and
interested parties that the need or expectation under consideration is implied.
Note 2 to entry: A specified requirement is one that is stated, for example in documented information (3.11).
© ISO 2018 – All rights reserved
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ISO 30401:2018(E)
3.4
management system
set o f interrelated or interacting elements o f an organization
(3.8) and processes (3.12 ) to achieve those objectives
objectives
(3.1)
to establish
policies
(3.7),
and
Note 1 to entry: A management system can address a single discipline or several disciplines.
Note 2 to entry: The system elements include the organization’s structure, roles and responsibilities, planning
and operation.
Note 3 to entry: The scope o f a management system can include the whole o f the organization, specific and
identified functions o f the organization, specific and identified sections o f the organization, or one or more
functions across a group o f organizations.
Note 4 to entry: A system can include human and group dynamics and behaviours.
3.5
top management
person or group o f people who directs and controls an organization (3.1) at the highest level
Note 1 to entry: Top management has the power to delegate authority and provide resources within the
organization
.
Note 2 to entry: I f the scope o f the management system (3.4) covers only part o f an organization, then top
management re fers to those who direct and control that part o f the organization.
3.6
effectiveness
extent to which planned activities are realized and planned results achieved
3.7
policy
intentions and direction o f an organization (3.1), as formally expressed by its top management (3.5)
3.8
objective
result to be achieved
Note 1 to entry: An objective can be strategic, tactical, or operational.
Note 2 to entry: Objectives can relate to di fferent disciplines (such as financial, health and sa fety, and
environmental goals) and can apply at di fferent levels [such as strategic, organization-wide, project, product and
process
(3.12)].
Note 3 to entry: An objective can be expressed in other ways, e.g. as an intended outcome, a purpose, an
operational criterion, a knowledge management (3.26 ) objective, or by the use o f other words with similar
meaning (e.g. aim, goal, or target).
Note 4 to entry: In the context o f knowledge management systems, knowledge management objectives are set by
the organization, consistent with the knowledge management policy, to achieve specific results.
3.9
risk
e ffect o f uncertainty
Note 1 to entry: An e ffect is a deviation from the expected — positive or negative.
Note 2 to entry: Uncertainty is the state, even partial, o f deficiency o f in formation related to, understanding or
knowledge o f an event, its consequence, or likelihood.
Note 3 to entry: Risk is o ften characterized by re ference to potential events (ISO Guide 73:2009, 3.5.1.3) and
consequences (ISO Guide 73:2009, 3.6.1.3), or a combination o f these.
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© ISO 2018 – All rights reserved
ISO 30401:2018(E)
Note 4 to entry: Risk is o ften expressed in terms o f a combination o f the consequences o f an event (including
changes in circumstances) and the associated likelihood (ISO Guide 73:2009, 3.6.1.1) o f occurrence.
3.10
competence
ability to apply knowledge (3.25 ) and skills (3.30) to achieve intended results
3.11
documented information
in formation required to be controlled and maintained by an
which it is contained
organization
(3.1) and the medium on
Note 1 to entry: Documented in formation can be in any format and media, and from any source.
Note 2 to entry: Documented in formation can re fer to:
— the management system (3.4), including related processes (3.12 );
— in formation created in order for the organization to operate (documentation);
— evidence o f results achieved (records).
3.12
process
set o f interrelated or interacting activities which trans forms inputs into outputs
3.13
performance
measurable result
Note 1 to entry: Per formance can relate either to quantitative or qualitative findings.
Note 2 to entry: Per formance can relate to the management o f activities, processes (3.12 ), products (including
services), systems or organizations (3.1).
3.14
outsource, verb
make an arrangement where an external organization (3.1) per forms part o f an organization's function
or process (3.12)
Note 1 to entry: An external organization is outside the scope o f the management system (3.4), although the
outsourced function or process is within the scope.
3.15
monitoring
determining the status o f a system, a process (3.12 ) or an activity
Note 1 to entry: To determine the status, there may be a need to check, supervise or critically observe.
3.16
measurement
process
(3.12 ) to determine a value
3.17
audit
systematic, independent and documented process (3.12 ) for obtaining audit evidence and evaluating it
objectively to determine the extent to which the audit criteria are fulfilled
Note 1 to entry: An audit can be an internal audit (first party) or an external audit (second party or third party),
and it can be a combined audit (combining two or more disciplines).
Note 2 to entry: An internal audit is conducted by the organization itsel f, or by an external party on its behal f.
Note 3 to entry: “Audit evidence” and “audit criteria” are defined in ISO 19011.
© ISO 2018 – All rights reserved
3
ISO 30401:2018(E)
3.18
conformity
fu l fi l ment o f a
requirement
3.19
non-conformity
non- fu l fi l ment o f a
(3.3)
requirement
3.20
correction
ac tion to el i m i nate a de te c te d
(3.3)
nonconformity
3.21
corrective action
ac tion to el i m i nate the c au s e o f a
3.22
continual improvement
re c u rri ng ac tivity to en h ance
(
3 .19
nonconformity
performance
(
)
3 .19) a nd to prevent re c urrence
(3.13)
3.23
collaboration
del ib erate appro ach to worki ng to ge ther on a n agre e d com mon pu rp o s e acro s s b ou ndarie s
N o te 1 to entr y: B o u nd a r ie s m ay b e
fu nc tion a l ,
C ol l ab oration o ften dep end s on a he a lthy
c re ation o f
knowledge
(3.25
orga n i z atio n a l o r ge o grap h ic, o r b e twe en
knowledge management culture
(
3 . 2 7 ) to
fac i l itate
organizations
(3.1).
the e xch a n ge a nd co -
) b e twe en the p a r tie s engagi n g i n co l l ab o ratio n .
