drdc knowledge agenda

More than Managing Knowledge

Albert SimardKnowledge ManagerDefence R&D Canada, DRDKIM

Presented to SIKM December 21, 2010

A Knowledge Agenda:

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Information Society

Knowledge Economy

Organizational Environment

changecomplex technology

DRDC

growing networks

global connectivity

complex issues

engaged citizens

security

abundant information

knowledge assets

sharing network value

knowledge markets

government

public security

innovation

public safety

science & technology

national defence

Knowledge Environment Background

Background

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DRDC Inputs and Outputs

Defence R&D Canada

Intelligence, Intelligence, IntegrationIntegration

Knowledge Network

Policy, Strategy

Priorities, Priorities, AdviceAdvice

outcomes, services

S & T capacity, S & T capacity, Innovation Innovation

Science & Technology

existing, new knowledge

experience, products

Response, Operations

Operational Operational needsneeds

Reduced Reduced riskrisk

GovernmentMandate,Mandate,

ReportsReports

BackgroundBackground

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Organizational Knowledge Cycle

CreationCreation ValidationValidation

OrganizationOrganizationAuthorizationAuthorization

AgendaAgenda

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Knowledge Agenda

Management levels

Authoritative Hierarchy

Organizational Infrastructure

Negotiated Agreement

Responsible Autonomy

Knowledge Infrastructure

Authorize Organize Collaborate Create

Knowledge Assets

Control Sole IP rights Joint IP rights Open source

Knowledge Sharing

Vertical Horizontal Group Ecosystem

Knowledge Work

Mandate Structure Agreement Interest

Knowledge Transfer

Promulgate Products & Services

Exchange Knowledge markets

Management RegimesManagement Regimes

AgendaAgenda

6

Management Levels

Knowledge Assets

Knowledge Sharing

Knowledge Work

Knowledge Transfer


Stock

Flow

Business

National Defence, National Security, Public Safety

Defence R&D Canada

Markets

Resources Government

AgendaAgenda

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Management Regimes



Negotiated Agreement


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

AgendaAgenda

8

Management Regimes: Strategic Trends



Partnership Agreements


knowledge assets

generation capacity

structured processes

individual abilities

Re

lativ

e Im

por

tanc

ehigh

low

Management Regime

Competitiveness

Sustainability

AgendaAgenda

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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

LevelsLevels

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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 DRDC 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

LevelsLevels

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Knowledge Sharing

• Exchange: Develop & implement internal systems to enable people to find and retrieve knowledge.

• Integrate: Combine diverse knowledge from many sources to create a holistic view of complex issues.

• Transfer: Disseminate knowledge from DRDC to enable use by the Forces, partners, practitioners, and Canadians.

• Monitor: Acquire knowledge from the environment to identify events and developments of interest to the CSS or public safety.

• Monitor: Acquire knowledge from the environment to identify events and developments of interest to the CSS or public safety.

LevelsLevels

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Knowledge Work • Input-Related: apply the mandate, monitor the

environmental, analyze external content, operational needs analysis, set priorities, establish projects

• Transformation: manage programs, provide corporate services, generate knowledge, develop products & services, mobilize knowledge, learn from experience

• Output-Related: reports, integrated knowledge, open innovation, trusted advice, risk mitigation, organizational adaptation

LevelsLevels

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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.”

LevelsLevels

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Incentive FrameworkType of Incentive

Individual Response

Organizational Results

Compliance Behavior Functionality

Motivation Attitudes Productivity

Engagement Willingness Creativity

Peter Stoyko (2010)Peter Stoyko (2010)

EngagementEngagement

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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


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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)


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Engagement Signals

Positive

• Mutual expectations

• Listen to ideas

• Ask for help & advice

• Jointly review progress

• Freely share information

• Work collaboratively

• Delegate decisions

Negative

• Monitor closely

• Don’t include in planning

• Ignore suggestions

• Seldom interact

• Withhold information

• Control tightly

• Approve all decisions

Tosti & Nickols (2010)Tosti & Nickols (2010)


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Community of Practice

People who share common expertise, skill, or profession (position, work, colleagues)

• Government, department

• Sector, branch, division staff

• Scientists, engineers, lawyers

• Policy analysts, regulators

• Finance, purchasing officers

• Information, communication specialists

CommunitiesCommunities

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Communities and Knowledge Management

• 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.


