A Leader's Guide to Knowledge Management - International Institute for Applied Knowledge...

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Strategic Data-‐Based

Wisdom in the Big Data Era


It is all about People!

A Leader's Guide to KM © 2014, John P. Girard, Ph.D.

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Sagology is dedicated to connec%ng people with people to facilitate collabora%on, learning, and knowledge sharing through keynotes, workshops, and consulAng.

sagology [sāj-‐ol-‐uh-‐jee] -‐noun 1.  the study of organiza%onal wisdom in all its forms, esp. with reference to

technology, leadership, culture, process, and measurement 2.  the study of one venerated for experience, judgment, and wisdom. Origin: 2008; Canadian English, from Middle English sage + -‐ology. Sage [Middle English, from Old French, from Vulgar LaAn *sapius, from LaAn sapere, to be wise; see sep-‐ in Indo-‐European roots.] -‐ology [Middle English -‐logie, from Old French, from LaAn -‐logia, from Greek -‐logiā (from logos, word, speech; see leg-‐ in Indo-‐

European roots) and from -‐logos, one who deals with (from legein, to speak; see leg-‐ in Indo-‐European roots).]

About You

1.  Name 2.  OrganizaAon 3.  PosiAon 4.  KM Story


Agenda

1.  Where is the Knowledge? 2.  Organize What? 3.  What Types of Knowledge Exist? 4.  Simples Ideas 5.  Do you Really Want to Know? 6.  Tools, TacAcs, and Techniques: Today

and Tomorrow 7.  Guiding OrganizaAons Into the Future 8.  The Future is Just a Day Away A Leader's Guide to KM © 2014, John P. Girard, Ph.D.

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Keys to Success

1.  ParAcipaAon 2.  Courtesy 3.  ConfidenAality 4.  Time L

www.tinyurl.com/leadingknowledge


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Resources

Where is the wisdom we have lost in

knowledge? Where is the knowledge we have

lost in information?

—T. S. Eliot, The Rock (1935)

CHAPTER 1

THE WHERE

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InformaAon Overload

Information Overload

Information overload occurs when the amount of input to a system exceeds its processing capacity.

(Speier et al, 1999, p. 338)

Information Overload

Information overload is that state in which available, and potentially useful, information is a hindrance rather than a help.

(Bawden, 2001, p. 6)

Personal Information Overload

A perception on the part of the individual (or observers of that person) that the flow of information associated with work tasks is greater than can be managed effectively.

(Wilson, 2001, p. 113)

Organizational Information Overload

A situation in which the extent of perceived information overload is sufficiently widespread within an organization as to reduce the overall effectiveness of management operations.

(Wilson, 2001, p. 113)

245+ academic papers on Information Overload 1972-2000 (Bawden, 2001)


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The Cost?


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Broader Challenge = InformaAon Anxiety


Gartner Research’s Information Overload Survey concluded there are four information issues affecting competition: siloed information; too much information; unindexed information; and ineffective searching procedures (Linden et al, 2002)

Components of Information Anxiety: 1.  Not understanding information; 2.  Feeling overwhelmed by the amount

of information to be understood; 3.  Not knowing if certain information

exists; 4.  Not knowing where to find

information; and 5.  Knowing exactly where to find the

information, but not having the key to access it. (Wurman, 1989, p. 44)

Causes of Cognitive Overload: 1.  Too much information

supply; 2.  Too much information

demand; 3.  The need to deal with multi-

tasking and interruption; and 4.  Inadequate workplace

infrastructure to help reduce metacognition. (Kirsh, 2000)

InformaAon Anxiety 12


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InformaAon Anxiety


2.12 2.31 2.26 2.14 2.07 1.8

0

1

2

3M

ean

Informati

on Anx

iety

Acces

sing In

formatio

n

Informati

on Exists

Finding In

formati

on

Informati

on Ove

rload

Underst

andin

g Inform

ation

Summary of Findings

•  Low levels reported M = 2.12,

•  Order and difference important

• Accessing Information higher (significantly) than Information Overload, i.e. more troubling

• Understanding Information significantly lower than others, i.e. less of a problem

•  Validates decisions to consider the wider of Anxiety instead of just overload

• High scale reliability Cronbach's Alpha 0.852

Implication

• Leadership failure we must dismantle unnecessary barriers and provide middle managers access and accountability

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15 http://w

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http://www.dom

o.com/


Generally, management of the many is the

same as management of the few. It is a matter

of organization.

