3 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— ISO On line browsing platform: available at https://www.iso.org/obp
— IEC Electropedia: available at http://www.electropedia.org/
3 .1 organization
person or group of people that has its own functions with responsibilities, authorities and relationships to achieve its objectives (3 .8)
Note 1 to entry: The concept of organization includes, but is not limited to so le -trader, company, corporation , firm , enterprise , authority, partnership , charity or institution , or par t or combination thereof, whether incorporated or not, public or private .
3 .2 interested party (preferred term)
stakeholder (admitted term)
person or organization (3 .1) that can affect, be affected by, or perceive itself to be affected by a decision or activity
Note 1 to entry: Everyone is potentially an interested partying knowledge management . Specific knowledge management initiatives will involve specific interested par ties . For example , workers , top management, managers of 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 par ties 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) .
3 .4 management system
set of interrelated or interacting elements of an organization (3 .1) to establish policies (3 .7) , and objectives (3 .8) and processes (3 .12) to achieve those objectives
Note 1 to entry: A management sys tem can address a s ingle discipline or several disciplines .
Note 2 to entry: The sys tem elements include the organization’s structure , roles and responsibilities , planning and operation .
Note 3 to entry: The scope of a management sys tem can include the who le of the organization , specific and identified functions of the organization , specific and identified sections of the organization , or one or more functions across a group of organizations .
Note 4 to entry: A sys tem can include human and group dynamics and behaviors' .
3 .5 top management
person or group of 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 with in the organization.
Note 2 to entry: I f the scope of the management system (3 .4) covers only part of an organization , then top management refers to those who direct and control that par t of the organization
3 .6 effectiveness
extent to which planned activities are realized and planned results achieved
3 .7 policy
intentions and direction of an organization (3 .1) , as forma l ly 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 re late to different disciplines (such as financial , health and safety, and environmental goals) and can apply at different 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 of other words with similar meaning (e .g . aim , goal , or target) .
Note 4 to entry: In the context of knowledge management systems , knowledge management objectives are se t by the organization , cons is tent with the knowledge management policy, to achieve specific results .
3 .9 risk effect of uncertainty
Note 1 to entry: An effect is a deviation from the expected — positive or negative .
Note 2 to entry: Uncer ta inty is the state , even partial , of deficiency of information related to , understanding or knowledge of an event, its consequence , or likelihood .
Note 3 to entry: Risk is often characterized by reference to potential events ( ISO Guide 73 : 2009 , 3 . 5 .1 . 3 ) and consequences ( ISO Guide 73 : 2009 , 3 .6 .1 . 3 ) , or a combination of these .
Note 4 to entry: Risk is often expressed in terms of a combination of the consequences of an event (including changes in circumstances) and the associated likelihood ( ISO Guide 73 : 2009 , 3 .6 .1 .1) of occurrence .
3 .10 Competence
ability to apply knowledge (3 .25 ) and skills (3 . 30) to achieve intended results
3 .11 documented information
information required to be controlled and maintained by an organization (3 .1) and the medium on which it is contained
Note 1 to entry: Documented information can be in any format and media , and from any source .
Note 2 to entry: Documented information can refer to :
— the management system (3 .4) , including related processes (3 .12) ;
— information created in order for the organization to operate (documentation) ;
— evidence of results achieved (records) .
3 .12 process
set of interrelated or interacting activities which transforms inputs into outputs
3 .13 performance
measurable result
Note 1 to entry: Performance can re late either to quantitative or qualitative findings .
Note 2 to entry: Performance can re late to the management of activities , processes (3 .1 2) , products (including services) , systems or organizations (3 .1) .
3 .14 outsource, verb
make an arrangement where an external organization (3 .1) performs part of an organization's function or process (3 .12)
Note 1 to entry: An external organization is outside the scope of the management sys tem (3 .4) , although the outsourced function or process is with in the scope .
3 .15 monitoring
determining the status of 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 (firs t 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 itself, or by an external party on its behalf.
Note 3 to entry: “Audit evidence” and “audit criteria” are defined in ISO 19011 .
3 .18 conformity
fulfillment of a requirement (3 . 3)
3 .19 non-conformity
non-fulfillment of a requirement (3 .3)
3 .20 correction
action to eliminate a detected nonconformity (3 .19)
3 .21 corrective action
action to eliminate the cause of a nonconformity (3 .19) and to prevent recurrence
3 .22 continual improvement
recurring activity to enhance performance (3 .13)
3 .23 collaboration
deliberate approach to working together on an agreed common purpose across boundaries
Note 1 to entry: Boundaries may be functional , organizational or geographic , or between organization s (3 .1) . Collaboration often depends on healthy knowledge management culture (3 . 27) to facilitate the exchange and co - creation of knowledge (3 .25 ) between the par ties engaging in collaboration .
3 .24 information
meaningful data
[SOURCE : ISO 9000 :2015 , 3 .8 .2 ]
3 .25 knowledge
human or organizational asset enabling effective decisions and action in context
Note 1 to entry: Knowledge can be individual , collective or organizational
Note 2 to entry: There are diverse views on the scope covered with in knowledge , based on context and purpose . The definition above is genera l as to the various perspectives . Examples of knowledge include insights and know-how.
Note 3 to entry: Knowledge is acquired through learning or experience .
