Knowledge Maturing Model v3
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Transcript of Knowledge Maturing Model v3
MATUREContinuous Social Learning in Knowledge
Networks
Knowledge Maturing Model v3
(WP 1)
UIBK, FZI
2nd Annual ReviewMay 5-6, 2010,
Barcelona
http://mature-ip.eu
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Main route year 2
Function of the model & procedure in year 2
Focussed state of the art analysis
Knowledge Maturing Model Landscape• Knowledge maturing indicators• Knowledge maturing activities• Guidance• Phase model v3
Conclusions & Outlook
MATURE - Continuous Social Learning in Knowledge Networks
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Function of the model
Conceptual anchor for the project and multiple boundary objects between the different strands of research, development and evaluation activities
Framework for analysis of company contexts, for interventions and the assessment of their effects
Foundation for systematic design of supporting solutions
MATURE - Continuous Social Learning in Knowledge Networks
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Process year 2
MATURE - Continuous Social Learning in Knowledge Networks
MATURE - Continuous Social Learning in Knowledge Networks
Focussed state of the art analysis
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Is knowledge maturing a process of continuous evolutionary change?
Christensen: dichotomy between sustaining and disruptive innovation• sustaining innovation corresponds to an evolutionary
development of knowledge• disruptive innovation has as a prerequisite that you have
built up a new strand of knowledge (i.e., “revolutionary” knowledge development) before becoming an innovation
Consequence: • Evolutionary support: functionality for easily changing
things, collecting feedback and filtering of new ideas • Revolutionary support: creating rooms for new
developments, not constrained by existing knowledge structures, starting again from scratch.
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Is more mature always better?
Knowledge can enable and constrain effective action More knowledge is better: a questionable assumption Reflects a similar discussion on information
• Information demand, logistics, overload, filtering (for action)
Sedimentation also has two sides• Increases confidence of knowledge workers, identify “solid
knowledge rocks” out of the waves of transient knowledge• Increases core rigidity
Balancing by strategy & guidance It is not more knowledge, but
selected knowledge that is moremature that counts in our model.
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What is the role of artefacts for knowledge maturing?
Boundary objects = “objects that both inhabit several communities of practice and satisfy the informational requirements of each of them”• requires robustness on the one side, but also
interpretative flexibility
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The knowledge maturing modellandscape
Knowledge Maturing Criteria & Indicators
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Knowledge maturing indicators
operationalise the notion of knowledge maturing • how can we observe or assess knowledge maturing?
provide a basis for guidance activities in a closed-loop approach: • how can we systematically and traceably intervene into
knowledge maturing with the help of guidance activities?
help shaping goals and measures in broader initiatives for knowledge management • how can we align interventions into knowledge maturing with
the portfolio of management instruments already in use in an organisation?
Are based on context-dependent assumptions • no universal indicators, but a “construction kit”
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Problems with Indicators v1
First version defined on the basis of the ethnographic studies
However:• Not clear what they actually measure and how it relates
to knowledge maturing• Differentiation needed between
o State-based (measuring maturity) and event-based (measuring maturing) indicators
o Levels of granularity (knowledge maturing of a certain piece of knowledge vs. knowledge maturing processes in a company in general)
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Criteria
Artefact-related • measure something related to any form of artefact
Individual capability-related • individual’s experience, competence, or knowledge.
Sociofact-related • quality of social interaction or meta-competencies on a collective
level
Alignment of artefacts and cognifacts. • aligning the maturity or formality of artefacts with the maturity
of the cognifacts, avoiding over- and under-formalization.
Impact & Results. • measure maturity of knowledge through the output it generates
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Artefact-related
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Sociofact-related
MATURE - Continuous Social Learning in Knowledge Networks
Guidance
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Guidance
any influence on the direction (“goal”) or the quality of knowledge maturing processes by entities not directly involved in them.
can range from • an unintended “influence” (e.g., via the mere existence
of artefacts) • via explicit shaping of context conditions (e.g., giving
room for collaboration, recommendation of artefacts) • up to direct interventions into the setting of goals or
even operational procedures (e.g., decisions on what to pursue and what to discard, prescription of artefacts).
not limited to persons as the “guiding” entity
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Forms of guidance
Artefact-based guidance• Awareness of existence• Legitimation, commitment• Quality and usefulness• Level of formality
Sociofact-based guidance• Culture• Collaboration and communication structures• Shared practices
Managerial guidance• Setting goals and thus giving priority• Shape work environment and work organisation• Organise and coach learning processes
MATURE - Continuous Social Learning in Knowledge Networks
Knowledge Maturing Phase Model
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Phase Model v3
Splitting an instructional and an experimental path (major strands from interviews)
Separating large-scale roll-out from the standardisation phase without necessarily a wider standardisation (major need for clarification in the interviews)
Institutionalization has two perspectives:• external (black box; output specification, service, product) • internal perspective (white box; process, practice, roles,
responsibilities, feedback mechanisms etc.)
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Conclusions
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Summary
Improved understanding through theoretical work as well as reflection in empirical work
Take-up of experiences made with demonstrators Major extension of the Knowledge Maturing Model
into a Landscape of Models Refining of Concepts of Knowledge Maturing Impact on Coordination of Year 3 Activities
• Prototype development• Evaluation• In-depth Study• Conceptual refinement of KMMM
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Advancing the state of the art
Knowledge maturing model landscape provides a unique system for• Analysing knowledge development processes and their
existing barriers (motivational, organisational etc.)• Identifying key activities to improve• Designing socio-technical systems intending to
overcome barriers• Making knowledge maturing and the effects of
intervention measurable• Linking knowledge maturing to other organisational
functions
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Future plans
Guidelines for knowledge maturing support
Alignment of KM indicators with standard reporting system (KPIs)
Consideration of complementary initiatives, such as innovation management, quality management, high performance management
Interventions and levers as proposals for guidance activities
MATURE - Continuous Social Learning in Knowledge Networks