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Participants- Help with their work- Solve problems- Find experts- Receive feedback- Place to learn- Latest information- Enhance reputation

Participants- Help with their work- Solve problems- Find experts- Receive feedback- Place to learn- Latest information- Enhance reputation

Management- Connect isolated experts- Coordinate activities- Fast problem solving- Reduce development time- Quickly answer questions- Standardize processes- Develop & retain talent

Management- Connect isolated experts- Coordinate activities- Fast problem solving- Reduce development time- Quickly answer questions- 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


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NetworksInterconnection among many individuals groups

or organizations with common interdependencies, interests, or purpose

• Networks are much bigger than communities (100s to 1,000,000s of nodes

• Participants don’t know most other participants, limiting trust and security

• Large numbers of nodes leads to complex behavior and emergence


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Social Networks – SWOT Analysis

• Strengths – rapid development, world-class solutions, emergent properties, creative synergies, vibrant collaboration, openness

• Weaknesses – constant change, unknown quality, less used by mature individuals, need to motivate participants, cannot be forced

• Opportunities – leverage internal capacity, provides creative solutions, easy to implement, low cost, can monitor emerging trends

• Threats – knowledge leaks, free expression poses risk, is the crowd wise, documents subject to ATIP, compatibility with mandate


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Capturing Value

Bring it into the organizational structure

Stabilize it; make it work

OrganizationOrganization

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People• Workers – who, what, when,

where, why, how

• Human capital – workforce, skills, productivity, salaries

• Human nature – behavior, attitudes, interests

• Communities – connectivity, functionality, impacts

• Culture – domain, ideology, values, norms, rituals

• Human Resources – staffing & retention, supervision & performance, training & development


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Governance• Mandate – Purpose, goals, authority, responsibility,

accountability, roles, resources

• Decisions – Hierarchy, structure, collaboration, autonomy

• Planning – Charter, business case, strategy, communication, budget, project plan, work schedules

• Manage – Lead, organize work, coordinate activities, monitor progress, report results


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DRDC Work Flow

Inputs

Mandate

Monitoring

Analysis

Needs

Priorities

Establishment

Transformation

Programs

Services

Create

Develop

Mobilize

Learn

Outputs

Report

Integration

Innovation

Mitigation

Advice

Adaptation

LevelsLevels

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Technology• Control – Security, central, standards, user-centric

• Computers – Mobile, desktops, work stations, servers, supercomputers, cloud computing

• Applications – e-mail, text processing, spread sheets, graphics, databases, analysis

• Systems – acquire, organize, store, process, provide access, and retrieve content

• Communication – Efficiency, semantics, effectiveness

• Networks – one-to-many (distribution, blogs), many-to-one (ordering, surveys), many-to-many (collaborate, wikis)


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Products and Services• Content – collections, libraries, data, information,

documents, records, knowledge

• Products – databases, scientific papers, reports, communications materials, maps, statistics, standards, policies, regulations, systems, devices

• Services – answers, advice, teaching, facilitation, support, laboratory, research


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Approval

• 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.

AuthorityAuthority

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Implementation

• Communication - awareness, understanding, consensus, participation

• Mandate - purpose, objectives, authority, responsibility, accountability, resources

• Infrastructure - people, governance, work processes, technology, content

• Plans – milestones & deliverables, work schedules, evaluation criteria, risks

Execute – supervise, processes, technology, systems, analysis, outputs

• Monitor – indicators, measure, interpret, report progress, next steps

AuthorityAuthority

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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.

AuthorityAuthority

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Conclusion

• Documentation – purpose, objectives, review, approach, data, analysis, plans, accomplishments, outputs.

• Evaluation – administration, efficiency, effectiveness, outcomes

• Extension – recommended applicability, limits, enhancements, data requirements, costs & benefits.

• Learning – positive & negative lessons, problem / opportunity, solution / approach, resources

AuthorityAuthority

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Key Messages

Key Messages

Management authorizes the use of knowledge to enable action.

Management authorizes the use of knowledge to enable action.

A knowledge organization engages people to enhance creativity

A knowledge organization engages people to enhance creativity

Community collaboration validates individual knowledge

Community collaboration validates individual knowledge

Community knowledge must be put into an organizational context.

Community knowledge must be put into an organizational context.

drdc knowledge agenda

Business

tacit knowledge

knowledge ecosystem

integrated knowledge

knowledge map

diverse knowledge

knowledge assets capture

knowledge sharing exchange

new knowledge experience