3.24
information
me a n i ng fu l data
[S O U RC E : I S O 9 0 0 0 : 2 01 5 , 3 . 8 . 2 ]
3.25
knowledge
hu man or orga n i z ationa l a s s e t enabl i ng e ffe c tive de ci s ion s and ac tion i n conte xt
N o te 1 to entr y: Knowle dge c a n b e i nd ividu a l , col le c tive or o rga n i z atio n a l .
Note 2 to entr y: T here are divers e views on the s cop e covered with in knowle dge, b as ed on context and purp os e. T he
definition ab ove is general as to the variou s p ers p ec tives . E xamples o f knowledge include ins ights and know-how.
N o te 3 to entr y: Knowle dge i s acqu i re d th rou gh le a r n i ng o r e xp er ience .
3.26
knowledge management
ma nagement with re gard to knowle dge
[S O U RC E : I S O 3 0 4 0 0 : 2 016 , 14.1 , mo d i fie d]
N o te 1 to entr y: I t u s e s a s ys tem ic a nd hol i s tic app ro ach to i mp rove re s u lts a nd le a r n i n g.
N o te 2 to entr y: I t i nclude s op ti m i z i ng the identi fic atio n , c re ation , a n a l ys i s , repre s entation , d i s tr ib ution a nd
app l ic ation o f knowle dge to c re ate orga n i z ation a l va lue .
3.27
knowledge management culture
elements of the
4
(
organizational culture 3 . 2 9) , s upp or tive
knowledge management system
as s o c iate d with the
(3.28)
o f the
va lue s ,
b ehaviou rs
and
ac ti vitie s
© ISO 2018 – All rights reserved
ISO 30401:2018(E)
3.28
knowledge management system
part of a
management system
(3.4
) with re ga rd to
knowledge
N o te 1 to entr y: T he s ys tem elements i nclude the orga n i z ation’s
(3.25)
knowledge management culture
(
3 . 2 7 ) , s tr uc tu re ,
govern a nce a nd le aders h ip; role s a nd re s p o n s ibi l itie s; p l a n n i ng , te ch nolo g y, p ro ce s s e s a nd op eration .
3.29
organizational culture
va lue s , b el ie fs and prac tice s that i n fluence the conduc t and b eh aviou r o f p e ople a nd organ i z ation s
[S OU RC E : I S O 3 0 4 0 0 : 2 016 , 3 . 2 ]
N o te 1 to entr y:
knowledge management culture
(
3 . 2 7 ) i s a s up p or tive element o f the o rga n i z atio n a l c u ltu re .
3.30
skill
le arne d c ap acity to p er form a tas k to a s p e c i fie d exp e c tation
4 Context of the organization
4.1 Understanding the organization and its context
T he organ i z ation sh a l l de term i ne e xterna l a nd i nterna l i s s ue s that a re relevant to its pu rp o s e a nd that
a ffe c t its abi l ity to ach ieve the i ntende d outcome(s) o f its knowle dge ma nagement s ys tem .
T he outcome s o f the knowle dge management s ys tem a re a me an s to ach ieve organ i z ationa l outcome s ,
and no t an end i n them s elve s .
NO TE
I s s ue s c a n i nclude p o s itive a nd ne gative
fac to rs
o r cond itio n s
fo r
con s ideratio n .
4.2 Understanding the needs and expectations of interested parties (stakeholders)
T he organ i z ation sh a l l de term i ne:
—
the i ntere s te d p a r tie s th at are relevant to the knowle dge management s ys tem;
—
the releva nt re qu i rements o f the s e i ntere s te d p ar tie s .
T he s e
re qu i rements
s ha l l
be
ana lys e d ,
prioriti z i ng
the
ma i n
a re a s
a nd
conte xts
relevant
to
the
orga ni z ation and the knowle dge ma nagement s ys tem .
NO TE
T he
de fi ne d
ne e d s
a nd
e xp e c tation s
a re
s tr uc tu re d
in
ter m s
of
b u s i ne s s
a nd
o rga n i z atio n a l
p er fo r m a nce , rather th a n knowle dge m a n agement ne e d s . For e xa mp le , a ne e d m ight re fer to re duce d du ratio n o f
pro duc t develop ment rather th a n
fa s t do c u ment re trie va l .
T he re qu i rements o f the i ntere s te d p ar tie s ne e d to b e a s s e s s e d i n the organ i z ationa l contex t (e . g.
c u ltu re, envi ronment, i n fras tr uc tu re) .
4.3 Determining the scope of the knowledge management system
T he orga n i z ation sh a l l de term i ne the ra nge and appl ic abi l ity o f the knowle dge management s ys tem to
e s tabl i s h its s cop e . With i n th i s s cop e, a nd with re s p e c t to the orga n i z ationa l pu rp o s e, the organ i z ation
sh a l l identi fy, eva luate and prioriti z e the knowle dge domai n s wh ich have the gre ate s t va lue to the
orga ni z ation a nd its i ntere s te d p ar tie s , and to wh ich the knowle dge management s ys tem shou ld b e
appl ie d .
When de term i n i ng th i s s cop e, the organ i z ation sh a l l con s ider:
—
the e xterna l and i nterna l i s s ue s and conte xt re ferre d to i n
© ISO 2018 – All rights reserved
4.1
;
5
ISO 30401:2018(E)
— the requirements re ferred to in 4.2.
