RIKM3 Leveraging the relationship between RM, IM and KM
-
Upload
david-williams -
Category
Leadership & Management
-
view
155 -
download
1
description
Transcript of RIKM3 Leveraging the relationship between RM, IM and KM
RIMPA 2014 Professional Development Series
RIKM3
Leveraging the relationship between RM, IM and KM
2 April 2014David Williams
Convenor actKM
David Williams
He was previously the information architect for DEEWR also managing the records management team and the department’s library. David has managed and implemented several major projects in government departments for both services and solutions and is now delivering his extensive skills back into government departments on a consulting basis in decision support systems and procurement management. David has a Cert IV in training and assessment, a Diploma in engineering, a Grad Dip in Public Sector Management and a Master’s degree in Project Management. He has been a Certified Practicing Project Director and is an accredited workplace trainer and Assessor. He is the President of the ACT KM forum, chair of the Information Awareness Committee, Convenor of the ACT Information Governance Community of Practice and is on the Board of the Institute of Information Management. David has lectures at the University of Canberra on Knowledge Management Systems. 3
David's background is in project and contract management in the construction industry on large projects such as Loy Yang power station in Victoria, the Submarine construction facility in SA, Bruce Stadium & New Parliament House in the ACT. He joined the Department of Defence in 1989 on the New Submarine Project before working across Defence in the management fields of human resources, information, knowledge, quality, risk and enterprise architecture.
• An international not-for-profit learning community dedicated to building and sharing knowledge about public sector knowledge management
• Seek to contribute to improved organisational performance through effective management of knowledge and information resources.
• Provides an environment where members can create and share knowledge about both public and private sector knowledge management issues.
• Free!• www.actkm.org
Scope
• What is the problem (or opportunity)• Desired future state• Options• The difference between data, information,
records, knowledge and wisdom • And the synergies• An Intellectual Capital approach
Problem / Opportunity
Problem / Opportunity
Organisations typically:• undertake records management because
they are required to,• Implement information management
because they need to, and• Introduce knowledge management
because the CEO thinks it’s a good idea.
Problem / Opportunity
• RM and IM are typically seen as overhead costs
• KM is seen as a whim of the CEO• Data, information, knowledge and wisdom are
incorrectly seen in a hierarchy of value• RM, IM and KM are rarely integrated• Records, Information and knowledge are not
identified or valued as organisational assets
Strategic drivers
Strategic driversOrganisations are typically seeking to:• Retain staffing and funding levels• Maintain core capability / delivery of services• Reduce risk• Seek to reduce overhead costs (RM, IM and KM)• comments?
‘The only sustainable competitive advantage is an organization's ability to learn faster than the competition.’
Peter Senge 1990
Desired future state
Desired future state• Records, Information and knowledge are
valued as organisational assets.• RM, IM and KM no longer exist as stove-
piped functions but complimentary practices to enable an organisation to better achieve its objectives.
Constraints and challenges
Constraints and challenges
• Organisational change• Downsizing• Rotation/change of executives and staff• Budget cuts• Competing priorities• Risk adverse executives
‘The single biggest missed opportunity for leaders of organisations is the failure to capitalise on the collective genius of the people in their organisations and communities’
Dr. Robin Wood The Future of Strategy,
the Role of the New Sciences
16
Options
Options
• Engineer an organisational (near) disaster• Introduce strategies by stealth• Infiltrate government executive• Develop case studies and lobby
management
Analysis
Making Sense Of Data, Information and Knowledge
• Designed by: Milan Zeleny • Developed: 1987• Contains four levels
• Wisdom and knowledge are high up within the pyramid structure.
• 73 versions of DIKW pyramid found on Google images• Designed to describe the differences and relationships
between the concepts of Data, Information, Knowledge and Wisdom.
DIKW pyramid
χ data is an abstraction, information refers to the act of communicating meaning, and knowledge is the event. Therefore a logical hierarchy is a fairytale - Raphael Capurro
χ knowledge is too vague - John Dewey and Arthur Bentley
χ dated and unsatisfactory philosophical position of operationalism and inductivism - Martin Frické
χ It is absurd to start with pure observations without anything in the nature of a theory. Popper
eg: Librans are more likely to fracture a pelvisχ Data, information and knowledge are different classes
Criticism
Classification Analogy
Dogs
Horses
Black sheep
White sheep
How should it relate?
