John Girard - Workshop - KM Middle East 2011

A Leader’s Guide to
Knowledge Management

1

John P. Girard, Ph.D.
john@sagology.com
www.sagology.com

Sagology

My Story … My Perspective

Business Goes
Virtual

The TLC of KM © 2011, John P. Girard, Ph.D.
2

www.kmmiddleeast.com 1 info@kmmiddleeast.com

About Sagology
3

Sagology is dedicated to connecting people with people to
facilitate collaboration, learning, and knowledge sharing through
keynotes, workshops, and consulting.

sagology [sāj-ol-uh-jee] Sagology
-noun

1. the study of organizational wisdom in all its forms, About You
esp. with reference to technology, leadership,
culture, process, and measurement
2. the study of one venerated for experience, 1. Name
judgment, and wisdom. 2. Organization
Origin:
3. Position
4. Expectations
2008; Canadian English, from Middle English sage + -ology.

A Leader's Guide to Knowledge Management © 2011, John P. Girard, Ph.D.

Agenda
4

Part 1: Drawing on the Past Keys to Success
1. Where is the Knowledge?
1. Participation
2. Organize What?
2. Courtesy
3. What Types of Knowledge Exist? 3. Confidentiality
Part 2: Leading Today’s Knowledge Workers 4. Time 
4. Simples Ideas that Work in Complex Environments
5. Do you Really Want to Know What you Know?
6. Tools, Tactics, and Techniques: Tried and Tested
Part 3: Enhancing Future Performance
7. Guiding Organizations Into the Future
8. The Future is Just a Day Away



Drawing on the Past
5

2. Organize What?
3. What Types of Knowledge
Exist?


6

Where is the wisdom we have lost in knowledge?
Where is the knowledge we have lost in information?

—T. S. Eliot, The Rock (1935)



Information Overload
7
245+ academic papers on Information Overload 1972-2000 (Bawden, 2001)

Information Overload Personal Information Overload
Information overload occurs A perception on the part of the individual
when the amount of input to a (or observers of that person) that the flow
system exceeds its of information associated with work tasks is
processing capacity. greater than can be managed effectively.
(Speier et al, 1999, p. 338) (Wilson, 2001, p. 113)

Information Overload Organizational Information Overload
Information overload is that A situation in which the extent of
state in which available, and perceived information overload is
potentially useful, information sufficiently widespread within an
is a hindrance rather than a organization as to reduce the overall
help. effectiveness of management operations.
(Bawden, 2001, p. 6) (Wilson, 2001, p. 113)

The Cost?
8



The Problem – Enterprise Dementia
9

2/3 of managers complained of 43% of the managers delayed
Information overload (KPMG, 2000) decisions because of too much
information. (Wilson, 2001)

Managers ―dwell on information that
is entertaining but not informative, or 38% of the surveyed managers
easily available but not of high waste a substantial amount of time
quality‖ (Linden, 2001, p.2) locating information (Wilson, 2001)

The number of books published annually has increased exponentially since
the 16th century. At present, the prediction is that the number of books
doubles every 33 years (Hanka & Fuka, 2000).

The total accumulated codified database of the world, which includes all
books and all electronic files, doubles every seven years and some predict
this will double twice a day by 2010 (Bontis, 2000).


What is the problem?
10

Content to Intent – assumes
we can access content

Enterprise
Dementia = Organizational
Memory Loss + Information
Anxiety

we know what we knew


The Components of the Problem
11
100
Information Moore’s Law
Explosion
Accumlated Codified Database

75

50

25

0
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Year

100
Downsizing 10%
Baby Boomers
Retirements

% of Total Executive Popultaion
Executive Population (%)

75 8%

50 5%

25 3%

Other Departures
0
0%
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
97-98 98-99 99-00 00-01 01-02 02-03 03-04 04-05 05-06 06-07
Year Year


The Total Problem
12

Enterprise Dementia = Information Anxiety + Organizational Memory Loss

100 100
Accumulated Codified Database
Executive Population (%)

75 75

50 50

25 25

0 0
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Year



The Future
13

“In an economy where the
only certainty is uncertainty,
the only sure source of lasting
Ikujiro Nonaka competitive advantage is
knowledge.”


Drawing on the Past
14

2. Organize What?
Exist?



Foundation or Too Busy
15


Knowledge Sharing – Nothing New?
16

Knowledge Management is the
creation, transfer, and exchange of
organizational knowledge to achieve
a [competitive] advantage.