The scope shall be available as documented in formation.
4.4 Knowledge management system
4.4.1 General
The organization shall establish, implement, maintain and continually improve a knowledge
management system, including the processes needed and their interactions, in accordance with the
requirements o f this document.
4.4.2 to 4.4.4 include requirements, each representing a dimension of the knowledge management
system, which are interdependent. Acknowledging and incorporating these dimensions within the
knowledge management system and putting them in place through a managed change process is
required for the implementation o f an e ffective and holistic knowledge management system within the
organization.
4.4.2 Knowledge development
The organization shall demonstrate that the knowledge management system covers the following
activities, for e ffectively managing knowledge through its stages o f development through systematic
activities and behaviours, supporting the knowledge management system objectives and
4.3 :
a) Acquiring new knowledge: means to provide the organization with knowledge that was
c
o
v
e
r
i
n
g
t
h
e
p
r
i
o
r
i
t
i
z
e
d
k
n
o
w
l
e
d
g
e
d
o
m
a
i
n
s
d
e
f
i
n
e
d
i
n
previously unknown or unavailable within the organization.
NOTE 1 Example activities include knowledge creation; innovation; research; knowledge discovery and
detection; lesson learning; knowledge acquisition from external resources; feedback collection; adaptation
o f existing knowledge to new applications.
b) Applying current knowledge:
means to make knowledge e ffective, integrating the current
relevant knowledge o f the organization in order to enable improved actions and decision making.
NOTE 2 Example activities include knowledge trans fer; knowledge consolidation; knowledge sharing;
knowledge codi fying; knowledge reuse; creative problem solving.
c) Retaining current knowledge:
knowledge loss.
means to sa feguard the organization from the risks o f
NOTE 3 Example activities include documenting; securing expert knowledge against worker turnover;
in formation backup; succession plans; coaching.
d) Handling outdated or invalid knowledge:
means to protect the organization from making
mistakes or working ine fficiently, as a result o f use o f knowledge inappropriate within the current
organizational context.
NOTE 4 Example activities include knowledge deletion; curation; archiving; knowledge updating; retraining according to knowledge changes.
4.4.3 Knowledge conveyance and transformation
The organizational knowledge management system shall include activities and behaviours, supporting
all di fferent types o f knowledge flows, through systematic activities and behaviours, supporting
the knowledge management system objectives and covering the prioritized knowledge domains
4.3:
a) Human interaction: exchange and co-creation o f knowledge through conversations and
d
e
f
i
n
e
d
i
n
interactions; between individuals, teams and across the organization.
6
© ISO 2018 – All rights reserved
ISO 30401:2018(E)
EXAMPLES
Community o f practice; brainstorming sessions; collaborative teams; knowledge/world
ca fes; shi ft handover; succession planning; mentoring; sense making; storytelling.
b) Representation:
and/or codi fying.
making knowledge available through demonstrating, recording, documenting
EXAMPLES
Designing or writing procedures and guidelines; capturing lessons; recorded job handover;
leading by example.
c) Combination: synthesis, curating, formalizing, structuring or classi fying of codified knowledge,
making the knowledge accessible and findable.
EXAMPLES
Classification and taxonomy; tagging; summarizing and structuring content; re freshing
captured knowledge.
d) Internalization and learning: reviewing, assessing and absorbing knowledge; incorporating it
into practice.
EXAMPLES
Searching for and seeking knowledge; be fore action review; briefing; checklists; use o f
simulations; employee on-boarding; e-learning; job shadowing.
4.4.4 Knowledge management enablers
The organizational knowledge management system shall include and integrate elements o f all the
ollowing enablers to create an e ffective knowledge management system. This shall support the
f
knowledge management system objectives and cover the prioritized knowledge domains
4.3 :
a) Human capital : roles and accountabilities, including all knowledge management system
d
e
f
i
n
e
d
i
n
stakeholders; making sure that knowledge management is encouraged within the organization
(covered in detail in Clause 5 ).
NOTE 1 Example enablers include chie f knowledge o fficer; community o f practice facilitator; knowledge
management involvement is part o f employee’s annual interview and assessment.
b) Processes: defined knowledge activities applied and embedded within organizational processes,
including procedures, instructions, methods and measures (covered in Clause 8 ).
NOTE 2
Example enablers include knowledge discovery and detection; lessons learned from failures and
success.
c) Technology and infrastructure: digital channels, virtual and physical workspace and other tools.
NOTE 3 Example enablers include mobile applications; portals; WIKIs; search engines; cloud computing;
big data platforms; collaborative workspaces; in formal meeting areas.
d) Governance: Strategy, expectations and means of ensuring the knowledge management system is
working in alignment (covered in detail in Clauses 5 to 10).
NOTE 4
Example enablers include knowledge management strategy; policies; service level agreement;
code of conduct.
e) Knowledge management culture: Attitudes and norms regarding sharing, learning from
mistakes (covered in detail in 4.5).
NOTE 5
Example enablers include admitting and explaining a mistake is rewarded rather than punished.
4.5 Knowledge management culture
Embedding a knowledge management culture across the organization is critical for sustained
application o f knowledge management. A culture where connections and knowledge activities are
encouraged, and knowledge is valued and actively used, will support the establishment and application
o f the knowledge management system within the organization.
© ISO 2018 – All rights reserved
7
ISO 30401:2018(E)
The organization shall demonstrate that organizational culture has been addressed as a means to
support the knowledge management system. Some options for addressing the culture are discussed in
Annex C .
