New Approaches to Knowledge Management (part 1)
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Describes six-level vertical knowledge management structure and four categories of knowledge manageability (authoritative hierarchy, organizational structure, negotiated agreement, and responsible autonomy).
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New Approaches to Knowledge Management (part 1)
- 1. Albert Simard Presented to Knowledge Strategy Exchange Network Toronto, ON. May 13-14, 1013 New Approaches to Knowledge Management (Part1)
- 2. Definitions Paradigm: Shared worldview, or knowledge “landscape” and all its implications within which a discipline legitimately operates Paradigm Shift: A profound change in the underlying model that increases its capacity to explain observed phenomena; a higher-order understanding. The Thinker - Rodin
- 3. Signs of Paradigm Problems Accumulating anomalies that the paradigm cannot explain. Competing concepts, theories, and principles. Diverse interpretations of observations and experience. Anomalies, disagreements, and diversity are increasingly important.
- 4. What if… Instead of the mantra that organizational culture must change for knowledge management to succeed, We ask the question: “Given an existing culture, what can knowledge management do to leverage the value of organizational knowledge and increase the productivity of knowledge work?”
- 5. Outline Management Levels Management Regimes Creation Validation Organization Authorization Knowledge Manageability
- 6. Knowledge Management Levels Assets Sharing Work Transfer Infrastructure Collaboration National Defence, National Security, Public Safety Markets Resources Government Application Stock Flow Defence R&D Canada Creation KM Levels
- 7. Knowledge Infrastructure work routines lessons learned, best practices, People learning, motivation, rewards, incentives, staffing, skills roles, responsibilities, authorities, resources Content, Services data, risk analysis, reports, monitoring, operations, policies Tools systems to capture, store, share, and process content KM Levels Governance Processes
- 8. Knowledge Assets Capture: Represent explicit or tacit knowledge on reproducible media Inventory: Find, list, and describe knowledge; map to business needs, value and prioritize Needs: What needs to be known to accomplish organizational goals; identify core knowledge Gaps: Difference between what is known and what needs to be known Preserve: organize, store, search & retrieval, maintain and migrate throughout life-cycle KM Levels
- 9. Knowledge Sharing Explicit Knowledge • Dissemination (Provider Pushes – transmission, semantics, effectiveness) • Access (User Pulls – awareness, permission, accessibility, searching, retrieval) • Exchange (Market Trades – reciprocity, trust, signals, inefficiencies, pathologies) Tacit Knowledge • Methods (conversations, Q&A, capturing, advising, teaching, storytelling, mentoring, presenting) • Place (meetings, workshops, conferences, on-site, demonstrations, classrooms, symposia, communities) • Technology (telephone, e-mail, video conference, chat rooms, bulletin boards, on-line forums, blogs, social network sites) KM Levels
- 10. Collaboration Dialogue, conversations in groups Sharing, exchanges among peers Candor, freedom of expression Trust, safety, honesty Transparency, openness Agreed rules of conduct Diversity, flexibility, outliers Equality, meritocracy of ideas Collective, not individual benefit KM Levels
- 11. Social Network Principles Openness – collaboration based on candor, transparency, freedom, flexibility, and accessibility. Peering – horizontal voluntary meritocracy, based on fun, altruism, or personal values. Sharing – increased value of common products benefits all participants. Acting Globally – value is created through large knowledge ecosystems. Cass Sunstein (2006) KM Levels
- 13. Knowledge Transfer Communications: one-way dissemination of approved messages and positions. Transaction: two-way exchanges of knowledge products & services. Parallel: Transferring knowledge products & services from or to two or more providers or users. Sequential: Multiple organizations sequentially produce and transfer knowledge products & services. Cyclic: Knowledge service “value chains” continuously create and transfer new knowledge. Network: Interactions among large numbers of participants in a “knowledge ecosystem.” KM Levels
- 14. Outline Management Levels Management Regimes Creation Validation Organization Authorization Knowledge Manageability
- 15. Organizational Knowledge Flow Creation Validation OrganizationAuthorization
- 16. Incentives Compliance (you will) Pay, job security, duty, work ethic, penalties Military, manufacturing, law, regulation, policies Meet quotas, minimum standards, routine tasks Motivation (you’ll be rewarded) Ambition, challenges, bonuses, rewards, recognition Efficiency, productivity, quality Increases, improvements Engagement (would you like to?) Meaningfulness, ownership, self-esteem, enjoyment Creativity, innovation, discovery Commitment, involvement, willingness, enjoyment Creation
- 17. Engagement Autonomy: (agreed task, flexible schedule, select technique, choose team) Mastery: (mindset, takes time and effort, is asymptotic) Purpose: (meaningful goals, words are important, policies) Daniel Pink (2009) Creation
- 18. Eliciting Methods Conversations, discussions, dialogue (colleagues, peers) Questions & answers, problems & solutions (novice/expert) After-action reviews, lessons learned (event/group) Capture, document, interview, record (expert/facilitator) Extraction, identify, codify, organize (expert/know engineer) Advising, briefing, recommending (subordinate/superior) Teaching, educating, training (teacher/student) Storytelling, narratives, anecdotes (teller/listener) Explaining, demonstrating, describing (technician/user) Presentations, lectures, speeches (speaker/audience) Creation
