dr. don belles: [email protected] 3-12-02 knowledge technology 2002 km and dehumanization:...
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Dr. Don Belles: [email protected] 3-12-02
Knowledge Technology 2002
KM and Dehumanization: A reason to resist
Dr. Don Belles: [email protected] 3-12-02
Talking about Knowledge
“Epistemology – the study or theory of the origin, nature, methods and limits of knowledge.”
Knowledge – 1. the act, fact, or state of knowing; specifically, a.) acquaintance or familiarity, b.) awareness, c.) understanding. 2. acquaintance with facts; range of information, awareness, or understanding. 3. all that has been perceived or grasped by the mind; learning; enlightenment. 4. the body of facts accumulated by mankind.”
New World Dictionary of the American Language. 1958.
Dr. Don Belles: [email protected] 3-12-02
Do We Really Ever Know
Lord Kelvin, (1895) President of the British Royal Society: “Heavier than air flying machines are impossible.” Director of the US Patent Office Charles H. Duell stated (1899): “Everything that can be invented has been invented.”
“By God, for a minute it suddenly all made sense!”
Dr. Don Belles: [email protected] 3-12-02
Source: GartnerGroup 3-Mar 2000
An Example of Technology Hype
Dr. Don Belles: [email protected] 3-12-02
Knowledge Technology
The philosophic base of current KM and KT is: Human beings represent databases substantially disconnected from the company’s database infrastructure.
Dr. Don Belles: [email protected] 3-12-02
A Working Knowledge DefinitionData/ Information/ Knowledge
Data
100 0 Occurrence
Information
Information BusinessEnvironment
Knowledge
Knowledge Business Structures
Business StrategyDecision
0Business
0
Dr. Don Belles: [email protected] 3-12-02
Understanding + Structure + Financials + Constraints = Projects
Employee Survey Data
Analysis
Boeing Employee Survey Data
Available
Organization Specific Employee Satisfaction Index (HPWE) Analysis
People Capability
Maturity Model
Human Capital Index Update &
Analysis
List of People System Goals, Objectives, &
Priorities
Human Resources Evaluation
for Constraints
Feedback
Preliminary
Data
Recommended
Priorities & Actions
P-CMM Goals
& O
bjectives
Final Data
Preliminary list of Goals, Objectives & Priorities
Finalized list of
Goals,
Objectives,
Priorities
Basic
Data
Feedback
Watson Wyatt Human Capital Index
Data Available
Current People CMM Materials
Available
HR Model for Decision Making
Dr. Don Belles: [email protected] 3-12-02
Employee Commitment
studies indicate 2 of 3 employees “choose not to participate in organizational change efforts when provided the opportunity”. Burns, John. “Creating an energized organization: aligning strategy and culture. A working paper”. Consultant Resource Center. (
www.consultant-center.com).
survey data reaching across several decades concerning employee relationships with work: engaged – 26%. not engaged – 55%. actively disengaged – 19%.
Labarre, Polly. “Marcus Buckingham thinks your boss has an attitude problem.” Fast Company. Issue. 49. August, 2001.
Dr. Don Belles: [email protected] 3-12-02
Getting People Involved
“First and foremost, people want to bring their ‘full and complete selves to work.’ … to develop and to express their soul and spirit at work.”
Mitroff, Ian. “Can spirituality-based programs work?”. HR.com.
Dr. Don Belles: [email protected] 3-12-02
Decision making in action
It is the dynamic context rich environment that optimizes flexibility and allows implementation of the goals and objectives created further up the command structure.
Current Business Environment
Military KM Environment
Direction
Implement
Current Business Environment
Military KM Environment
Direction
Implement
Barth, Steve. “War management: armed with real-time knowledge, the U.S. military capture strategic advantage.” Knowledge Management. Oct., 2001.
Dr. Don Belles: [email protected] 3-12-02
Conversations for action
It is the ability to add meaning derived from the context of the situation allowing for what Sharpnack terms, “conversations for action” … determining next steps and what is required to implement them.
Cited by: Dahl, Cheryl. “Natural leader”. Fast Company. Dec. 2000
For senior officials the most important decision support information gathering source is a trust relationship established with someone perceived as being knowledgeable and reliable about the issue at hand.
Dr. Don Belles: [email protected] 3-12-02
Emergent Knowledge Schema
This schema rests upon a simple set of beliefs:
1. Training for the environment.
2. Everyone knows the decision structure.
3. All goals and objectives are understood and actionable.
4. Faster situational assessment of the people involved with the action.
5. Front line exploitation of immediate situation.
Dr. Don Belles: [email protected] 3-12-02
Moral Decisions
When there is a moral decision involved, the denominator of action is not reason, practice or experience, but emotion which is not likely to be bypassed … the scenario determines the perception of either reason or morality as the determining factor in resolution.
Based on work of: Loy, Heather. “Disgust, morality, and human identity.” Metanexus: views 2001
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Biologic Organizing Model
Anchoring Threads
Impact Absorbers
Strengthening Structures
Organizing Focus
Dr. Don Belles: [email protected] 3-12-02
Usefulness ComponentsImmediacy Timing Appropriateness Quality
Context Richness Who acts What is done Where does it occur When in time With whom does it
happen Under which conditions
Human Responses Value neutral Value laden
Connectivity Relationship to facts, emotions,
morality Cost to emotions or morality Personal known or unknown Expected consequences to
known persons Goals consequence
Tranformational capability Facilitates individual responses Facilitates collective responses Dynamic flexibility inherent Retainability of outcome
Dr. Don Belles: [email protected] 3-12-02
Discriminating Impacts
1. Many of the seemingly destructive events are necessary and appropriate indicators that things are functioning properly and signaling the need to allow the system to reorganize itself.
2. Internal components, like the impact absorbers and the strengthening structures are designed to yield to impacts not altogether different than strategic planning, R&D, or prototype projects which allow for acknowledging and limiting impacts to the organization.
Dr. Don Belles: [email protected] 3-12-02
Business Technology Direction
Business Process Arch
Information Arch
Application & Data Arch
Technical Arch
EmergingBusiness Environment
Current NearTerm
LongTerm
Vision forthe Future
Development Direction
Requirements
IntegratedDecision
Making Support
Dr. Don Belles: [email protected] 3-12-02
Concluding Observations
Knowledge Technology adds value when applied decision making drives the product.
Business cases and ROIs will be justifiable when Knowledge Technology: Captures current data. Incorporates history. Describes environmental scenarios. Builds upon emotional insights. Facilitates organizational transformation. Performs all these functions seamlessly and
transparently.