5 Leadership
5.1 Leadership and commitment
Top management shall demonstrate leadership and commitment with respect to the knowledge
management system by:
— fostering organizational values which enhance trust as a key element for knowledge management;
— ensuring that the knowledge management policy and knowledge management objectives are
established, are compatible and are aligned with the strategic direction o f the organization and can
be evaluated;
— ensuring the integration o f the knowledge management system requirements into the organization’s
business and project processes;
— ensuring that the resources needed for the knowledge management system are available;
— communicating the importance o f e ffective knowledge management and o f con forming to, or
exceeding, the knowledge management system requirements;
— managing the process o f change towards adoption and application o f the knowledge management
system, and towards the cultivation o f a culture that values, supports and enables knowledge
management;
— ensuring that the knowledge management system achieves its intended outcome(s);
— directing, motivating, inspiring, empowering and supporting persons to contribute to the
e ffectiveness o f the knowledge management system;
— promoting continual improvement o f the knowledge management system;
— supporting other relevant management roles to demonstrate their leadership as it applies to their
areas o f responsibility.
NOTE
Re ference to “business” in this document can be interpreted broadly to mean those activities that are
core to the purposes o f the organization’s existence.
5.2 Policy
Top management shall establish a knowledge management policy that:
a) is appropriate to the purpose o f the organization;
b) provides a framework and guiding principles for setting, reviewing and achieving knowledge
management objectives;
c) includes a commitment to satis fy applicable regulatory and other requirements;
d) sets expectations for all workers with regard to use o f the knowledge management system and the
cultivation o f a culture that values knowledge;
e) includes a commitment to continual improvement o f the knowledge management system;
f
) manages the balance between knowledge sharing and knowledge protection.
8
© ISO 2018 – All rights reserved
ISO 30401:2018(E)
T he knowle dge management p ol ic y s ha l l:
—
b e avai lable a s do c umente d i n formation;
—
b e com mu nic ate d , u nders to o d a nd appl ie d with i n the organ i z ation;
—
b e avai lable to i ntere s te d p a r tie s , a s appropri ate .
5.3 Roles, responsibilities and authorities
Top ma nagement s ha l l en s ure that the re s p on s ibi l itie s and authoritie s
for
releva nt role s with i n the
knowle dge management s ys tem are a s s igne d a nd com mun icate d with i n the organ i z ation and with
ex terna l s ta keholders a s re qu i re d .
Top ma nagement s ha l l a s s ign the re s p on s ibi l ity a nd authority
a)
b)
for:
en s u ri ng that the knowle dge ma nagement s ys tem con form s to the re qui rements o f th i s do c u ment;
en s u ri ng the engagement o f p e ople a nd the e ffe c tive appl ic ation o f the knowle dge ma nagement
s ys tem with i n the organ i z ation;
c)
rep or ti ng on the p er forma nce o f the knowle dge management s ys tem to top management.
6 Planning
6.1 Actions to address risks and opportunities
When pla n n i ng
for
referred to in 4.1
the knowle dge ma nagement s ys tem,
and the re qu i rements re ferre d to i n
4.2
the orga ni z ation s ha l l con s ider the i s s ue s
a nd de term i ne the ri s ks a nd opp or tu nitie s
that ne e d to b e add re s s e d to:
—
give as s u ra nce that the knowle dge management s ys tem c an ach ieve its i ntende d outcome(s) ;
—
prevent, or re duce, u nde s i re d e ffe c ts;
—
ach ieve conti nua l i mprovement.
T he organ i z ation sh a l l p lan:
a)
ac tion s to add re s s the s e ri s ks and opp or tu n itie s;
b) how to:
—
i ntegrate and i mplement the ac tion s i nto its knowle dge management s ys tem pro ce s s e s;
—
eva luate the e ffe c tivene s s o f the s e ac tion s .
6.2 Knowledge management objectives and planning to achieve them
T he organ i z ation sh a l l e s tabl i s h knowle dge management obj e c tive s at relevant
fu nc tion s
a nd level s .
T he knowle dge management obj e c tive s s ha l l:
4.1
a)
s er ve bu s i ne s s ne e d s and a l ign to bu s i ne s s obj e c tive s (s e e
b)
me e t the prioriti z e d re qu i rements o f the i ntere s te d p ar tie s (s e e
c)
b e con s i s tent with the knowle dge management p ol ic y;
d)
ta ke i nto accou nt appl ic able re qu i rements;
e)
b e me as u rable (i f prac tic able) , i n term s o f b enefits and i mp ac ts;
© ISO 2018 – All rights reserved
);
4.2
);
9
ISO 30401:2018(E)
f)
b e mon itore d;
g)
b e com mu n ic ate d;
h)
b e up date d a s appropriate .
T he organ i z ation s ha l l re tai n do c u mente d i n formation on the knowle dge ma nagement obj e c tive s .
O bj e c tive s may b e quantitati ve or qua l itative, and relate to i s s ue s s uch as s a fe ty, ti me, ri s k, qua l ity,
co s t, marke t s hare, c u s tomer exp erience .
T he obj e c tive s may b e o f d i fferent typ e s , a s bu s i ne s s re s u lts , organ i z ationa l re s u lts , c u s tomer relate d
re s u lts , and/or s o ci a l a nd envi ron menta l re s u lts .
When pl an n i ng how to ach ieve its knowle dge ma nagement obj e c tive s , the orga ni z ation sh a l l de term i ne:
—
what wi l l b e done and b y whom;
—
who wi l l b e accou ntable;
—
what re s ou rce s wi l l b e re qu i re d;
—
who wi l l b e re s p on s ible;
—
when it wi l l b e comple te d;
—
how the re s u lts wi l l b e eva luate d .
