The diagnosis (from greek diagnostikós: “dia = through” and “gnosis = knowledge”) is a measuring and/or analysis exercise to assess a situation. It is performed on databased and ordered facts which determine “what is happening”. The diagnosis aims to identify reality in a moment of time, it is dynamic, it changes by modifying variables and depends on the observer: the objectivity of their methodology and the quality of the measuring instruments.
The KMi©evolution system integrates DiC© Model to diagnose Knowledge Management. It is practical, although there no exist a formal program because the knowledge processes are universal and, in their way, all companies make Knowledge Management. The following diagram shows the scheme.
Knowledge Management diagnosis is useful to start the process as well to assess the progress over time. It is done in two stages:
For this purpose we use the DiC© survey research, which facilitates the diagnosis of Knowledge Management of an organization at a given time.
The model measures “cohesion” of employees, contractors and other stakeholders against the processes of knowledge and culture around leadership and innovation in the organization. Faced with the Corporate Strategy and Productive Processes of the organization. The research knowledge processes focus on:
- CREATION OF KNOWLEDGE
- ORGANIZATION OF KNOWLEDGE
- KNOWLEDGE TRANSFERING
- KNOWLEDGE APPLICATION.
KM COHESION PROFILE
Knowledge and Functional Processes are measured with the aid of the model with response options from the intuitive and perceptive of human’s brain, to quantify statistically the situation, in order to classify and facilitate their understanding through the indicators:
- KM CONVERGENCE INDICATOR
- KM DIVERGENCE INDICATOR
- KM IGNORANCE INDICATOR
- KM UNCERTAINTY INDICATOR
KM cohesion profile allows benchmarking the KM state of the Organization. Different functional areas are evaluated versus Knowledge Management, together or against specific processes. The following figure shows an advanced KM Cohesion profile:
Given the functionality, economies of scale and impact of the results at this stage, it is advisable to evaluate the entire organization to prioritize and optimize knowledge management, in order to perform an introductory pilot program, or an advanced one.
The results of direct investigation and information obtained during the exercise, are inputs for qualified researching through personal interviews with a representative number of knowledge managers.
The diagnosis advances when identifying the relevant knowledge elements in the organization; classifying the key, critical and vulnerable knowledge; analyzing the strengths and weaknesses, in the production and knowledge process, both in detailed and aggregate level, particularly against the strategic and fundamental processes of the organization.
Finally, a cluster aggregate information is obtained in global and detailed, by fuctional areas, production and knowledge processes, to facilitate strategic and functional decisions.
An essential element of the results is the STRATEGIC KNOWLEDGE MAP that simply and significantly highlights the diagnostic results at the strategic level; for Organizational Knowledge Management and Social Knowledge Management.
Diagnosis is an element of inspiration that clarifies the picture to make recommendations and suggestions in order to seize opportunities, strengthen weaknesses and improve knowledge processes, along and breadth of the organization.
 The term refers to all processes: operational, strategic, administrative, support, etc. To facilitate the evaluation classification in functional units is a key.
 To identify identity options it uses a Likert evaluation system, with ignorance and uncertainty expanded options.
 The aim is to interview knowledge key leaders and experts The number is determined by the primary processes. Perform the appropriate number of interviews improves the objectivity of the investigation and generates an integrating effect that drives the Knowledge Management Program in organization.