1

Knowledge Management

Do we understand what it its?

2

Data

Knowledge

Recommendation

Recommendation

Sharing

DecisionKnowledge

KnowledgeSharing

DecisivenessTimelinessJudgment

In-FormationToo-Much?Too-Little?

Accurate?Current?

Relevant?

Knowledge Components

3

Balanced Knowledge ManagementUNCLASSIFIED

UNCLASSIFIED

People

Technology Processes

KM

Operational View

Led by S3 or XO

Mission FocusPulling it all together

FM 6.01.1 “Knowledge Management Section”

4

Unbalanced Views of KMUNCLASSIFIED

UNCLASSIFIED

People

Technology ProcessesTechnology

KM

KM Led by technology enthusiasts

Enabler FocusIT software, tools, and toys will fix all your problems

This approach tends to under-emphasize the human factors the turn data and information into knowledge and wisdom. Employment of cutting edge software and advanced technical solutions is more important than usability and overall workplace efficiencies.

People

Technology Processes

KM

KM Led by an expert who doesn’t leave his desk

Loner or Theorist FocusFlow charts, diagrams, concepts, and models will fix all your problems

This approach tends to undervalue the benefits of engaging people in the process of discovering solutions. Often more interested in developing solutions that "look good on paper". May be content with technical solutions that sound good in theory but do not meet user requirements.

Technology Processes

People

KM

KM Led by through force of character

"Get Er Done" FocusPeople will fix things eventually if we just get busy and talk to each other.

This approach tends to throw more and more manpower at problems. Often fostered by impatient, talkative people who take no time to brainstorm, write things down, or try new methods. Efficiency consistently takes a backseat to near term execution of tasks.

5

Knowledge ManagementUNCLASSIFIED

UNCLASSIFIED

People

Technology Processes

KM

TACIT KNOWLEDG

E

EXPLICITKNOWLEDGE

OPTEMPO

File Management

Social Networks

Info Relevancy

Collab Tools

Networks

Storage

Meetings

ReportsIT Systems

Applications

Training

Leadership

Compliance

Enforcement

Info Quality

Who Needs to Know

UnderstandableUsability

Briefings

Displays

Acquisition Decisions

Acquisition Proposals

Change Management

Sequences

KM Metrics

WorkgroupsTests / Experiments

Vertical / Horizontal Sharing

Right-Seat Ride

Content ManagementAAR

Priorities

DatabaseConfiguration

Upgrades

Knowledge Gaps

Physical Layout

Templates

Portals

Web Mgmt

Compatibility

Naming Conventions

Forums

Best Practices

POC Lists

Smart Books

Efficiency

Productivity

6

Points to ConsiderSample of KM Concepts and Pitfalls

7

The Tools We Use for KM

Considering

8

KM Tool OversightsUNCLASSIFIED

UNCLASSIFIED

Remote CollaborationCollab Tools • Cost, Not Used, Training, Config

Portals Primary Function – A means for users to post to web site

• Not well organized• Not populated or updated

Database Applications

Common repository for volumes of data

• Database population/ maintenance• Data formatting, data length• Compatibility with other resources• Training investment• Ease of Use

Specialized Applications

Geographical display of data • Training Investment• Compatibility with other resources• Dynamic vs static displays• Challenge to reduce clutter and

manage colorsLicenses, SYSAD, and Manpower Costs

Utility / Function Common Shortcomings

StandardsSOP, TTP Personnel Turnover

Leadership Preferences

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Why not buy all of these?

10

Fallacy: Appeal to Novelty

Appeal to Novelty is a fallacy that occurs when it is assumed that something is better or correct simply because it is new.

Old New

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KM Tool Considerations

1. Need / Requirement2. Initial Cost3. Sustainment / Lifecycle Cost4. Ease of use5. Training Investment / Cost6. Complexity of configuration7. Compatibility with other software8. Impact on IT resources9. Duplication of existing capabilities10. Capability shortfalls11. Security

12

The Processes We Use for KM

Considering

13

KM Academia

14

KM “Experts”

Szulanski [43] reported the findings of systematic empirical investigation of internal stickiness. He analyzed the internal stickiness of knowledge transfer and tested a transfer model with canonical correlation analysis. Contrary to conventional wisdom that placed primary blame on motivational factors, he found that barriers related to knowledge, such as the recipient's lack of absorptive capacity, causal ambiguity, and an arduousness of the relationship between source and recipient, were most important impediments to knowledge transfer within firms.

