IKE'12 - A Leader's Guide to KM

www.johngirard.net [email protected] 1


“a group of obviously related units of which the degree and nature of the rela�onship is imperfectly known”


Could this happen to you?


What is knowledge?

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

(p. 293)

Communication

Data

Information

Culture

The Cogni�ve 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).


The difference . . . Data to Knowledge

October 27, 1917

Q1 - What time is it?

Q2 – Where are these people?

Q3 – Why is the boy smiling?

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.


Exchange and Transfer of Knowledge

Ikujiro Nonaka

Socializ

ation Externalization

Interna

lization C

ombination

TACIT

EXPLIC

IT

EXPLICIT

TACIT

The importance of leaders sharing . . .

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


A New View Knowledge Sharing in a 2.0 World © 2012, John P. Girard, Ph.D.

LeadershipMeasurement

Process

Tech

nolo

gy Culture

A li�le TLC goes a long way! Knowledge Sharing in a 2.0 World © 2012, John P. Girard, Ph.D.

Leadership

 Transparency

 Vision and example

 Resources (including time) Technology

 Help or hinder

 Security issues

 Tending toward free

Culture

 Need to Share vs Need to Know

 Privacy

 Content Creators


Process

Tech

nolo

gy Culture


The Right Message

17

h�p://www.youtube.com/watch?v=Hzgzim5m7oU

TLC: Technology

“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


The Social Technographics™ Ladder

Creators

Cri�cs

Collectors

Joiners

Spectators

Inac�ves

US 55+ 12%

28%

12%

26%

64%

30%

US 18-‐24 46%

50%

38%

85%

89%

3%

US 35-‐44 23%

34%

20%

54%

73%

17%

2010 24%

37%

21%

51%

73%

18%

2007 18%

25%

12%

25%

48%

44%

US Adults

The Power of YouTube


The Genera�on Game

Digital Na�ve or Digital Immigrant?


Twi�er Revolu�on

See Sonia Ben Jaafer: www.slideshare.net/KMMiddleEast

New Technology: Always Good?


The Right Technology

TLC: Leadership

Including Ray Downey, Special Operations Command lost 95 men that day – totaling 1,600 years of experience. (emphasis added)


Open Leadership

Respect that your customers and employees have

power.

Share constantly to build trust.

Nurture curiosity and humility.

Hold openness accountable. Forgive failure.

http://www.charleneli.com/resources/new-‐rules/

Openness Audit

http://www.slideshare.net/charleneli/openness-‐audit


A leader’s view on “knowing”. . .

“. . . 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.”

Knowns and Unknowns

Unknown Knowns

Unknown Unknowns

Known Knowns

Known Unknowns

Comp Intell

HP


Unknown unknowns

Somewhere on the West Coast

Impact of Culture on Communica�on


Tribal Leadership

h�p://www.triballeadership.net/what-‐is-‐tribal-‐leadership/diagnosing-‐culture

Free Audio Book

h�p://www.triballeadership.net/audio-‐book


Emphasis on So� Skills

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


Hofstede: Cultural Dimensions

Cultural Dimensions: Power Distance

0

1

2

3

4

5

6 Canada

USA

England

Australia

South Africa (W)

South Africa (B)

Japan

Singapore

Power Distance Prac�ce Power Distance Value


Cultural Metaphors

Will people understand your message?


Exchange and Transfer of Knowledge

Socializ


Interna

lization C

ombination

TACIT

EXPLIC

IT

EXPLICIT

TACIT


Process

Tech

nolo

gy Culture

The Knowledge Edge – The Ul�mate Goal

Knowledge

Information

Data

Wisdom

Understanding

Knowledge

Know

ledge

Cre

ation

“With 3,600 stores in the United States and roughly 100 million customers walking through the doors each week, Wal-Mart has access to information about a broad slice of America . . . The data are gathered item by item at the checkout aisle, then recorded, mapped and updated by store, by state, by region . . . By its own account Wal-Mart has 460 terabytes of data.” ( 750,000 CDs 1 terabyte ~ 1,000,000 MB)

14 November 2004

Hurricane


Memory Test*

43

* Developed by Nancy Dixon

� Bed � Rest � Pajamas � Pillow � Snore

� Slumber � Night � Awake � Blanket � Dream


The Story of Stuff Crea�on and Transfer of Knowledge

Socializ


Interna

lization C

ombination

TACIT

EXPLIC

IT

EXPLICIT

TACIT

Combination  Formal Education (MBA)

 Policies

 Data mining Teradata, 1991 Wal-Mart, 2004

Internalization  Learning by doing

 Experience

 Values/Ethos

TYLENOL® crises of 1982 and 1986

Our Credo (Johnson & Johnson)

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/

The Story of Stuff

49

Crea�on and Transfer of Knowledge

Socialization Externalization

Interna

lization C

ombination

TACIT

EXPLIC

IT

EXPLICIT

TACIT

Combination  Formal Education (MBA)

 Policies

 Data mining Teradata, 1991 Wal-Mart, 2004

Internalization  Learning by doing

 Experience

 Values/Ethos

TYLENOL® crises of 1982 and 1986

Externalization  After action review

 Lessons learned

 Metaphor

Socialization  Social spaces (Ba)

 Master/apprentice

 Storytelling


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

Interrela�onship of DM, IM, KM*

A�er Ac�on Review

1.  What was planned?

2.  What happened?

3.  What is the delta?

4.  What do we do about it?


Stone Cu�er or Cathedral Builder?

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 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

HBR May 2004

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.


Wri�ng the Future

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.

Guiding Government Leaders into the Future

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 Faculty into the Future Knowledge Sharing in a 2.0 World © 2012, John P. Girard, Ph.D.

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

Storytelling by Steve Denning

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


Powerful Messages


h�p://www.youtube.com/watch?v=exiLL_ArCoc


Can social technology solve the problem?

h�p://www.youtube.com/watch?v=6FAsZ4J8O70

A New Approach to Mee�ngs

Measuring Success


A word on incen�ves

h�p://www.youtube.com/watch?v=GEHilEXW_wY

Final Thoughts: The Right Message

67

h�p://www.youtube.com/watch?v=jnwQYwAnud4


John P. Girard, Ph.D.

IKE'12 - A Leader's Guide to KM

Technology

Transcript of IKE'12 - A Leader's Guide to KM