Popper’s 3 Worlds concept
World 1
Objects and Events
World 2 Cognition
World 3
Records, Information and Data
designs laws
statements
data
documents
beliefs
intent mood memory
concepts
perception
crittersbooks
gravity
atoms
Components of the 3 Worlds
Photos
Images
Audio
VideoRecords
Events
Plants
relationships
Software code
Stories
Popper’s 3 Worlds
World 2 Cognition
World 3
Records, Information and Data
World 1
Objects and Events
reco
rdAct
Internalise (read)
Externalise (create)
Observe/experience
Out
put/P
redi
ctio
n
• Can be structured or semi-structured
Records Information & Data
DATA
INFORMATION
RECORDS
A Data item has three components:1. subject2. attribute 3. value
"The temperature in degrees Celsius of the room is 21“
• Data is structured information • Data is no less valuable than unstructured information• Data is not a fact or necessarily true
Data
• A fact is something that has really occurred or is actually the case.
• The usual test for a statement of fact is verifiability, that is whether it can be proven to correspond to experience.
• Scientific facts are verified by repeatable measurements, tests or experiments.
• That “the colour of a unicorn is blue” is data, but not a fact.
• Records are facts
Facts
• A judgment, proposition, or idea that is true or accepted as true.
• Truth involves the quality of faithfulness, fidelity, loyalty, sincerity, veracity.
• Truth is more subjective than fact. • Truth conforms with fact or reality.
That ‘the colour of unicorns is blue’ is not a fact (as it cannot be measured and validated), but it might be true!
Truth
• Information that supports the facts or truth• Direct proof of the truth of an assertion. • Admissible in a legal proceeding to fulfil the
legal burden of proof. • Includes:
– Testimony– Documents and records– Video, audio and images– Physical evidence– Observations and experimental results
Evidence
Evidence Act 1995 – Sect 147‘If:
the document is, or was at the time it was produced, part of the records of, or kept for the purposes of, a business and the device or process is or was at that time used for the purposes of the business then,
it is presumed (unless evidence sufficient to raise doubt about the presumption is adduced) that, in producing the document on the occasion in question, the device or process produced that outcome.’
Knowledge
“A body of understanding and skills that is constructed by people and increased through interaction with other people and with information.”
AS 5037 - 2005
36
“A demonstrated, superior ability to understand the nature and behaviour of things, people, or events; resulting in an increased ability to predict behaviour or events which then may be used to benefit self or others.“ B. Legesse
or
The ability to see patterns in complex situations and take action (before others)
Wisdom
How should this fit together?
An Intellectual Capital approach
Objective
Organisational Capital (or Assets)
Financial Physical Intellectual
45
World 3
Records, Information and Data
World 2
Cognition/Knowledge
Wisdom
Intellectual Capital/Assets
Social Capital
Organisational Capital
IP ™ ©
46
Human Capital
Social Capital
Organisational Capital
IP ™ ©
47
Human Capital
Managing Intellectual Capital (RIKM3)
Knowledge Management
Records and Information Management
Why does it need to fit together?
49
NBN & asbestos pits• Thousands of telco-pits across Australia were
being prepared for the NBN• Discovery of asbestos in many pits• Ignorance of the hazard • Poor management• Outsourced and sub-contracted operations
What knowledge, records, information and data was required to manage this situation?
50
RIKM3 Success Stories• Accenture• Boeing• Chrysler-Daimler• Lockheed Martin• 3M• General Electric• Buckman Labs• Shell• City of New York 51
Buckman Labs
• Founded in 1945 • in 3 years sets industry standards for
microorganisms control• $270 million company • 1,200 people in 80 countries• makes more than 1,000 different specialty
chemicals• 8 factories around the world
New Leadership
In 1978 Bob Buckman becomes CEO of Buckman Laboratories
He decides to change the way the company operates:
- from a Multinational organization to a Global organization
and its the management style:- from Product driven to Costumer driven
New Practices• Initially the company used SMEs, moving around the
globe to share practices.• Questions and & Answers were paper-based resulting in a
long time to get answers and an overly complicated system
• Problem: those who really needed info were those dealing with the customers.
• From 1986 a more systematic approach to best practices was implemented with the use of IBM systems
• Within one year the first knowledge sharing system was created.
• The users were given $100 if their answer was considered helpful.
