Brent Soriano, News, Communication Management Office
The Institutional Quality Management System Office (IQMSO) successfully facilitated a Knowledge Management Seminar, March 5, Bulwagang Bonifacio, Ninoy Aquino Library and Learning Resources Center (NALLRC). The seminar was designed for select officials and staff from key university sectors, including the Office of the Executive President (OEVP), Office of the Vice President for Planning and Finance (OVPPF), and Office of the Vice President for Student Affairs and Services (OVPSAS).
Michael dela Fuente, Chief of the Knowledge Management Office (KMO), emphasized the crucial role of Knowledge Management (KM) in organizations. He highlighted that KM is not just about receiving and acquiring information but also about tracking and sharing knowledge with relevant stakeholders to enhance institutional learning and efficiency.
Meanwhile, Dr. Anna Ruby Gapasin, Vice President for Research, Extension, and Development, stressed the role of stakeholders and public audience as “knowledge handlers”, asserting that individuals produce and generate knowledge based on their senses, perceptions, and experiences.
The event featured Liezel M. Aldiano, Information Officer from the National Economic and Development Authority (NEDA), as the resource speaker. For her, KM ensures the right knowledge is delivered to the right people at the right time in the right format, promoting optimal decision-making and operational efficiency.
To deepen the understanding of participants of KM, Aldiano discussed the two types of knowledge: tacit and explicit. Tacit knowledge is personal and experience-based—something people carry in their heads, such as skills, memories, and insights. Explicit knowledge, on the other hand, is structured and documented, found in manuals, books, databases, slide presentations, and others.
While these types of knowledge differ, Aldiano emphasized that tacit knowledge can be transformed into explicit knowledge and vice versa, reinforcing the importance of proper documentation and knowledge-sharing practices.
To strengthen the institution’s commitment to knowledge management, it is vital to document and formalize its implementation. Effective KM allows for the seamless collection and sharing of knowledge across various sectors, units, and individuals. It also streamlines office processes for improved service efficiency, ensures the continuity of ongoing initiatives, and fosters stronger, more collaborative relationships within the institution.
Following the seminar, participants are expected to become advocates of Knowledge Management (KM) within their respective offices and units. As KM champions, they are encouraged to promote the importance of knowledge sharing, identify and address issues, foster collaboration, and engage in meaningful discussions by asking and answering questions willingly.
Aldiano emphasized the significance of feedback culture in the implementation of KM. She acknowledged that while some individuals may struggle with receiving feedback. Moreover, fostering an environment where constructive criticism is accepted and valued is essential for growth and continuous learning.
The seminar underscored the need for open communication and cooperation, reinforcing that a culture of knowledge sharing is key to organizational success. This remains consistent with the University’s goal of becoming an effective research and polytechnic university in the region.
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