!e Road go" ever on and on Do# from $ door where it began.Now far ahead $ Road has gone, And I mu% fo&ow, if I can,Pursuing it wi' ea(r feet, Until it joins some lar(r wayWhere many pa's and errands meet. And whi'er 'en? I cannot say.

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First

summary from last class... and our goal for the beginning of today’s.

Technology rules

! Information technologies have stable properties

! These properties have unavoidable effects across society and organizations

! Information technology affects all organizations equally

The powerful rule

! Information technologies have stable properties

! These properties have activated effects across society and organizations

! Those in power (incl. managers) decide:" which properties to activate " by choosing the technology mix

Interactive approach

Each information technology has dynamic properties determined by how people use it

It is people’s use of IT, and not IT itself which shapes society and organizations

Those in power can shape interpretive schemes, but not technology use directly

IT is a resource for improvisation

Biz strategy

IS strategyOrg’l strategy

Biz strategy

Org’l strategy IS strategy

analysis Implementation

SECOND

Biz strategy

IS strategyOrg’l strategy

analysisIT does not provide competitive advantage directly, but it is of strategic consequence

IT matters strategically

Market pull: Punctuated change

Organizational push: Continuous change

The ISS Triangle, reallyBiz strategy

IS strategyOrg’l strategy

Biz strategy

IS strategyOrg’l strategy

Biz strategy

Org’l strategy IS strategy

analysis Implementation

IS strategy --> Biz strategy

Biz strategy

Org’l strategy IS strategy

Implementation

simplemeasurements

Surfacing secrets

Outliars

Systems thinking

IS strategy --> Org strategy

IS strategy

Automatic Reporting

ContinuousVisibility

ID work(avoid shame)(anticipatory)

COMPLIANCE(adjusted(façade)

Rationale for adjustment

Effortful reporting

Need to enforce reporting

Opportunity to represent

compliance

IS strategy --> Org strategy, really

IS strategy

Automatic Reporting

ContinuousVisibility

ID work(avoid shame)

(anticipatory)COMPLIANCE

(façade)Effortful reporting

Need to enforce reporting

Opportunity to represent

compliance

challenges &opportunities managerial

practices

employees’practices

third

Process of change

Cultural contents

Cultural processPower & influence

Alignment &

incentives

:-(

:-)

InternalExternal

Onwards

InternalPressures of use

ExternalOutcomes of use

KMS

KMS is seen as a strategic tool

Failing at KMS is of strategic consequence

However, managers don’t have a clue!

Organization Value Approach Technology Results

Chevron Reduce operating costs

Communities of Practice (COPs), facilitate transfer of Best Practices

Standardized Microsoft platform,

Plumtree portal

$2 billion reduction in

annual operating costs

(1991 vs. 1998)

Cap Gemini Ernst & Young

Faster revenue growth, lower

costs

COPs, central KM managers, content

management

Microsoft platform and

Exchange

10-fold increase in revenue with

5-fold increase in employees

Increased production from

1500 to 6000 bbl/day for customer

Schlumberger Knowledge in the hands of

employees and customers

Technical COPs, intranet & extranet

Web enabled

Results

Reduced customer request time,

increased sales productivity

Organization Value Approach Technology

Best BuyBring creative,

new solutions to market faster,

Shorten the learning curve,

Lower costs

COPs, Steering Committee,

Design teamsKM Program

Office

Enterprise portalSkill-based people

finderCommunity sites

IBM Global Services

Revenue growth, industry

leadership

COPs, knowledge managers,

Intellectual Capital

Management System

Lotus Notes, Raven, Domino

400% increase in service revenue, time savings of $24M in 1997

HP Revenue growth, customer demand

Focused on people and process

solutions

70+ COPs speed adoption of consulting approaches

COPs, knowledge maps

Knowledge Management Approaches

Interaction

Codification

Resources Required +-

Self service

Communities of practice

Knowledge Management Approaches

Interaction

Codification

Resources Required +-

Self service

Intranets

Portals to key info

Search

Yellow Pages

Best Buy: Self-service

Enterprise Portal

Integrated Search Engine

Knowledge Repository

Personalization

Skills-Based People Finder

Personal Information

Location Information

Skills & Competencies

Knowledge Management Approaches

Interaction

Codification

Resources Required +-

Communities of practice

K. Sharing

Learning Communities

CoPs

Best Buy Community Sites Application

Community Sites

95% re-usable format

Extensive usability testing

Redundant infrastructure

Database/ parameter driven

Nested Communities

“My KM is spelled with 6 letters, and they are...”

Why? Harnessing knowledge is difficult

1. e-KMS is hard on the brain

2. Identity work hampers knowledge sharing

3. People have different learning styles

4. Different knowledges are incomensurable

5. Power is at stake in knowledge

1. Knowledge is embodied

Mind = Brain + material artifacts

2. Knowledge work is threatening to ID

Identity work is the dominant motivator

Participating in knowledge production is a threat to identity

Only when identity is safe do people engage in knowledge creation and sharing

Challenges in KW / IW

Fear of incompetence

Witholding of contribution (OTTPI)

Marrying theories and tools

Sustaining group dynamics

3. People have different learning styles

Learning style is a function of:

Neural constitution

Learning trajectory

Social context

Mismatch between KMS and learning style significantly hampers learning

What kind of KMS do you need?

4. The problem of incomensurabilityKnowledge work is multi-disciplinary, but different disciplines work under different paradigms

A!Paradigm!includes:

A set of metaphysical assumptions

Particular theories of the subject matter

!Examples of solved problems

Apparatus and experimental procedures

Paradigms change through revolution and conversion (not evolution an persuasion)

Problem of Incommensurability: Outcomes

Experts in an old paradigm may not be able to communicate with those in a new

Participants from different disciplinary cultures may not be able to communicate with each other

# Making it impossible to work towards a common goal

5. Power dynamics in knowledge creation and sharing

1. Imperialism

2. Trading

3. Sharing models

Imperialism

! A (technological, ideological, or political) elite

! has the overall problem representation

! black boxes others into specific roles whose purpose those persons do not need to understand.

! communication downward (orders) & upward (evidence of obedience)--no trade

Trading

Trade mediated primarily by interactional expert

To facilitate trading zones, these experts have to be reflective, able to analyze their own role within the zone

Trade mediated primarily by creole, creating interactional experise among multiple participants

Sharing models

Shared mental model:

! All participants need to share a common representation of the system and its goals.

! Dynamic representations, so sharing needs to be continuous.

" Flowing to the work & avoid groupthink

! Joint contribution to development of a new expertise

The user imperative

1. e-KMS is hard on the brain

2. Identity work hampers knowledge sharing

3. People have different learning styles

4. Different knowledges are incomensurable

5. Power is at stake in knowledge

What to do?

Process of change

Cultural contents

Cultural processPower & influence

Alignment &

incentives

:-(

:-)

InternalExternal