7 Support
7.1 Resources
T he
orga ni z ation
sh a l l
de term i ne
ma nagement com m itment) ne e de d
and
for
provide
the
re s ou rce s
(e . g.
fu nd i ng ,
work force,
te ch nolo g y,
the e s tabl i s h ment, i mplementation, mai ntenance, me a s u rement,
rep or ti ng and conti nua l i mprovement o f the knowle dge ma nagement s ys tem .
7.2 Competence
T he organ i z ation s ha l l:
—
de term i ne the ne ce s s ar y comp e tence o f p ers on(s)
doi ng work under its control that a ffe c ts its
knowle dge p er formance;
—
con s ider the comp e tence level re qui re d
a)
tho s e
accou ntable
for
the
de s ign,
for
va riou s typ e s o f workers , where appropri ate, i nclud i ng:
del iver y
a nd
conti nua l
i mprovement
o f the
knowle dge
management s ys tem and the as s o c iate d s upp or ti ng c u ltu re cha nge;
b)
tho s e with accountable role s with i n the knowle dge management s ys tem;
NO TE 1
c)
E xa mp le role s a re l i s te d i n
4.4.3.
p ar ticip a nts who engage with and u s e the knowle dge management s ys tem as p ar t o f comple ti ng
thei r ta s ks and work.
—
en s u re
that
the s e
p ers on s
are
comp e tent
on
the
b as i s
o f appropri ate
e duc ation,
tra i n i ng ,
or
e xp erience;
—
where appl ic able, ta ke ac tion s to acqu i re the ne ce s s a r y comp e tence, and eva luate the e ffe c tivene s s
o f the ac tion s ta ken;
—
10
re tai n appropri ate do c u mente d i n formation a s evidence o f comp e tence .
© ISO 2018 – All rights reserved
ISO 30401:2018(E)
NOTE 2 Applicable actions can include, for example, the provision o f training to, the mentoring o f, or the
reassignment o f currently employed persons; or the hiring or contracting o f competent persons.
7.3 Awareness
Persons doing work under the organization’s control and other interested parties, where relevant, shall
be aware o f:
— the knowledge management policy;
— their contribution and accountabilities to the e ffectiveness o f the knowledge management system,
including the benefits o f improved knowledge per formance;
— the implications o f not con forming with the knowledge management system requirements.
7.4 Communication
The organization shall determine the internal and external communications relevant to the knowledge
management system, including:
— on what it will communicate;
— when to communicate;
— with whom to communicate;
— how to communicate.
Communication will serve all stages, including building the knowledge management system, managing
the change to embed it, and nurturing sharing and usage.
NOTE 1 Communication is a complete cycle, including transmission, reception, understanding, reflection and
eedback.
f
NOTE 2
E ffective communication includes constructive dialogue, both verbally and non-verbally.
7.5 Documented information
NOTE
This subclause sets requirements for specific documentation o f the knowledge management system,
and does not re fer to documented in formation in general.
7.5.1
General
The organization’s knowledge management system shall include:
a) documented in formation required by this document;
b) documented in formation determined by the organization as being necessary for the e ffectiveness
o f the knowledge management system.
NOTE
The extent o f documented in formation for a knowledge management system can di ffer from one
organization to another due to:
— the size o f organization and its type o f activities, processes, products and services;
— the complexity o f processes and their interactions;
— the competence of persons.
© ISO 2018 – All rights reserved
11
ISO 30401:2018(E)
7.5.2
Creating and updating
When creating and updating documented in formation the organization shall ensure appropriate:
— identification and description (e.g. a title, date, author, or re ference number);
— format (e.g. language, so ftware version, graphics) and media (e.g. paper, electronic);
— review and approval for suitability and adequacy.
7.5.3
Control of documented information
Documented in formation required by the knowledge management system and by this document shall
be controlled to ensure:
a) it is available and suitable for use, where and when it is needed;
b) it is adequately protected (e.g. from loss o f confidentiality, improper use, loss o f integrity).
For the control o f documented in formation, the organization shall address the following activities, as
applicable:
— distribution, access, retrieval and use;
— storage and preservation, including preservation o f legibility;
— control o f changes (e.g. version control);
— retention and disposal.
Documented in formation o f external origin determined by the organization to be necessary for the
planning and operation o f the knowledge management system shall be identified, as appropriate, and
controlled.
NOTE
Access can imply a decision regarding the permission to view the documented in formation only, or
the permission and authority to view and change the documented in formation.
8 Operation
The organization shall plan, implement and control the processes needed to meet requirements, and to
implement the actions determined in 6.1 , by:
— establishing criteria for the processes;
— implementing control o f the processes in accordance with the criteria;
— keeping documented in formation to the extent necessary to have confidence that the processes
have been carried out as planned.
The organization shall control planned changes and review the consequences o f unintended changes,
taking action to mitigate any adverse e ffects, as necessary.
The organization shall ensure that outsourced processes align with the knowledge management system
and are controlled.
12
© ISO 2018 – All rights reserved
ISO 30401:2018(E)
9 Performance evaluation
9.1 Monitoring, measurement, analysis and evaluation
T he organ i z ation sh a l l de term i ne:
—
wh at ne e d s to b e mon itore d a nd me a s ure d . T h i s s ha l l i nclude me a s u rement o f con form ity with the
re qu i rements o f th i s do c u ment a nd evidence o f adde d va lue to the relevant s ta keholders;
—
the me tho d s
for
monitori ng , me as u rement, a na lys i s and eva luation, a s appl ic able, to en s u re va l id
re s u lts;
—
when the mon itori ng and me a s uri ng sh a l l b e p er forme d;
—
when the re s u lts
from
mon itori ng a nd me a s urement s ha l l b e a na lys e d a nd eva luate d .