The launch• The shift from knowledge hoarding to knowledge
sharing began.• In the beginning there were no rules for what can
and cannot be posted online• It was important to the company to make K'Netix
accessible from any location.• They introduced K'Netix in 15 languages with the
help of 3 translators
Buckman Labs Key Principles• Create systematic business processes that are simple, easy
to learn and easy to do. • Keeping everything inline with on overall business strategy
and maintaining a clear link to ROI• Shifting a business model that relies on products to one
that relies on customer intimacy• Constantly striving to maintain innovation and growth
through creativity and learning at the organizational and individual level
• Knowing that areas of value and benefit do not always come from obvious sources and when one is recognized, it must be nurtured
• Understanding that all levels of management are key and must be valued appropriately
The Early Results
By 1994 K'netix had already achieved some remarkable results. However, they found it difficult to document how such intangible theories equated to success. The statistics below are their best way of tangibly displaying the benefits of their business model.
• 65% of Buckman’s associates were out selling, compared to 16% in 1979.
• 33% of sales were from products less than five years old, compared to 22% prior.
• 72% of associates were college graduates, compared to 39% in 1979.
"Mother of All Accountability Tools" – First Announced in State of the City gives New Yorkers Access to Constantly-Updated Performance Data from City Agencies
RIKM3 Strategies• Value our intellectual capital• Centralise RIKM3 under the CFO• Cross-pollenate our RIKM3 skills• Capture and share more stories• Seek opportunities to add value to the core
business – BI (Defence)• Continue to seek out emerging technology
as enablers• Employ more librarians (boundary
spanners) & integrate them into business
Valuing our Intellectual Capital
Intellectual capital is the only asset that increases in value the more you use it!
T. Davenport & L. Prusak
1. Don’t underestimate the value of good data2. Don’t confuse data with facts or truth3. Run away from legal matters and court rooms4. A common understanding of terms is really useful5. Records show where we have been and are the baseline
for where we are going – use them!6. Knowledge is created/gained from experience & context
rather than from information7. Life is too busy to worry about managing wisdom8. Keep pushing the barrow, you will be vindicated
Take aways
‘Knowledge technologists are likely to become the dominant social, and perhaps also, political force over the next decades.’
Peter Drucker"The next society" Economist.com (November 2001)
In summary…..
Questions?
63
• Ackoff, R.L. (1989) From Data to Wisdom, Journal of Applied Systems Analysis, Volume 16, 1989 p 3-9.• Cleveland H. (1982) Information as Resource, The Futurist, December 1982 p 34-39. • Cleveland H. (1985) The Knowledge Executive: Leadership in an Information Society (New York: Truman Talley
Books, 1985) 21-23; • Drucker, P.J. (2001) The next society in the Economist.com• Eliot, T.S. (1934) The Rock, Faber & Faber.• Frické, M 2009, ‘The knowledge pyramid: a critique of the DIKW hierarchy’, Journal of Information Science, pp.
96-131, viewed 16 June 2012, EBSCO database. http://arizona.openrepository.com/arizona/bitstream/10150/105670/1/The_Knowledge_Pyramid_DList.pdf
• Gene Bellinger, Durval Castro, Anthony Mills: Data, Information, Knowledge, & Wisdom, http://www.systems-thinking.org/dikw/dikw.htm
• Klein, G. (1999) Sources of Power: How People Make Decisions Cambridge, MA: MIT Press• Lucky, Robert W. (1989), Silicon Dreams: Information, Man and Machine (New York: St. Martin’s Press, 1989)
19-20.• Senge, P. (1990) The Fifth Discipline – the art and praxtice or the learning organisation. Rndom House, Sydney• Snowden http://cognitive-edge.com/blog/entry/3840/what-is-sense-making/• The Differences Between Data, Information and Knowledge http://www.infogineering.net/data-information-
knowledge.htm [Accessed 22nd June 2013]• What is the difference between data, information and knowledge? https://www.youtube.com/watch?
v=mUgEgkV16Bw&feature=player_embedded• Yucong Duan, Christophe Cruz (2011), Formalizing Semantic of Natural Language through Conceptualization
from Existence. International Journal of Innovation, Management and Technology(2011) 2 (1), pp. 37-42.• Zeleny, M. "Management Support Systems: Towards Integrated Knowledge Management," Human Systems
Management, 7(1987)1, pp. 59-70.
Bibliography