What Advantage?
17


The Real Reason
18

Including Ray Downey, Special Operations Command lost 95 men that day –
totaling 1,600 years of experience. (emphasis added)



History of KM: Academic Perspective
19

c. 350 BC 17th Century 1950s 1990s

Aristotle Sir Francis Bacon Michael Polanyi Ikujiro Nonaka Carla O’Dell

Classification
of
Knowledge

Aristotle


What is knowledge?
20

Data

Knowledge Information

Knowledge:
knowledge is "defined broadly
to include information, data,
Concepts, experience, and
communication and culture"
insight that provide a framework
(p. 293)
for creating, evaluating and
using information (p. 373).


The Cognitive Hierarchy
21

Wisdom
Ackoff’s Apex

Understanding

Knowledge Knowledge

Wisdom:
Information

The collective and individual
Dataexperiences of applying
knowledge to the solution of
problems (p. 373).

The difference . . . Data to Knowledge
22

October 27, 1917

Q1 - What time is it?

Q2 – Where are these people?

Q3 – Why is the boy smiling?



Data
23

Davenport & Prusak (1998) define data “as a
set of discrete, objective facts about events”
and they suggest, “in an organizational
context, data is most usefully described as
structured records of transactions” (p. 2).

Data


Information
24

Peter F. Drucker (1998) claims that
"Information is data endowed with relevance
and purpose"

Information

Data



Knowledge
25
Authors Joseph and Jimmie Boyett (2001) suggest "knowledge
is easy to talk about but hard to define"

Knowledge

Information

Data


Types of Knowledge
26

Easier to document and Explicit
share
Contributes to Easier to
efficiency replicate
20%

Leads to
competency

Michael Polanyi 80% Tacit Carla O’Dell

Harder to articulate
Harder to steal
Higher competitive
advantage Harder to transfer

O’Dell, C. (2002, May). Knowledge Management New Generation.
Presented at the APQC’s 7th Knowledge Conference, Washington, DC.



Exchange and Transfer of Knowledge
27

TACIT

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EXPLICIT
Ikujiro Nonaka TACIT

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EXPLICIT


The importance of sharing . . .
28

According to Computer Associates . . .

http://www.youtube.com/watch?v=lH39xjXaLW8



Drawing on the Past
29

2. Organize What?
Exist?


KM Models
30

Developed by Dr Stankosky and his team at George Washington Webber, F., Wunram, M., Kemp, J., Pudlatz., & Bredehorst, B. (2002). Standardisation in
University in 1999 knowledge management – Towards a common KM framework in Europe. Proceedings of
UNICOM Seminar Towards Common Approaches & Standards in KM. London.
Infrastructure

Organization
Technology

Leadership

Measures

Learning
Process

Content
Culture

KM Pillars
European Framework
DON Balanced KM
Enablers of Transfer
KM Assessment Tool
Bennet, A. & Kantner, J. (2001). Navigating the KM dimension, Next-
Generation Knowledge Management: Enabling Business Processes.
American Productivity & Quality Center.


A New View of Knowledge Management
31

Measurement
Leadership

Technology
Process

Culture

A little TLC goes a long way!
32

Leadership
Measurement
•Transparency Leadership
•Vision and example
Technology

Process
Culture

•Resources (including time)
Technology Culture
•Help or hinder •Need to Share vs
Need to Know
•Ease of access
•Privacy
•Tending toward
free •Content Creators



33

TACIT

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TACIT

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Measurement

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Process rn on
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Culture

EXPLICIT


Measurement
34

APQC Stages of KM

Stage 5
Stage 4
Stage 3 Institutionalize
Stage 2 Expand
Stage 1 Design and Knowledge
Develop a and
Get Launch a Management
Strategy Support
Started KM Initiative

Remember: Measure the
outcome, not the process
USAF 5-2-1



Leading Today’s Knowledge
Workers
35

4. Simples Ideas that Work in
Complex Environments
5. Do you Really Want to Know
What you Know?
6. Tools, Tactics, and
Techniques: Tried and Tested


Complex: A Definition
36

“a group of obviously related
units of which the degree and
nature of the relationship is
imperfectly known”



37

TACIT

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TACIT

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Measurement

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Leadership

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Technology

Process rn on
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Culture

EXPLICIT


Creation and Transfer of Knowledge
38
TACIT

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TACIT

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EXPLICIT

Internalization Combination
•Learning by doing •Formal Education (MBA)
•Experience •Policies
•Values/Ethos •Data mining Teradata, 1991
Wal-Mart, 2004

TYLENOL® crises of 1982 and 1986 A Leader's Guide to Knowledge Management © 2011, John P. Girard, Ph.D.