Note: If interested in more of this, search for the Authors : Heeseok Lee, Byounggu Choi

Wow !Impressive !

I WAS JUST GOING TO SAY THAT MYSELF!!

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KM Terms

Templates

Strategies

Viscosity

Models

Modes

Socialization

Internalization

Formulas

Paradigms

Velocity

Benchmarking

Volatility

Methodologies

Communities of Practice

Complexity Science

Dimensions

Epistemology

Axiology

Ontology

Ethnography

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Stupid

Not So Stupid

Average

Not So Smart

Smart

Smarter

Really Smart

Really Stupid

Clin

gm

an

Kn

ow

led

ge M

od

el

STOPHERE

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KM Metrics

How important is it to you to measure how well you are doing?

Are detailed KM metrics really going to provide you better clarity on performance?

How much are the metrics worth?$ - Manpower - Time

Question: What metrics measurement technique did you use last night to decide whether to cook dinner or order out for fast food?Did you use a matrix or chart?Were you happy with your decision?

Do 100 subjective data points really provide more fidelity than 10 subjective data points?

Perceived Intensities: Low – Medium - High

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Leadership Support to KM

Considering

19

Path to Success

Goal

Example of Derailed Efforts

GoalDiversions

Distractions

Reluctance

Inadequate Understanding of the Problem

Failure to Scope the Problem

Unrealistic Timeframe

Problem Solving

Lack of Commitment

Vague Objectives

Inadequate Resources

Bureaucratic Methods

Execution

TeamworkAdaptable

LogicalSimple Clear

OrderlyFocused

What Works

Incremental

Reluctance to Listen Lack of Humility

Trying to please everyoneOveractive Egos Self-Delusion

BiasesRigidity

BullishnessTimidity

Human Factors

Impatience

20TasksTasks

Supervisor Filter

Supe

rviso

r Filt

er

Leadership Filtering

Data

Info

KnowledgeData

Data

Info

KnowledgeInfo

Info

Data Data

DataInfo

Data

InfoLeader

1. Xxxxx2. Xxx3. Xx Xxxxx4. Xxxx Xxx-----------------5. Xxxxxxxx

Data

Dep

t. H

ead

- Prio

ritizi

ng F

ilter

2

4

1

3

5

Personal Filter

Knowledge

Decisions&

Guidance Tasks

21

Bias Filter

Elitist Filtering

Operational WorkforcePractitionersCritical ThinkersSeasoned ProfessionalsHard Knocks CrowdProducersExperienced Old-timersCommunity of PracticeSenior Staff MembersWorkgroups and TeamsLessons LearnedLeaders and ManagersEnergetic novicesSkeptics and criticsContent managersTTP developersPeer OrganizationsAffected stakeholders

Current Knowledge Base

Geniuses (Genii)ExpertsKnow-it-allsWhiz KidsElitistsTheoristsAcademicsIlluminati

The Chosen

Previous PublicationsPrevious Geniuses (Genii)Previous ExpertsPrevious Know-it-allsPrevious Whiz KidsPrevious ElitistsPrevious TheoristsPrevious AcademicsPrevious WorkforcePrevious PractitionersSeasoned ProfessionalsProducersExperienced Old-timersCommunity of PracticeSenior Staff MembersWorkgroups and TeamsLeaders and ManagersSkeptics and criticsContent managersTTP developersPeer OrganizationsAffected stakeholders

Historical Knowledge Base

Ego Filter

Arrogance Filter

Wisdom

22

•Don’t hold a meeting just to have a meeting•End the meeting …

–The moment the objectives are achieved or …–When progress toward meeting them ceases

•An meeting planned for an hour can be adjourned early–Address what needs to be addressed and then get on with your work

23

Meeting Duration

•Set a time limit–Helps people schedule their day–Establishes incentive to stay on topic–Problem solving meetings may need to be more

open ended–It may be best to maintain momentum instead

of adjourning and rescheduling•Don’t pack the agenda too tightly–Plan realistically how long each issue will take

•Plan for Breaks–Ten minute break each hour (50 min / 10 Min)