T he organ i z ation sh a l l re tai n appropriate do c u mente d i n formation a s evidence o f the re s u lts .
T he orga ni z ation s ha l l eva luate the knowle dge p er formance a nd the e ffe c tivene s s o f the knowle dge
management s ys tem .
9.2 Internal audit
9.2.1
The o rganizatio n s hall co nduct internal audits at p lanned intervals to p rovide in fo rmatio n o n
whether the kno wledge management sys tem:
a)
b)
con form s to:
—
the orga n i z ation’s own re qu i rements
—
the re qu i rements o f th i s do c u ment;
its knowle dge ma nagement s ys tem;
i s e ffe c tively i mplemente d and ma i nta i ne d .
9.2.2
a)
for
The o rganizatio n s hall:
pl an, e s tabl i sh , i mplement and ma i nta i n an aud it pro gram me(s) i nclud i ng the
re s p on s ibi l itie s ,
pla n ni ng re qui rements
and rep or ti ng ,
wh ich s ha l l ta ke
fre quenc y,
i nto
me tho d s ,
con s ideration the
i mp or tance o f the pro ce s s e s concerne d and the re s u lts o f previou s aud its;
for
b)
defi ne the aud it c riteri a and s cop e
c)
s ele c t aud itors and conduc t aud its to en s u re obj e c tivity and the i mp a r ti a l ity o f the aud it pro ce s s;
d)
en s u re that the re s u lts o f the aud its a re rep or te d to releva nt ma nagement;
e)
e ach aud it;
re tai n do c umente d i n formation as evidence o f the i mplementation o f the aud it pro gram me a nd the
aud it re s u lts .
9.3 Management review
Top management sh a l l review the organ i z ation's knowle dge ma nagement s ys tem, at p lan ne d i nter va l s ,
to en s ure its conti nu i ng s u itabi l ity, ade quac y a nd e ffe c tivene s s .
T he ma nagement review s ha l l i nclude con s ideration o f:
a)
the s tatu s o f ac tion s
from
b)
change s i n ex terna l and i nterna l i s s ue s that a re relevant to the knowle dge management s ys tem;
© ISO 2018 – All rights reserved
previou s ma nagement reviews;
13
ISO 30401:2018(E)
c)
d)
T he
i n formation on the knowle dge management p er forma nce, i nclud i ng trend s i n:
—
noncon form itie s and corre c tive ac tion s;
—
mon itori ng a nd me a s urement re s u lts;
—
aud it re s u lts;
opp or tu nitie s
outputs
for
o f the
conti nua l i mprovement.
management review s ha l l
opp or tu n itie s a nd any ne e d
T he
organ i z ation
reviews.
sh a l l
for
re ta i n
i nclude
de c i s ion s
relate d
to
conti nua l
i mprovement
change s to the knowle dge management s ys tem .
do c u mente d
i n formation
as
evidence
o f the
re s u lts
o f management
10 Improvement
10.1 Nonconformity and corrective action
When a noncon form ity o cc u rs , the orga n i z ation s ha l l:
a)
b)
re ac t to the noncon form ity and, as appl ic able:
—
ta ke ac tion to control a nd corre c t it and le arn
—
de a l with the con s e quence s;
eva luate the ne e d
for
from
it;
ac tion to el i m i nate the c au s e(s) o f the noncon form ity, i n order th at it do e s no t
re c u r or o cc u r el s ewhere, by:
—
reviewi ng the noncon form ity;
—
de term i n i ng the c au s e s o f the noncon form ity;
—
de term i n i ng i f s i m i la r noncon form itie s exi s t, or cou ld p o tentia l ly o cc u r;
—
identi fyi ng any opp or tu n ity that may a ri s e
from
the noncon form ity;
c)
i mplement any ac tion ne e de d;
d)
review the e ffe c tivene s s o f a ny corre c tive ac tion ta ken;
e)
ma ke cha nge s to the knowle dge ma nagement s ys tem, i f ne ce s s ar y.
C orre c tive ac tion s s ha l l b e appropriate to the e ffe c ts o f the noncon form itie s encountere d .
T he organ i z ation s ha l l re tai n do c u mente d i n formation a s evidence o f:
—
the natu re o f the noncon form itie s and any s ub s e quent ac tion s ta ken;
—
the re s u lts o f any corre c tive ac tion .
10.2 Continual improvement
T he organ i z ation sha l l conti nua l ly i mprove the s uitabi l ity, ade quac y, e ffic ienc y a nd e ffe c tivene s s o f the
knowle dge management s ys tem .
T he organ i z ation s ha l l pla n, i mplement and control pro ce s s e s ne e de d to en s u re conti nua l i mprovement.
14
© ISO 2018 – All rights reserved
ISO 30401:2018(E)
Annex A
(in fo rmative)
The knowledge spectrum — the range of knowledge management
Knowle dge
o cc urs
in
ma ny typ e s
a nd
form s
that con s titute
a conti nuum
from
cle arly co d i fie d
to
u nco d i fie d , exp erience and/or ac tion-b as e d knowle dge . I t i s i mp or tant to acknowle dge the d ivers ity
o f the
form s
dep end i ng
o f knowle dge and the
on
the
conte xt and
fac t
the
th at knowle dge c a n b e tran s forme d
va lue
it c a rrie s .
management to ma ke s u re that the typ e s and
form s
It is
one
o f the
core
from
one
form
obj e c tive s
to a no ther
o f knowle dge
a nd thei r tra n s formation s a re con s i s tent with the
orga ni z ationa l ne e d s a nd del iver va lue .