Our Credo (Johnson & Johnson)
J&J Credo
We believe our first responsibility is to the doctors, nurses and patients,
to mothers and fathers and all others who use our products and services.
In meeting their needs everything we do must be of high quality.
We must constantly strive to reduce our costs
in order to maintain reasonable prices.
Customers' orders must be serviced promptly and accurately.
Our suppliers and distributors must have an opportunity
to make a fair profit.
We are responsible to our employees,
the men and women who work with us throughout the world.
Everyone must be considered as an individual.
We must respect their dignity and recognize their merit.
They must have a sense of security in their jobs.
Compensation must be fair and adequate,
and working conditions clean, orderly and safe.
We must be mindful of ways to help our employees fulfill
their family responsibilities.
Employees must feel free to make suggestions and complaints.

www.jnj.com/our_company/our_credo/

There must be equal opportunity for employment, development
and advancement for those qualified.
We must provide competent management,
and their actions must be just and ethical.
We are responsible to the communities in which we live and work
and to the world community as well.
We must be good citizens – support good works and charities
and bear our fair share of taxes.
We must encourage civic improvements and better health and education.
We must maintain in good order
the property we are privileged to use,
protecting the environment and natural resources.
Our final responsibility is to our stockholders.
Business must make a sound profit.
We must experiment with new ideas.
Research must be carried on, innovative programs developed
and mistakes paid for.
New equipment must be purchased, new facilities provided
and new products launched.
Reserves must be created to provide for adverse times.
When we operate according to these principles,
the stockholders should realize a fair return.
http://www.jnj.com/our_company/our_credo/



Creation and Transfer of Knowledge
41
Socialization Externalization
•Social spaces (Ba) •After action review
TACIT
•Master/apprentice •Lessons learned
•Storytelling •Metaphor
n Ext
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TACIT

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Internalization Combination
EXPLICIT
•Learning by doing •Formal Education (MBA)
•Experience •Policies
•Values/Ethos •Data mining Teradata, 1991
Wal-Mart, 2004

TYLENOL® crises of 1982 and 1986 A Leader's Guide to Knowledge Management © 2011, John P. Girard, Ph.D.

The Knowledge Edge – The Ultimate
Goal
42

14 November 2004
Wisdom

―With 3,600 stores in the United States and
roughly 100 million customers walking Understanding

throughKnowledge each week, Wal-Mart has
the doors Knowledge

access to information about a broad slice of
America . . . The data are gathered item by
Information
item at the checkout aisle, then recorded,
mapped and updated by store, by state, by
region . . . By its own account Wal-Mart has
Data
460 terabytes of data.‖ ( 750,000 CDs 1 terabyte ~ 1,000,000 MB)

Hurricane



Combination: Not always good!
43

HMCS Toronto sails at the lead of the starburst formation as nuclear-powered USS George Washington aircraft
carrier takes the center. HMCS Toronto is taking part in Operation Altair, joining the USS George Washington
Aircraft Carrier Task Group to help monitor shipping in the Arabian Gulf region. By restricting the flow of
weapons, drugs, and other illicit trade, HMCS Toronto and her crew are helping to end terrorism and bring long-
term stability to the area. Credit: MCpl Colin Kelley, Formation Imaging Services Halifax

Something to consider . . .
44

―. . . there are known knowns; there are things we know that we know. There are known
unknowns; that is to say there are things that we now know we don’t know. But there are also
unknown unknowns — there are things that we do not know we don't know.‖


Knowns and Unknowns
45

Unknown Unknown
Knowns Unknowns

Known Known
Knowns Unknowns

AKA Johari Window


Unknown unknowns
46

Somewhere on the West Coast



Knowns and Unknowns Discussion
47

Unknown Knowns Unknown Unknowns
1. Printer/Scanner 1. Data Mining
2. 2.
3. 3.

Known Knowns Known Unknowns
1. Competitive Intell
2.
3.


After Action Review
48

1. What was planned?
2. What happened?
3. What is the delta?
4. What do we do about it?



Workers
49

What you Know?


Organizational Forgetting (de Holan et
al.)
50

From
Source of Knowledge

Existing Memory Decay Unlearning
Stock

Newly Avoiding Bad
Failure to Capture
Innovated Habits

Accidental Intentional
Mode of Forgetting
Figure 7. Forms of Organizational Forgetting (Adapted from de Holan et al.)



