This document discusses various topics related to knowledge management including: - Definitions of data, information, knowledge, and wisdom. Knowledge is broadly defined to include information, data, communication, and culture. - Different types of knowledge including tacit knowledge that is harder to articulate and explicit knowledge that is easier to share. - Models for the exchange and transfer of knowledge between tacit and explicit forms. - The importance of leadership, culture, measurement, process, and technology in enabling knowledge sharing. Open leadership principles are outlined. - The difference between known knowns, known unknowns, and unknown unknowns and how this relates to organizational knowledge.

1. www.johngirard.net/782
www.sscs.ae
1
info@sscs.ae

2. h�p://incpas.org/Member/Resources/CPAINPerspec�ve.aspx
Recent
Ar�cle
About
You
1. Name
2. Organiza�on
3. Posi�on
4. KM
Story
Introduc�ons
www.sscs.ae
2
info@sscs.ae

3. “a
group
of
obviously
related
units
of
which
the
degree
and
nature
of
the
rela�onship
is
imperfectly
known”
www.sscs.ae
3
info@sscs.ae

4. Could
this
happen
to
you?
Data
Communication Information
Culture
knowledge is "defined broadly
to include information, data,
communication and culture”
(p. 293)
What
is
knowledge?
www.sscs.ae
4
info@sscs.ae

5. Wisdom
Ackoff’s Apex
Understanding
Knowledge Knowledge
Wisdom:
Information
The collective and individual
Data experiences of applying
knowledge to the solution of
problems (p. 373).
The
Cogni�ve
Hierarchy
October 27, 1917
Q1 - What time is it?
Q2 – Where are these people?
Q3 – Why is the boy smiling?
The
difference
.
.
.
Data
to
Knowledge
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.
Types
of
Knowledge
www.sscs.ae
5
info@sscs.ae

6. TACIT
n Ext
tio ern
za a
i
ial
liz
Soc
ati
on
EXPLICIT
TACIT
on
Co
Ikujiro Nonaka
ati
mb
liz
a in
rn a ti
on
Inte
EXPLICIT
Exchange
and
Transfer
of
Knowledge
http://www.youtube.com/watch?v=lH39xjXaLW8
The
importance
of
leaders
communica�ng
.
.
.
Measurement
Leadership
Process
Technology
Culture
A
New
View
of
Communica�on
Knowledge
Sharing
in
a
2.0
World
©
2012,
John
P.
Girard,
Ph.D.
www.sscs.ae
6
info@sscs.ae

7. Leadership
Transparency
Vision and example
Resources (including time) Measurement
Technology Culture Leadership
Help or hinder Need to Share vs Process
Technology
Need to Know
Culture
Security issues
Privacy
Tending toward
free Content Creators
A
li�le
TLC
goes
a
long
way!
Knowledge
Sharing
in
a
2.0
World
©
2012,
John
P.
Girard,
Ph.D.
New
Technology
The
Right
Technology
www.sscs.ae
7
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8. Including Ray Downey, Special Operations Command lost 95 men that day
– totaling 1,600 years of experience. (emphasis added)
TLC:
Leadership
Share
constantly
Respect
that
your
to
build
trust.
customers
and
Nurture
curiosity
employees
have
and
humility.
power.
Hold
openness
Forgive
failure.
accountable.
http://www.charleneli.com/resources/new-­‐rules/
Open
Leadership
http://www.slideshare.net/charleneli/openness-­‐audit
Openness
Audit
www.sscs.ae
8
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9. “. . . 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.”
A
leader’s
view
on
“knowing”.
.
.
Unknown Unknown
Knowns Unknowns
HP
Known Known
Knowns Unknowns
Comp
Intell
Knowns
and
Unknowns
Somewhere on the West Coast`
Unknown
unknowns
www.sscs.ae
9
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10. How
do
you
inspire
communica�on?
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.
There must be equal opportunity for employment, development
and advancement for those qualified.
www.jnj.com/our_company/our_credo/
Our
Credo
(Johnson
&
Johnson)
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.
www.jnj.com/our_company/our_credo/
Our
Credo
(Johnson
&
Johnson)
www.sscs.ae
10
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11. Impact
of
Culture
on
Communica�on
h�p://www.triballeadership.net/what-­‐is-­‐tribal-­‐leadership/diagnosing-­‐culture
Tribal
Leadership
h�p://www.triballeadership.net/audio-­‐book
Free
Audio
Book
www.sscs.ae
11
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12. Emphasis
on
So�
Skills
It
is
clear
that
Arab
CEOs
favor
so�
skills
such
as
problem-­‐solving
and
communica�on
skills
over
the
ability
to
perform
rou�ne
tasks.
The
Interna�onal
Labor
Organiza�on
corroborates
these
finding
when
sugges�ng
that
employability
is
closely
linked
to
the
capacity
of
an
individual
to
adapt
to
change
and
the
ability
to
combine
different
types
of
knowledge
and
build
on
them
by
managing
self-­‐learning
throughout
his/her
working
life
Emphasis
on
So�
Skills
Hofstede:
Cultural
Dimensions
www.sscs.ae
12
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13. Canada
6
5
Singapore
USA
4
3
2
1
Japan
0
England
South
Africa
(B)
Australia
South
Africa
(W)
Power
Distance
Prac�ce
Power
Distance
Value
Cultural
Dimensions:
Power
Distance
Cultural
Metaphors
Will
people
understand
your
message?
www.sscs.ae
13
info@sscs.ae