For i n s tance, the s p e c tru m c a n s tar t with knowle dge that the i nd ividua l i s no t even awa re o f, th rough
knowle dge they a re aware o f but c an no t expre s s i n word s or s ymb ol s (e . g. j udgement ca l l or i ntu ition) ,
to knowle dge they h ave and fi nd d i ffic u lt to explai n . I t fi n i she s , on the o ther end o f the s p e c tru m,
with do c u mente d or re corde d knowle dge (s uch as tex tb o oks , do c u ment fi le s or op en d igita l le arn i ng
content) and even knowle dge that has b e en co d i fie d and s tr uc tu re d i nto wel l- defi ne d ru le s (e . g. mu s ic a l
s core s , ma nua l s , d i agra m s , pro gram m i ng a lgorith m s) .
Knowle dge management de a l s with ac ti vitie s a s s o ci ate d with a l l typ e s o f knowle dge with i n th i s range:
leveragi ng exi s ti ng knowle dge; cre ati ng new knowle dge; and tran s formation o f knowle dge a long th i s
conti nuu m . Knowle dge ma nagement, among o ther ac tivitie s , ai m s at de cid i ng where on th i s s p e c tru m
d i fferent are a s
o f knowle dge
are
b e s t p o s itione d
and
what ac tivitie s
shou ld
be
ta ken
in
order to
op ti ma l ly unders ta nd the knowle dge, apply it and/or p o s s ibly tran s fer it a mong s ta keholders . T h i s wi l l
var y dep end i ng on the contex t and how it i s i nter pre te d and adap te d .
Unders tand i ng knowle dge as a conti nuum with i n th i s range give s a de ep er appre c iation o f the e s s ence
o f knowle dge ma nagement a nd it matters le s s wh at term s are u s e d to defi ne it.
© ISO 2018 – All rights reserved
15
ISO 30401:2018(E)
Annex B
(in fo rmative)
Relationship between knowledge management and adjacent
disciplines
T he range o f knowle dge ma nagement c an b e expla i ne d b y comp ari ng it with relate d d i s c ipl i ne s , as
follows:
a)
I n formation ma nagement
Knowle dge management and i n formation ma nagement a re o ften con fu s e d , there fore it i s i mp or ta nt
to distinguish between these two disciplines.
Knowle dge
management
i nclude s
the
co d i fic ation
of
knowle dge
a nd
there fore
i nvolve s
the
c re ation o f i n formation . O nce knowle dge i s co d i fie d (e . g. i n a do c u ment) , it i s s ubj e c t to i n formation
management pro ce s s e s s uch as s torage and re trieva l . I t i s a l s o p ar t o f knowle dge management,
where knowle dge management i s concerne d with the content o f co d i fie d knowle dge a nd en s u ri ng
th at it s upp or ts go o d de ci s ion s and e ffe c tive ac tion, tai lore d to the u s er ’s contex t and u nders tand i ng.
Much
e xi s ti ng knowle dge
with i n
an
organ i s ation
is
no t co d i fie d
there fore
and
no t s ubj e c t to
i n formation management pro ce s s e s . E ven when knowle dge i s co d i fie d, it c a n never b e c ap tu re d
comple tely, whatever re s ou rce s are i nve s te d . E xp erience a nd i n s ights ,
for
example, are covere d b y
knowle dge management, and no t by i n formation ma nagement. S o a lthough elements o f i n formation
management a re u s e d i n knowle dge management, i n formation management a lone c a nno t me e t the
re qui rements
b)
for
a knowle dge ma nagement s ys tem .
D ata management
Knowle dge management and data management are genera l ly con s idere d s ep a rate topic s . However,
a s p e c ts
o f data
management th at may b e
re ferre d
to
as
knowle dge
management i nclude
the
combi nation o f d ata th rough l i n ke d data, a nd the u s e o f a lgorith m s to m i ne and ana lyz e data and
provide new insights.
c)
B u s i ne s s i ntel l igence
B u s i ne s s i ntel l igence i s rel ate d to knowle dge management as its go a l i s s upp or ti ng cre ation o f new
knowle dge and i n s ights . T h i s i s ach ieve d pri mari ly b y ana lys i ng data and i n formation to identi fy
p attern s .
d)
Cu s tomer rel ation sh ip management
Cu s tomer relation management hand le s data, i n formation and knowle dge rel ate d to c u s tomers
and o ther i ntere s te d p ar tie s . Knowle dge management c an there fore s er ve as a me a n s to b e tter
c u s tomer rel ation sh ip management.
e)
L e arn i ng , organ i z ationa l development and trai n i ng
B o th knowle dge management and le arn i ng , organ i z ationa l development and trai ni ng di s cipl i nes
enable organi z ation s and i nd ividua l s to u nders tand the gap s b e twe en the pres ent and the
future
in
term s o f knowle dge ne e d s . Wh i le trai ni ng u s e s le arn i ng pro gram s to bridge the gap at the i nd ividua l
level, knowle dge management
L e arn i ng s er vice s
16
for
faci l itate s
knowle dge acqu i s ition i n variou s
form s
and level s .
non- forma l e duc ation and trai n i ng a re a l re ady covere d b y I S O 2 9 9 9 0 .