Energizing a Nation
51


What do we know 40 years later?
52



What is the problem?
53

we can access content

Enterprise
Dementia = Organizational
Memory Loss + Information
Anxiety

we know what we knew

Organizational Memory
54

Organizational memory is the body of
knowledge, past, present, and future,
necessary to achieve the strategic
objectives of an organization. Enabled by
technology, leadership, and culture,
organizational memories include
repositories of artifacts, communities of
people, and organizational knowledge
sharing processes, which focus on
achieving the organizational vision.
Girard, 2009



Memory Test*
55

 Bed  Slumber
 Rest  Night
 Pajamas  Awake
 Pillow  Blanket
 Snore  Dream

* Developed by Nancy Dixon


Broader Challenge = Information
Anxiety
56

Gartner Research’s Information Overload Survey concluded there are four
information issues affecting competition: siloed information; too much
information; unindexed information; and ineffective searching procedures
(Linden et al, 2002)

Causes of Cognitive Overload: Components of Information Anxiety:
1. Too much information 1. Not understanding information;
supply; 2. Feeling overwhelmed by the amount
2. Too much information of information to be understood;
demand; 3. Not knowing if certain information
3. The need to deal with multi- exists;
tasking and interruption; and 4. Not knowing where to find
4. Wurman
Inadequate workplace information; and
(1989)
infrastructure to help reduce 5. Knowing exactly where to find the
metacognition. information, but not having the key to
(Kirsh, 2000) access it. (Wurman, 1989, p. 44)


Information Anxiety: A 400 year
dilemma
57
17th Century Sir Francis Bacon, a pioneer in the quest to explain the
relationship, looked to King Solomon’s biblical writings for
wisdom “That in spacious knowledge there is much
contristation, and that he that increaseth knowledge increaseth
anxiety” (1605/1915, p. 4).

He countered King Solomon’s council by stating “And for the
second *referring to King Solomon’s prose+, certain it is, there is
no vexation or anxiety of mind which resulteth from knowledge
Sir Francis Bacon
otherwise than merely by accident”
The
Advancement Some four centuries after Sir Francis challenged the ancient
of Learning philosophy of King Solomon we appear closer to explaining this
phenomenon

Francis Bacon


Workers
58

What you Know?



KM Strategies: Towards a Taxonomy
59

Michael Earl 2001, after five-year study
Genesis: confusion amongst executives
Purpose: to help guide executives on choices
to initiate KM
Seven Schools:
 Systems School
 Cartographic Technocratic
 Process
 Commercial Economic
 Organizational
 Spatial
Behavioral
 Strategic


Earl’s Strategies
60

Technocratic Economic
School
System Cartographic Engineering Commercial
Attribute
Focus Technology Maps Processes Income
Knowledge
Aim Knowledge bases Knowledge flows Knowledge assets
directories
Philosophy Codification Connectivity Capability Commercialization

Behavioral
School
Organizational Spatial Strategic
Attribute
Focus Networks Space Mindset
Knowledge Knowledge
Aim Knowledge pooling
exchange capabilities
Philosophy
Collaboration Contactivity Consciousness



Earl’s System School
61

Focus Technology “to capture specialist
knowledge in knowledge bases
Aim Knowledge bases
which other specialist or
Philosophy Codification
qualified people can access”

http://www.pcmag.com/article2/0,4149,28792,00.asp


Earl’s Cartographic School
62

Focus Maps “to make sure knowledgeable
people in the organization are
Aim Knowledge accessible to others for advice,
directories
Philosophy Connectivity
consultation, or knowledge
exchange”

“Expertise location systems replace
the second-generation technique
of yellow pages making
connections between people and
communities” (Dave Snowden)

© 2008 John P. Girard, Ph.D. (john@johngirard.net)
A Leader's Guide to Knowledge Management © 2011, John P. Girard, Ph.D. 62


Earl’s Engineering School
63

Focus Processes Engineering school focuses on.:
1. “performance of business
Aim Knowledge Flows
processes can be enhanced by
Philosophy Capability
providing operating personnel
with knowledge relevant to their
task”
2. “management processes are
inherently more knowledge-
FDA intensive than business
processes”


Earl’s Economic School
64

Focus Income “it is overtly and explicitly
concerned with both
Aim Knowledge Assets protecting and exploiting a
Philosophy Commercial- firm's knowledge or
ization
intellectual assets to produce
revenue streams”

Dow Vice President Richard
Gross stated Dow was able to
reduce their patent holdings
by over 10,000 resulting in a
saving of $40 million in five
years.