—Sun Tzu (400–320 BC), The Art of War

CHAPTER 2

ORGANIZE WHAT?

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FoundaAon or Too Busy


Knowledge Sharing – Nothing New?


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Defining Knowledge Management 20

http://www.johngirard.net/km


Defining Knowledge Management

�  Step 1: Form into three groups �  Step 2: Deal the cards �  Step 3: Individually review the definiAons in your hand and highlight key amributes need to be present in a definiAon of Knowledge Management

�  Step 4: Select one or two “best” definiAons �  Step 5: Reconvene as a group and discuss the individually sleeted definiAons.

�  Step 6: Select two “best” definiAons

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Knowledge Sharing – Nothing New?


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Knowledge Management is the creation, transfer, and exchange of organizational knowledge to achieve a [competitive] advantage.



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What Advantage?


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History of KM: Academic PerspecAve

Michael Polanyi

1950s

Aristotle

c. 350 BC

Classification of

Knowledge

Aristotle

Sir Francis Bacon

17th Century 1990s

Carla O’Dell

2000s



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What is knowledge?

knowledge is "defined broadly to include information, data, communication and

culture" (p. 293)

Knowledge

Data

Information

Knowledge:

Concepts, experience, and insight that provide a framework for creating, evaluating and using information (p. 373).


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The CogniHve Hierarchy

Knowledge

Information

Data

Ackoff’s Apex Wisdom

Understanding

Knowledge

Wisdom:

The collective and individual experiences of applying knowledge to the solution of problems (p. 373).



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Puqng the Pieces Together

October 27, 1917

Q1 - What time is it?

Q2 – Where are these people?

Q3 – Why is the boy smiling?


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Data

Data

Davenport & Prusak (1998) define data “as a set of discrete, objec%ve facts about events” and they suggest, “in an organiza%onal context, data is most usefully described as structured records of transac%ons” (p. 2).



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InformaAon

Data

InformaHon

Peter F. Drucker (1998) claims that "Informa)on is data endowed with relevance

and purpose"


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Knowledge

Knowledge

Data

InformaHon

Authors Joseph and Jimmie Boyem (2001) suggest "knowledge is easy to talk about but hard to define"


Managing the Metamorphosis of Knowledge

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Knowledge

Information

Data

Type 2 - Information Managers

• Context • Categorize • Calculate • Correct • Condense

Type 1- Knowledge Managers

• Compare • Consequences • Connects • Conversation

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Management Tasks

0

1

2

3

4

Mea

n

C4 - C

onversa

tion

C6 - C

ategor

ize

C9 - C

onden

se

C2 - C

onsequ

ence

s

C7 - C

alculat

e

C3 - C

onnec

ts

C8 - C

orrect

C1 - C

ompare

Frequency Information Anxiety Summary of Findings

• Significant negative relationship between frequency of task and information anxiety t(6) = -4.243, p = .005

• r2 value of 0.75 indicates that frequency of task explains 75% of the variability in information anxiety.

Implications

KM strategy and sharing may help reduce anxiety with infrequent tasks

High scale reliability Cronbach's Alpha of 0.800



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Types of Knowledge

Michael Polanyi

Easier to replicate

Leads to competency

Harder to articulate

Harder to transfer

Harder to steal Higher competitive

advantage

Contributes to efficiency

Easier to document and share

20%

80%

Explicit

Tacit Carla O’Dell

O’Dell, C. (2002, May). Knowledge Management New Generation. Presented at the APQC’s 7th Knowledge Conference, Washington, DC.


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Exchange and Transfer of Knowledge

Socializ

ation Externalization

Interna

lization C

ombination

TACIT

EXPLIC

IT

EXPLICIT

TACIT

Ikujiro Nonaka



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The importance of sharing . . .

According to Computer Associates . . .

http://www.youtube.com/watch?v=lH39xjXaLW8

Yu, shall I teach you what knowledge is? When

you know a thing, to hold that you know it;

and when you do not know a thing, to allow

that you do not know it;—this is knowledge.