© ISO 2018 – All rights reserved
ISO 3 0401 : 2 01 8(E)
f
) Organizational learning
Organizational learning and knowledge management can be distinguished in the way they address
knowledge. In the discipline o f organizational learning, knowledge is regarded as a means for
organizational learning processes. In the discipline o f knowledge management, knowledge is
regarded as a means to achieve the organizational objectives. This might include facilitating
organizational learning processes when appropriate to achieve the objectives o f the organization.
In this respect, knowledge management can be used as a leverage to attain organizational learning.
g) Human resource management
Human resource management covers all aspects o f the management o f people in organizations,
including optimizing the contribution o f people to support organizational and stakeholder success,
and building the right capacity (individual and collective). Knowledge management further enables
development o f individual and collective capacity o f those workers, and improvements in their
productivity, by creating, sharing and using knowledge.
These two disciplines are dependent on one another. The worker relies on knowledge to per form
their duties and increase their employability. Similarly, the organization relies on knowledge
to deliver its objectives and thrive. Shared knowledge is power ful, but useless i f workers do not
apply it. A knowledge management system can enable greater productivity and per formance.
Appropriately, leveraging knowledge will more e fficiently scale hiring practices and reduce impact
o f knowledge lost through voluntary and involuntary worker attrition.
h) Innovation management
Innovation management is related to knowledge management. Innovation management involves
ideation processes, and nurturing creativity, many times facilitated by knowledge management
activities as knowledge sharing or development, and it creates new knowledge.
i)
Risk management
Knowledge management and risk management are closely linked in many ways, but remain
separate disciplines. Although acquisition o f e ffective knowledge management, as defined in 4.3 ,
is one way to reduce or manage risk, there are other mechanisms than knowledge management
for risk mitigation. Also knowledge management impacts business e ffectiveness, per formance and
reputation in ways other than risk reduction, such as capability enhancement or decision support.
Both knowledge management and risk management are disciplines for managing the intangible
factors that a ffect the operation o f an organization or project, and both need to be managed through
the li fe o f a project or as part o f good organizational governance, but they should be seen as parallel
and complementary rather than overlapping.
j)
Quality management
Knowledge management is complementary to quality management. “Organizational knowledge” is
addressed in ISO 9001 as one o f the mandatory elements for establishing a quality management
system. A knowledge management system as defined in this document is a means to achieve the
requirements settled in ISO 9001:2015, 7.1.6.
In summary, explicitly connecting knowledge management with various disciplines generates
synergy, and integrated and improved management systems.
© ISO 2018 – All rights reserved
17
ISO 30401:2018(E)
Annex C
(informative)
Knowledge management culture
Knowledge management culture is a supportive element o f the organizational culture. A culture
where the behaviours o f seeking, sharing, developing and applying knowledge are encouraged and
expected supports the establishment and application o f the knowledge management system within
the organization. There is also a personal dimension to a knowledge management culture, where
ultimately each individual has responsibility to demonstrate commitment through their own behaviour
and interactions. A knowledge management culture acknowledges the value o f individual and shared
knowledge, as it benefits the organization.
A knowledge management culture reflects the extent to which people:
a)
eel com fortable openly discussing issues and o ffering advice;
f
b) share knowledge and in formation openly and honestly to enhance socialization and flow o f
knowledge through the organization;
c) protect the organizational knowledge;
d)
eel empowered to autonomously act on knowledge;
f
e) demonstrate accountability for their own learning and results;
f
) o ffer their knowledge to others rather than keeping it to themselves;
g) collaborate with, rather than compete with, their colleagues;
h) invest time in reflecting and learning;
i)
place value on acquiring new knowledge through their own experiences (success or failure).
Many o f these elements are interdependent and it is possible that they are evident in various parts
o f the organization. In such cases, the application o f the knowledge management system may be
inconsistent. The development o f a knowledge management culture does not happen by de fault, nor in
a short time, but requires a deliberate and active programme o f interventions to steward it towards the
desired state. When these elements are managed in harmony it results in positive outcomes, including
the ability o f the organizational to adapt to changing situations.
The main factors that a ffect the desired behaviours and attitudes composing the knowledge
management culture include:
a) leadership behaviour and attitudes;
b) trust;
c) engagement;
d) diversity;
e) customs and norms;
f
) policies and procedures;
g) training and competence levels;
h) incentives;
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ISO 3 0401 : 2 01 8(E)
i)
phys ic a l and d igita l envi ron ment;
j)
te ch nolo g y;
k)
organ i z ationa l s tr uc tu re .
M a ny o f the s e
fac tors
are add re s s e d i n the b o dy o f th i s do c u ment.
Po s s ible appro ache s to promo ti ng the knowle dge c u ltu re i nclude:
a)
defi n i ng a de s i re d knowle dge c u ltu re;
b)
r u nn i ng a gap ana lys i s;
c)
c re ati ng a plan to add re s s the gap s;
d)
ac ti ng up on th i s plan;
e)
revi s iti ng a nd up dati ng a l l previou s s tep s at defi ne d i nter va l s .
© ISO 2018 – All rights reserved
19
ISO 30401:2018(E)
Bibliography
[1]
ISO 9001, Quality management systems — Requirements
[2]
ISO 30400, Human resource management — Vocabulary
[3]
SI 25006, Knowledge management systems — Requirements
[4]
Kelleher D, & L evene S Knowledge management: A guide to good practice. London: British
Standards Institution; 2001
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© ISO 2018 – All rights reserved