Earl’s Organizational School
65

Focus Networks “the use of organizational
structures, or networks to
Aim Knowledge Pooling share or pool knowledge”
Philosophy Collaboration

Facing the drawdown of the B-2
project, the company decided it
would be necessary to “maintain
profiles of staff who could be used
for future B-2 projects” (APQC)

Earl’s Spatial School
66

Focus Space “a design for emergence
philosophy of knowledge
Aim Knowledge management . . . it centers on
Exchange
Philosophy Contactivity
the use of space or spatial
designs to facilitate knowledge
exchange”

Bar
Ba Meeting
M
Environment
E
Supporting
S
Socialization
S


Earl’s Strategic School
67

Focus Mindset “sees knowledge management
as a dimension of competitive
Aim Knowledge strategy”
Capabilities
Philosophy Consciousness


Which School?
68

Technocratic Economic
School
System Cartographic Engineering Commercial
Attribute
Focus Technology Maps Processes Income
Knowledge
Aim Knowledge bases Knowledge flows Knowledge assets
directories
Philosophy Codification Connectivity Capability Commercialization

Behavioral
School
Organizational Spatial Strategic
Attribute
Focus Networks Space Mindset
Knowledge Knowledge
Aim Knowledge pooling
exchange capabilities
Philosophy
Collaboration Contactivity Consciousness



Enhancing Future Performance
69

7. Guiding Organizations Into
the Future
8. The Future is Just a Day Away


Interrelationship of DM, IM, KM*
70

Records Artificial Communities
Data Management Intelligence of
Integration
Taxonomies Practice

Subject Expertise
Data Classification
Ontologies Locator
Warehouse

Document
Enterprise After
Management Portal Action Review
Web
Database Forms
Portal
Management Management
Group Ware
Virtual
Content Collaboration
Management Search
Engine
Storytelling

Data Information Knowledge
Management Management Management
* Developed by Denise Charbonneau (TBS) and Dr. John Girard



Stonecutter or Cathedral Builder?
71

John Constable. Salisbury Cathedral, from the Meadows. 1831. Oil on canvas. Private collection, on loan to the National Gallery, London, UK.


Storytelling by Steve Denning
72

Purpose of Story
 Sparking action
 Communicating who you are
 Transmitting values
 Fostering collaboration
 Taming the grapevine
 Sharing knowledge
 Leading people into the future

www.stevedenning.com/SIN-136-HBR-publishes-Telling-Tales.html



HBR May 2004
73

In June of 1995, a health worker in a
tiny town in Zambia went to the Web
site of the Centers for Disease Control
and got the answer to a question about
the treatment for malaria. Remember
that this was in Zambia, one of the
poorest countries in the world, and it
happened in a tiny place 600 kilometers
from the capital city. But the most
striking thing about this picture, at least
for us, is that the World Bank isn't in it.
Despite our know-how on all kinds of
poverty related issues, that knowledge
isn‘t available to the millions of people
who could use It. Imagine if it were.
Think what an organization we could
become.


Writing the Future
74

 Snowden’s (2002: 3) ‘we can always know more than we can
tell, and we will always tell more than we can write down.’

However, Snowden (2002:3) suggests:

 I can speak in five minutes what it will otherwise take me two
weeks to get round to spend a couple of hours writing it down.
The process of writing something down is reflective knowledge;
it involves both adding and taking away from the actual
experience or original thought. Reflective knowledge has high
value, but is time consuming and involves loss of control over
its subsequent use.



Guiding Government Leaders into the Future
75

 excite change in a very large
bureaucratic organization
 Five years in the future
 Balance of real and
imaginary

Critical Success Factors:

 Look of the story
 Believable
 Executive Support

For complete stories see: www.johngirard.net

Guiding Faculty into the Future
76

 excite change in a small
mid-west university
 Mock interview with Dean
 Balance of real and
imaginary

Critical Success Factors:

 Real Dean
 Realistic Journal
 “Now I get it”


Students into the Future
77

 Low completion rate
 Look – student paper
 Geographically separated
students
 Moral boost needed

Critical Success Factor:

 It worked!


Storytelling: Commander-in-Chief
78

2006
Golden
Globe
Awards



Enhancing Future Performance
79

7. Guiding Organizations Into
the Future
8. The Future is Just a Day
Away


The Knowledge Edge – The Ultimate
Goal
80

Wisdom

Understanding

Knowledge Knowledge

Information

Data



John Girard - Workshop - KM Middle East 2011

John Girard - Workshop - KM Middle East 2011

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