- 19. Communities Create & Validate Knowledge Knowledge exists in the minds of people. Experience is as important as formal knowledge. Knowledge is tacit as well as explicit. Transferring tacit knowledge is more effective through human interaction. Knowledge is social as well as individual. Today’s knowledge is the result of centuries of collective research. Knowledge is changing at an accelerating rate. It takes a community of people to keep up with new concepts, practices, and technology. Validation
- 20. Participants - Help with their work - Solve problems - Find experts - Receive feedback - Place to learn - Enhance reputation Management - Connect isolated experts - Coordinate activities - Fast problem solving - Reduce development time - Standardize processes - Develop & retain talent Community Benefits Outputs - Tangible: documents, reports, manuals, recommendations, reduced innovation time and cost - Intangible: increased skills, sense of trust, relationships, diverse perspectives, capacity to innovate, spirit of enquiry Validation
- 21. Harvesting Methods Service Center: repository for community outputs; interface with communities, minimize duplication, inform communities Leader: transfer community outputs; Identify emerging trends, prioritize issues Sponsor: endorse community outputs; bridge between the community and the organization, provide support, minimize organizational barriers Champion: ensure adoption of community outputs; communicate purpose, promote the community Validation
- 23. Knowledge Services Value Chain Use Internally Use Professionally Use Personally Create Transform Add Value Transfer EvaluateManage Extract Advance Embed Legend S&T Partners Centre for Security Science Practitioners & Stakeholders Organization
- 24. Knowledge Creation Process Legend: Work Output Service Social Statistical apps. Store Analyze Body of knowledge Review Literature Experimental design Test Experiment inadequate adequate Write Review Publish Edit Hypothesis Data Tacit Explicit Product Gap Library, Web, Search Expertise Office app. Data mgt. Analysis apps. Interface Collaboration Organization
- 25. Organizing Knowledge Classification systems Indexes, catalogues Thesauri, Taxonomies Ontologies, Mind maps Folksonomies Automated methods Artificial intelligence Organization
- 26. Governance Framework Negotiation Negotiation Negotiation Authorization Direction, Authority, ResourcesProgram Governance Project Governance Work Systems Reports, Advice, Issues Corp. Service Governance Centre Service Governance KIT Services Technology Content Reports, Advice Issues Other services: science, HR, finance, purchasing… Mandate Resources Constraints Authority Responsibility Accountability Budget Staff Capacity Laws TB Policies DND Policies Corporate Governance
- 27. Authorization Understanding – Keep it simple; one message with stories and multiple analogies from different perspectives. Experience – Do your homework; pre-brief decision makers, solicit opinions, negotiate objections (to a point). Resources – Pick low-hanging fruit; plan low cost, small effort, low impact activities. Management – Think big, start small; divide into small projects with measurable, high-impact deliverables. Submission – Leadership is essential; bypass unjustified objections, accept majority vote, authorize work. Authorization
- 28. Sustainability Leadership – Outputs must be delivered within a leader’s tenure; preferably, get them institutionalized. Governance – Representative, federated decision making is the only sustainable governance for knowledge work. Reorganization – Align a project/activity with the organizational business model. Priorities – Align the project/activity with the organization’s long-term strategy Support – Deliver initial outputs when & as promised; be prepared to adapt to changing priorities. Culture – Develop favorable policies, reward desired behavior, leverage work, implement helpful systems. Authorization
- 29. Outline Management Levels Management Regimes Individuals Communities Organization Authorization Knowledge Manageability
- 31. Management Regimes Authoritative Hierarchy Organizational Structure Negotiated Agreement Responsible Autonomy Purpose (Why) Authorize Organize Collaborate & Validate Create Entity (What) Decisions & Actions Objects & Tasks People & Connectivity Environment & Interests Process (How) Decide & Act Capture & Structure Connect Communities Engage People Interactions Hierarchy Work Process Agreements Dialogue Knowledge Authoritative Explicit Tacit Innate Manageability Authority Knowledge
- 32. Definitions Authoritative Hierarchy: Knowledge creation, management, and use can be completely, totally, or entirely mandated, governed, structured, and evaluated. (>90%) Organizational Structure: Knowledge creation, management, and use can be predominantly, generally, or mostly mandated, governed, structured, and evaluated. (50%-90%) Negotiated Agreement: Knowledge creation, management, and use can be partly, nominally, or incompletely mandated, governed, structured, and evaluated. (10%-50%) Responsible Autonomy: Knowledge creation, management, and use can be slightly, minimally, or not mandated, governed, structured, and evaluated. (10%<) Manageability
- 33. Knowledge Manageability Management levels Authoritative Hierarchy Organizational Infrastructure Negotiated Agreement Responsible Autonomy Transfer Direction Products & Services Exchange Knowledge markets Work Mandate Process Agreement Self-interest Collaboration Assignment Representation Partnership Participation Sharing Vertical Horizontal Community Network Assets Embed Sole IP rights Joint IP rights Open source Infrastructure Authoritative Standardized Connective Enabling Management Regimes Manageability
- 34. Management Regimes and Strategic Trends Authoritative Hierarchy Organizational Structure Partnership Agreement Responsible Autonomy Relative Importancehigh low Management Regime Manageability
- 35. Main Messages There are six knowledge management levels. There are four knowledge management regimes Knowledge flows across all levels and regimes. This is a new paradigm for knowledge management. M. C. Escher (1957) “Cube with Magic Ribbons” http://cradpdf.drdc-rddc.gc.ca/PDFS/unc118/p536618_A1b.pdf