albert simard knowledge manager defence r&d canada presented to sikm june 19, 2012
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Albert SimardKnowledge ManagerDefence R&D Canada
Presented toSIKM June 19, 2012
Knowledge Managability: A New KM Paradigm
2
Definitions
• Paradigm: Shared worldview, or knowledge “landscape” and all its implications within which a discipline such as KM legitimately operates
• Paradigm Shift: A profound change in a paradigm 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
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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
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Knowledge Infrastructure
Processes
work routineslessons learned, best practices,
Peoplelearning, motivation,
rewards, incentives,
staffing, skills
Governance roles, responsibilities, authorities, resources
Content, Services
data, risk analysis, reports, monitoring, operations, policies
Toolssystems to capture, store, share, and process content
KM LevelsKM Levels
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 LevelsKM Levels
9
Knowledge SharingExplicit 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, micro blogs, social network sites)
KM LevelsKM Levels
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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
• Balanced accessibility and security
• Collective, not individual benefit
KM LevelsKM Levels
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Knowledge Work (DRDC)Inputs
Governance
Monitoring
Intelligence
Needs
Priorities
Establishment
Transformation
Programs
Services
Acquire
Create
Develop
Mobilize
Learn
Output Report
Integration
Innovation
Mitigation
Advice
Adaptation
Clie
nts
DND
(management)
(R & D)
KM LevelsKM Levels
12
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 LevelsKM Levels
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Outline
• Management Levels
• Management Regimes– Creation
– Validation
– Organization
– Authorization
• Knowledge Manageability
14
Organizational Knowledge Flow
CreationCreation ValidationValidation
OrganizationOrganizationAuthorizationAuthorization
RegimesRegimes
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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
Creation
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Engagement• Autonomy: (agreed task, flexible schedule, select
technique, choose team)
• Mastery: (is a mindset, it takes time and effort, it is asymptotic)
• Purpose: (meaningful goals, words are important, policies)
Daniel Pink (2009)Daniel Pink (2009)
CreationCreation
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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)
CreationCreation
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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.
ValidationValidation
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Participants- Help with their work- Solve problems- Find experts- Receive feedback- Place to learn- Enhance reputation
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
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, diverse
perspectives, cross-pollinate ideas, capacity to innovate, relationships, spirit of enquiry
Outputs- - Tangible: documents, reports, manuals,
recommendations, reduced innovation time and cost- - Intangible: increased skills, sense of trust, diverse
perspectives, cross-pollinate ideas, capacity to innovate, relationships, spirit of enquiry
ValidationValidation
20
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
ValidationValidation
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Organizational Structure
Technology
support
Manage
InterfaceContent
Research
Social
Common
OrganizationOrganization
Governance
direction
workwork
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Knowledge Services Value Chain
Use Internally
Use Professionally
Use Personally
Create Transform
Add Value
Transfer
EvaluateManage
Extract
Advance
Embed
Legend
S&T PartnersCentre for Security Science
Practitioners & Stakeholders
OrganizationOrganization
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Organizing Knowledge
• Classification systems
• Indexes, catalogues
• Thesauri, Taxonomies
• Ontologies, Mind maps
• Folksonomies
• Automated methods
• Artificial intelligence
OrganizationOrganization
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Service Governance Framework
Negotiation
Negotiation
Negotiation
AuthorizationAuthorization
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 ConstraintsAuthority Responsibility Accountability
Budget Staff Capacity
Laws TB Policies DND Policies
Corporate Governance
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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.
AuthorizationAuthorization
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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.
AuthorizationAuthorization
27
Outline
• Management Levels
• Management Regimes– Individuals
– Communities
– Organization
– Authorization
• Knowledge Manageability
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Management RegimesAuthoritative Hierarchy
Organizational Structure
Negotiated Agreement
Responsible Autonomy
Purpose (Why) Authorize Organize Collaborate 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
ManageabilityManageability
KnowledgeKnowledge
AuthorityAuthority
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Manageability and the Cynefin Framework ManageabilityManageability
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Definitions
• Authoritative Hierarchy: Knowledge creation, management, and use can be completely, totally, or entirely mandated, governed, structured, and evaluated.
• Organizational Structure: Knowledge creation, management, and use can be predominantly, generally, or mostly mandated, governed, structured, and evaluated.
• Negotiated Agreement: Knowledge creation, management, and use can be partly, nominally, or incompletely mandated, governed, structured, and evaluated.
• Responsible Autonomy: Knowledge creation, management, and use can be slightly, minimally, or not mandated, governed, structured, and evaluated.
ManageabilityManageability
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Knowledge Agenda
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 Voluntarism
Sharing Vertical Horizontal Community Network
Assets Embed Sole IP rights Joint IP rights Open source
Infrastructure Authoritative Standardized Connective Enabling
Management RegimesManagement Regimes
Manageability
Boundaries are “Fuzzy.”Boundaries are “Fuzzy.”
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Management Regimes and Strategic Trends
Authoritative Hierarchy
Organizational Structure
Partnership Agreement
Responsible Autonomy
knowledge assets
generation capacity
structured processes
individual abilities
Re
lativ
e Im
por
tanc
ehigh
low
Management Regime
Competitiveness
Sustainability
ManageabilityManageability
33
Main Messages
• There are six KM levels.
• There are four KM regimes
• KM moves knowledge across all levels and regimes.
• This framework provides a new paradigm for KM.
Escher (1957) “Cube with Magic Ribbons”
Escher (1957) “Cube with Magic Ribbons”
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Time for DialogueTime for Dialogue
albert.simard@drdc-rddc.gc.caalbert.simard@drdc-rddc.gc.ca
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