14. TACIT
n Ext
tio ern
za a
i
ial
liz
Soc
ati
on
EXPLICIT
TACIT
on
Co
Measurement
ati
Leadership
mb
liz
in
na r a ti
on
Process Inte
Technology
Culture
EXPLICIT
Exchange
and
Transfer
of
Knowledge
Kn
ow
le
dg
14 November 2004
Wisdom
e
Ed
ge
“With 3,600 stores in the United States and
Understanding
roughly 100 million customers walking
n
Knowledge
tio
Knowledge
ea
through the doors each week, Wal-Mart has
Cr
access to information about a broad slice of
ge
led
America Information
. . . The data are gathered item by
ow
Kn
item at the checkout aisle, then recorded,
mapped and updated by store, by state, by
Data
region . . . By its own account Wal-Mart has
460 terabytes of data.” ( 750,000 CDs 1 terabyte ~
1,000,000 MB)
Hurricane
The
Knowledge
Edge
–
The
Ul�mate
Goal
42
— Bed
— Slumber
— Rest
— Night
— Pajamas
— Awake
— Pillow
— Blanket
— Snore
— Dream
* Developed by Nancy Dixon
Memory
Test*
www.sscs.ae
14
info@sscs.ae

15. 43
— Bed
— Slumber
— Rest
— Night
— Pajamas
— Awake
— Pillow
— Blanket
— Snore
— Dream
* Developed by Nancy Dixon
Memory
Test*
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
Management Management Portal
Group Ware
Virtual
Content Collaboration
Management Search
Engine
Storytelling
Data Information Knowledge
Management Management Management
* Developed by Denise Charbonneau (TBS) and Dr. John Girard
Interrela�onship
of
DM,
IM,
KM*
www.sscs.ae
15
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16. 1. What was planned?
2. What happened?
3. What is the delta?
4. What do we do about it?
A�er
Ac�on
Review
h�p://www.youtube.com/watch?v=Hzgzim5m7oU
The
Right
Message
www.sscs.ae
16
info@sscs.ae