—Confucius, The Analects, 2:17

CHAPTER 5

DO YOU REALLY?

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OrganizaAonal Forgeqng (de Holan et al.)

Sou

rce

of K

now

ledg

e From Existing Stock

Memory Decay Unlearning

Newly Innovated Failure to Capture Avoiding Bad

Habits

Accidental Intentional Mode of Forgetting

Figure 7. Forms of Organizational Forgetting (Adapted from de Holan et al.)


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Energizing a NaAon



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What do we know 40 years later?


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OrganizaAonal Memory

OrganizaAonal memory is the body of knowledge, past, present, and future, necessary to achieve the strategic objecAves of an organizaAon. Enabled by technology, leadership, and culture, organizaAonal memories include repositories of ar)facts, communi)es of people, and organiza)onal knowledge sharing processes, which focus on achieving the organiza)onal vision.

Girard, 2009



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OrganizaAonal Forgeqng (de Holan et al.)

Sou

rce

of K

now

ledg

e From Existing Stock

Memory Decay Unlearning

Newly Innovated Failure to Capture Avoiding Bad

Habits

Accidental Intentional Mode of Forgetting

Figure 7. Forms of Organizational Forgetting (Adapted from de Holan et al.)

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Are your messages clear?


Well that didn’t actually happen, but . . . it

could have!

—Geena Davis, Actor and Raconteur

CHAPTER 7

FUTURE TALES

iBooks Author

Memory Test*

� Bed � Rest � Pajamas � Pillow � Snore

� Slumber � Night � Awake � Blanket � Dream

* Developed by Nancy Dixon

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Knowledge Management

Information Management

Data Management

Artificial Intelligence

Expertise Locator

Records Management

Document Management

Database Management

Data Warehouse

Data Integration

Virtual Collaboration

Group Ware

Taxonomies

Ontologies

Enterprise Portal

Content Management

After Action Review

Forms Management

Search Engine

Web Portal

Storytelling

Subject Classification

Communities of

Practice

* Developed by Denise Charbonneau (TBS) and Dr. John Girard

InterrelaAonship of DM, IM, KM* 45


Stonecumer or Cathedral Builder?


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John Constable. Salisbury Cathedral, from the Meadows. 1831. Oil on canvas. Private collection, on loan to the National Gallery, London, UK.


Storytelling by Steve Denning

Purpose of Story �  Sparking acAon �  CommunicaAng who you are �  Transmiqng values �  Fostering collaboraAon �  Taming the grapevine �  Sharing knowledge �  Leading people into the future

www.stevedenning.com/SIN-136-HBR-publishes-Telling-Tales.html

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HBR May 2004

In June of 1995, a health worker in a Hny town in Zambia went to the Web site of the Centers for Disease Control and got the answer to a quesHon about the treatment for malaria. Remember that this was in Zambia, one of the poorest countries in the world, and it happened in a Hny 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 organizaHon we could become.

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WriAng the Future

�  Snowden’s (2002: 3) ‘we can always know more than we can tell, and we will always tell more than we can write down.’

However, Snowden (2002:3) suggests:

�  I can speak in five minutes what it will otherwise take me two weeks to get round to spend a couple of hours wriHng it down. The process of wriHng something down is reflecHve knowledge; it involves both adding and taking away from the actual experience or original thought. ReflecHve knowledge has high value, but is Hme consuming and involves loss of control over its subsequent use.

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Guiding Government Leaders into the Future

Ø  excite change in a very large bureaucraAc organizaAon

Ø  Five years in the future Ø  Balance of real and

imaginary

CriAcal Success Factors:

Ø  Look of the story Ø  Believable Ø  ExecuAve Support

For complete stories see: www.johngirard.net

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Guiding Faculty into the Future

Ø  excite change in a small mid-‐west university

Ø  Mock interview with Dean Ø  Balance of real and

imaginary

CriAcal Success Factors:

Ø  Real Dean Ø  RealisAc Journal Ø  “Now I get it”

For complete stories see: www.johngirard.net

Powerful Messages


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A Leader's Guide to Knowledge Management - International Institute for Applied Knowledge...

Leadership & Management

Transcript of A Leader's Guide to Knowledge Management - International Institute for Applied Knowledge...