3 .26 knowledge management
management with regard to knowledge
[SOURCE : ISO 30400 :2016 , 14 .1 , modified]
Note 1 to entry: It uses a systemic and holistic approach to improve results and learning .
Note 2 to entry: It includes optimizing the identification , creation , analysis , representation , distribution and application of knowledge to create organizational value .
3 .27 knowledge management culture
elements of the organizational culture (3 .29) , supportive of the values , behaviors and activities associated with the knowledge management system (3 .28)
3 .28 knowledge management system
part of a management system (3 .4) with regard to knowledge (3 .25)
Note 1 to entry: The sys tem elements include the organization’s knowledge management culture (3 . 27 ) , structure , governance and leadership ; roles and responsibilities ; planning , techno logy, processes and operation .
3 .29 organizational culture
values , beliefs and practices that influence the conduct and behavior of people and organizations [SOURCE : ISO 30400 :2016 , 3 .2 ]
Note 1 to entry: knowledge management culture (3 .27 ) is supportive element of the organizational culture .
3 .30 skill
learned capacity to perform a task to a specified expectation
Add or replace the following entries in Clause 3.
3.2 interested party (preferred term)
stakeholder (admitted term)
person or organization that can affect, be affected by, or perceive itself to be affected by a decision or activity
EXAMPLE Customers, owners, people in an organization, suppliers, bankers, unions, work councils, partners or societies that can include competitive or pressure groups.
3.4 management system
set of interrelated or interacting elements of an organization to establish policies and objectives and processes to achieve those objectives
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 of a management system can include the whole of the organization, specific and identified functions of the organization, specific and identified sections of the organization, or one or more functions across a group of organizations.
Note 4 to entry: A system can include human and group dynamics and behaviors.
3.20 correction
action to eliminate a detected nonconformity [SOURCE: ISO 9000:2015, 3.12.3, modified — Notes to entry deleted.]
3.23 collaboration
two or more people working together with an agreed common purpose
Note 1 to entry: Collaboration often takes place across functional, organizational, geographic or other boundaries.
Note 2 to entry: Collaboration involves trust, social interaction and the sharing of knowledge.
3.25 knowledge
human or organizational asset enabling effective decisions and action in context
EXAMPLE Insights, know-how and codified knowledge.
Note 1 to entry: Knowledge can be individual or collective.
Note 2 to entry: The many types and forms of knowledge are relevant for different purposes and in different contexts.
Note 3 to entry: Knowledge is acquired through learning or experience.
3.26 knowledge management
holistic, cross-functional discipline and set of practices, focused on knowledge, that improve organizational performance
Note 1 to entry: Knowledge management includes, but is not limited to, the creation, acquisition, application, maintenance, sharing and protection of knowledge to create organizational value.
3.28 knowledge management system
system part of a management system with regard to knowledge
Note 1 to entry: The system elements include the organization’s knowledge management culture.
3.29 organizational culture
values, beliefs and practices that influence the conduct and behaviour of people and organizations [SOURCE: ISO 30400:2016, 3.2]
3.31 before action review
BAR
method for identifying and addressing risks and opportunities before a task or activity starts
Note 1 to entry: Before action review usually includes identifying relevant lessons learned and dialogue with people who have relevant knowledge.
3.32 codified knowledge
knowledge represented using words, numbers, images or other symbols
Note 1 to entry: Codification of knowledge is a common process in knowledge management because codified knowledge is easy to share.
Note 2 to entry: ‘Codified’ often means ‘documented’ or ‘written down’ but can also include other representations such as spoken words, musical scores and machine-readable code.
Note 3 to entry: Codified knowledge is always a partial representation of knowledge.
3.33 community of practice
network of people who share and create knowledge relating to a specific field of practice
Note 1 to entry: Communities of practice are widely used in knowledge management as stewards of knowledge in their field of practice.
Note 2 to entry: Communities of practice often span internal and external organizational boundaries. They can be formal or informal, and self-organizing or structured.
Note 3 to entry: Communities of practice are distinguished from other types of community and network by three characteristics: they focus on a specific domain, their members are active practitioners in that domain and there is regular interaction between members.
3.34 critical knowledge
knowledge that has a highly significant impact on organizational performance
Note 1 to entry : Identifying critical knowledge helps organizations develop and prioritize knowledge management system requirements.
Note 2 to entry: Critical knowledge varies between industries, sectors and organizational types.
Note 3 to entry: Critical knowledge can be in any form, including, but not limited to, individual insights, knowhow and codified knowledge.
3.35 knowledge cafe
method of structured social interaction that generates insights into a common issue or interest
Note 1 to entry: Successful knowledge cafes are informal, relaxed and non-confrontational to foster open dialogue and generate deeper and wider understanding and insights.
3.36 knowledge creation
generation of knowledge previously unavailable to the organization
Note 1 to entry: Knowledge can be created within or outside the organization or co-created between organizations.
Note 2 to entry: Knowledge can be created in many ways, including, but not limited to, research, innovation processes, discussion, practice and individual or group reflection.
3.37 knowledge work
task or activity in which knowledge is significant
Note 1 to entry: Knowledge is often an input to and result of knowledge work.
Note 2 to entry: Most knowledge work is carried out by people with relevant domain knowledge and expertise.
3.38 lessons learned
changes in behavior as a result of learning or of recommendations from experience
Note 1 to entry : Learning from experience often takes place in debriefing or review sessions. Lessons (recommendations) are often captured so they can be widely shared.