17. Purpose
of
Story
Ø Sparking
ac�on
Ø Communica�ng
who
you
are
Ø Transmi�ng
values
Ø Fostering
collabora�on
Ø Taming
the
grapevine
Ø Sharing
knowledge
Ø Leading
people
into
the
future
www.stevedenning.com/SIN-136-HBR-publishes-Telling-Tales.html
Storytelling
by
Steve
Denning
In
June
of
1995,
a
health
worker
in
a
�ny
town
in
Zambia
went
to
the
Web
site
of
the
Centers
for
Disease
Control
and
got
the
answer
to
a
ques�on
about
the
treatment
for
malaria.
Remember
that
this
was
in
Zambia,
one
of
the
poorest
countries
in
the
world,
and
it
happened
in
a
�ny
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
organiza�on
we
could
become.
HBR
May
2004
Snowden,
‘we
can
always
know
more
than
we
can
tell,
and
we
will
always
tell
more
than
we
can
write
down.’
However,
Snowden
suggests:
I
can
speak
in
five
minutes
what
it
will
otherwise
take
me
two
weeks
to
get
round
to
spend
a
couple
of
hours
wri�ng
it
down.
The
process
of
wri�ng
something
down
is
reflec�ve
knowledge;
it
involves
both
adding
and
taking
away
from
the
actual
experience
or
original
thought.
Reflec�ve
knowledge
has
high
value,
but
is
�me
consuming
and
involves
loss
of
control
over
its
subsequent
use.
Wri�ng
the
Future
www.sscs.ae
17
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18. Ø excite
change
in
a
very
large
bureaucra�c
organiza�on
Ø Five
years
in
the
future
Ø Balance
of
real
and
imaginary
Cri�cal
Success
Factors:
Ø Look
of
the
story
Ø Believable
Ø Execu�ve
Support
For complete stories see: www.johngirard.net
Guiding
Government
Leaders
into
the
Future
Ø excite
change
in
a
small
mid-­‐west
university
Ø Mock
interview
with
Dean
Ø Balance
of
real
and
imaginary
Cri�cal
Success
Factors:
Ø Real
Dean
Ø Realis�c
Journal
Ø “Now
I
get
it”
For complete stories see: www.johngirard.net
Guiding
Faculty
into
the
Future
Knowledge
Sharing
in
a
2.0
World
©
2012,
John
P.
Girard,
Ph.D.
Purpose
of
Story
Ø Sparking
ac�on
Ø Communica�ng
who
you
are
Ø Transmi�ng
values
Ø Fostering
collabora�on
Ø Taming
the
grapevine
Ø Sharing
knowledge
Ø Leading
people
into
the
future
www.stevedenning.com/SIN-136-HBR-publishes-Telling-Tales.html
Storytelling
by
Steve
Denning
www.sscs.ae
18
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19.
Powerful
Messages
h�p://www.youtube.com/watch?v=exiLL_ArCoc
www.sscs.ae
19
info@sscs.ae

20.
A
New
Approach
to
Mee�ngs
h�p://www.youtube.com/watch?v=6FAsZ4J8O70
Can
social
technology
solve
the
problem?
Measuring
Success
www.sscs.ae
20
info@sscs.ae

21. h�p://www.youtube.com/watch?v=GEHilEXW_wY
A
word
on
incen�ves
John
P.
Girard,
Ph.D.
www.johngirard.net/782
www.sscs.ae
21
info@sscs.ae

22. h�p://socialnomics.net/
Are
You
Ready?
“A
social
trend
in
which
people
use
technologies
to
get
the
things
they
need
from
each
other,
rather
than
from
tradi�onal
ins�tu�ons
like
corpora�ons.”
groundswell.forrester.com
TLC:
Technology
Creators
Creators
make
social
content
go.
They
write
blogs
or
upload
Cri�cs
respond
to
content
from
video,
music,
or
text.
others.
They
post
reviews,
Cri�cs
comment
on
blogs,
par�cipate
in
forums,
and
edit
wiki
ar�cles.
Collectors
organize
content
for
Collectors
themselves
or
others
using
RSS
feeds,
tags,
and
vo�ng
sites
like
Digg.com
Joiners
connect
in
social
Joiners
networks
like
MySpace
and
Facebook
Spectators
consume
social
Spectators
content
including
blogs,
user-­‐
generated
video,
podcasts,
Inac�ves
neither
create
nor
forums,
or
reviews
consume
social
content
of
any
Inac�ves
kind
The
Social
Technographics™
Ladder
www.sscs.ae
22
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23. US
Adults
18%
24%
46%
23%
12%
2007
2010
US
18-­‐24
US
35-­‐44
US
55+
Creators
25%
37%
50%
34%
28%
Cri�cs
12%
21%
38%
20%
12%
Collectors
25%
51%
85%
54%
26%
Joiners
48%
73%
89%
73%
64%
Spectators
44%
18%
3%
17%
30%
Inac�ves
The
Social
Technographics™
Ladder
South
Korea
Adults
Japanese
Adults
38%
49%
22%
34%
2007
2009
2007
2009
Creators
27%
46%
36%
30%
Cri�cs
14%
19%
6%
11%
Collectors
41%
48%
22%
26%
Joiners
39%
76%
70%
69%
Spectators
36%
9%
26%
23%
Inac�ves
The
Social
Technographics™
Ladder
www.globalwebindex.net
www.sscs.ae
23
info@sscs.ae

