a leader's guide to knowledge management - international institute for applied knowledge...
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John Girard's pre-confernece workshop "A Leader's Guide to KM" at the International Institute for Applied Knowledge Management's conference held on the campus of the The American University in Bulgaria, Blagoevgrad, BulgariaTRANSCRIPT
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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
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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
iBooks Author
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A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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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)
A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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The Cost?
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Broader Challenge = InformaAon Anxiety
A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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
A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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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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?
iBooks Author
A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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FoundaAon or Too Busy
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Knowledge Sharing – Nothing New?
A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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Defining Knowledge Management 20
http://www.johngirard.net/km
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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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A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
Knowledge Sharing – Nothing New?
A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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Knowledge Management is the creation, transfer, and exchange of organizational knowledge to achieve a [competitive] advantage.
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A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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What Advantage?
A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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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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A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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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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A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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InformaAon
Data
InformaHon
Peter F. Drucker (1998) claims that "Informa)on is data endowed with relevance
and purpose"
A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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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"
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Managing the Metamorphosis of Knowledge
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A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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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A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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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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A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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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?
iBooks Author
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A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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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.)
A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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Energizing a NaAon
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A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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What do we know 40 years later?
A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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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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A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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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?
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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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A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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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
A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
Stonecumer or Cathedral Builder?
A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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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.
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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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A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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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A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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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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A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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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A Leader's Guide to KM © 2014, John P. Girard, Ph.D.
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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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