24. 1. Google
51%
1. Google.ae
2. Facebook
44%
2. Facebook
3. YouTube
32%
3. Google
4. Yahoo!
22%
4. YouTube
5. Wikipedia
14%
5. Yahoo!
6. Baidu
11%
6. Live
7. Live
11%
7. LinkedIn
8. Twi�er
10%
8. Blogspot
9. QQ
8%
9. Twi�er
10. Amazon
6%
10. Wikipedia
h�p://www.alexa.com/topsites/
24
April
2012
Global
Top
Internet
Sites
(Reach)
The
Power
of
YouTube
Could
this
happen
to
you?
www.sscs.ae
24
info@sscs.ae

25. Share
constantly
Respect
that
your
to
build
trust.
customers
and
Nurture
curiosity
employees
have
and
humility.
power.
Hold
openness
Forgive
failure.
accountable.
http://www.charleneli.com/resources/new-­‐rules/
Open
Leadership
h�p://www.triballeadership.net/what-­‐is-­‐tribal-­‐leadership/diagnosing-­‐culture
Tribal
Leadership
h�p://www.google.com/alerts
Google
Alerts
www.sscs.ae
25
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26. http://www.socialmention.com/
h�p://www.socialmen�on.com/
socialmen�on
www.bufferapp.com
Buffer
The
Genera�on
Game
www.sscs.ae
26
info@sscs.ae

27. Digital
Na�ve
or
Digital
Immigrant?
Are
we
ready
for
them?
Genera�on
Z
Is
your
organiza�on
ready?
www.sscs.ae
27
info@sscs.ae

28. 82
What
would
you
do?
>350
million
>
800
million
>
400
million
ac�ve
mobile
ac�ve
users
login
daily
users
250
million
Average
user
130
friends
is
photos
up
per
connected
to
average
day
80
pages
75%
of
users
70
languages
outside
USA
available
Why
Ma�ers
Knowledge
Sharing
in
a
2.0
World
©
2012,
John
P.
Girard,
Ph.D.
— 2,640,600
Facebook
users
live
in
UAE
(age
18
or
older)
— 2,023,400
Facebook
users
live
in
Dubai
(18+)
— 403,580
Facebook
users
live
in
Abu
Dhabi
(18+)
Personal
or
— 4,311,580
Facebook
users
Organiza�onal
live
in
KSA
(18+)
— 2,093,380
Facebook
users
live
in
Riyadh
(18+)
According
to
Facebook
www.sscs.ae
28
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29. Learn
Listen
Lead
Social
Media
Ac�on
Plan
Wikipedia
is
driven
by
a
global
community
of
more
than
150,000
volunteers—all
dedicated
to
sharing
knowledge
freely.
Over
almost
eight
years,
these
volunteers
have
contributed
more
than
11
million
ar�cles
in
265
languages.
More
than
275
million
people
come
to
our
website
every
month
to
access
informa�on,
free
of
charge
and
free
of
adver�sing.
86
Wikipedia
Crowdsourcing
is
the
act
of
taking
a
job
tradi�onally
performed
by
a
designated
agent
(usually
an
employee)
and
outsourcing
it
to
an
undefined,
generally
large
group
of
people
in
the
form
of
an
open
call.
Consider
Crowdsourcing
www.sscs.ae
29
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30. Jeff Howe on Crowdsourcing
http://www.youtube.com/watch?v=TCM7w11Ultk
Crowdsourcing
h�p://www.youtube.com/watch?v=exiLL_ArCoc
www.sscs.ae
30
info@sscs.ae

31. A
New
Approach
to
Mee�ngs
h�p://www.youtube.com/watch?v=6FAsZ4J8O70
Can
social
technology
solve
the
problem?
92
h�p://www.youtube.com/watch?v=jnwQYwAnud4
Final
Thoughts:
The
Right
Message
www.sscs.ae
or
www.km-­‐me.com
www.sscs.ae
31
info@sscs.ae

32. John
P.
Girard,
Ph.D.
www.sscs.ae
32
info@sscs.ae