Transcript Document

EYEING THE
KNOWLEGEMENT MANAGEMENT
SEAS:
Exploring the Surface and Delving its Depths
Luke Naismith
Corporate Strategy Manager, Vic Dept of Justice
actKM – Canberra – 2 May 2006
Summary
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Interactive, Exercises, Conversation
 Information and Knowledge
 KM Basics – A common launching pad
 Exploring knowledge values
 Eyeing the KM Seas
 Intention and Behavioural Change
 I know what the act in actKM stands for!
The Ubiquitous DIKX Pyramid
SUPREME
ENLIGHTENMENT
KNOWLEDGE
INFORMATION
DATA
Knowledge is ….
Power (Bacon)
 Both a social construct and an internalised model
(Snowden)
 Not just knowing but doing (know-how and know-what)
 Not enough, also need imagination (Castaneda)
 The frame of enquiry (Cognitive science)
 Complex (but can also be simple)
 Learning new things and the basis for action
 A dangerous thing
 Needed to convert data to information
 Understood by the receiver
 Different to information
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Knowledge is like ……..
because ……..
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Fill in the blanks with a sentence.
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Knowledge is like wet soap because if you try to really
grab hold of it hard, it slips away.
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Knowledge is like teenage sex because everyone says
that they are using it, but few are actually using it,
and very few are using it well.
Information and Knowledge
Compared
INFORMATION
KNOWLEDGE
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Organised data
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Tends to be factual
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Closer to objective truth
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Diffused in texts and
technologies
More about the stuff that is
out there in the world (explicit)
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Results from sensemaking of
information
Includes values and beliefs that
are more open and pliable
Closer to socially constructed
truths (contextual)
Diffused through communication
and relationships
More about the stuff that is in our
heads (tacit)
Knowledge Management is …
Records management is about
managing records
 Information management is about
managing information
 Document management is about
managing documents
 Therefore:
 Knowledge Management must be about
managing knowledge
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Knowledge eco-system – the what
What is KM?
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KM is managing what we know
 KM is creating a knowledge-sharing
environment
 KM is developing a standard knowledgebase for consistent decision-making
 KM is about organisational learning
 KM is managing shared contexts
What is the primary strategic intent for
conducting KM in an organisation?
(ONLY PICK ONE)
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Better planning / decision-making / strategysetting
Transformation / Culture Change
Improved capacity development / organisational
learning
Improved flexibility / adapt as things emerge
Deeper understanding of meaning / exploring
different ways of knowing
Where does K fit in this hierarchy?
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Experience
Behaviour
Attitudes
Feelings
Understanding
Beliefs
Values
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What about skills? Know-how rather than know-what?
Desires and strategic intent?
Or is this all about Wisdom rather than Knowledge?
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Knowledge Values Exercise
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Eyeing the Knowledge
Management Seas
Eyeing the Knowledge
Management Seas
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What is the map that frames your
knowledge to navigate the seas?
 Is having no map better than having a false
map?
 How do you know if your map is false?
 If someone tells you that your map is
wrong, how do you know that they are
right?
1. The eye of INTELLECT
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Beta waves – “normal” thought processes
“Rational Economic Man”
Deductive Reasoning
Logic, maths, sciences
Expertise
Sharing to learn
Studying, understanding, drawing connections
The eye of INTELLECT
Like eyesight – intellect is arguably the most
important of the eyes of knowledge
 Technofabulism and Naturalistic Evolution
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– Ordered and Complex
– Information Processes and Pattern Processing
– Explicit (Content) and Narrative
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Science as a dominant metanarrative and
re-emergence of narrative to describe cultures
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INFORMATION – INTELLIGENCE (KNOWLEDGE)
Beware the eye of INTELLECT
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Gathering more information does not necessarily
make us more intelligent or lead us to making better
decisions
 Knowing less can be more valuable (use of
heuristics)
 Concept of flatland (Wilber) or materialistic science
(Schumacher)
 Experts have entrained patterns
– Generally not allow creativity or alternatives
– Innovation often comes from outside
2. The eye of INSTINCT
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Initial Response to Sensory Input
 Malcolm Gladwell - BLINK – the rational
thinking that forms quickly into instant
conclusions (snap judgements – first impressions –
rapid cognition - thinslicing)
 Police, Emergency Services, Military, Doctors
 Sometimes, having less information leads to better
decisions (particularly for complex problems)
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Gain IMMEDIACY (of action)
The Eye of Instinct
“The (BLINK) approach is more appropriate
for the vast majority of … decisions made in
the fluid, rapidly changing conditions …
when time and uncertainty are critical factors,
and creativity is a desirable trait.” - US Marines
 Quickly evaluate risks, act decisively on
imperfect and contradictory information
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Beware the eye of INSTINCT
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Stereotypes and generalisations
 Category problems – GLADWELL ARTICLE
 When there is more than 150 different items
3. The eye of IMAGINATION
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Dreams, Aspirations, Visualisation, Visioning
“We are limited, not by our abilities, but by our
vision.” - Anon
 “Imagination is more important than knowledge.
Knowledge is limited. Imagination encircles the
world.” - Albert Einstein
 “I have a dream that one day …” Martin Luther King
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Gain INTENTION (desire) and INSPIRATION
Beware the eye of IMAGINATION
Be careful what you wish for – it just might
come true
 22 x 11
 Affluenza and Wellbeing
 Ground the Vision with Process
 70% Australia = “S”
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The Eye of IMAGINATION
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Appreciative Inquiry
– Discovery: The Appreciative Inquiry approach to personal
or organisational change is to begin by looking for what is
working -APPRECIATING the best of our experience.
– Dream: This is to consider what might be ENVISIONING RESULTS
– Design: What should be the ideal?-CO-CONSTRUCTING
– Destiny: How to empower, learn and adjust or improvise?
SUSTAINING
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Daniel Pink – A Whole New Mind
– Design. Story. Symphony. Empathy. Play. Meaning.
4. The eye of INTUITION
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Delta waves (subconscious mind) – emotional
understanding rather than theoretical or
intellectual understanding
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Build relationships and connections
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Build empathy and emotional commitment, EQ
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Flow, Peak Experience
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Gain INTEGRITY and INTERCONNECTIVITY
The eye of INTUITION
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Owner-pet interactions
 Agreement, Alignment, Attunement
 Psychic phenomena – telepathy,
clairvoyance, remote sensing
 Meta-analysis – statistically significant
 Better if emotional relationship, artistic,
reduced sensory input, young children
 Worse if sceptical, stressed, repeated
experimentation over time
The eye of INTUITION
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Placebos, forebodings, premonitions
 Presentiment before showing emotionally
arousing pictures
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Intuition can be explored scientifically but
yet to be explained scientifically
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Morphic fields, psi, chi (qi), microvita
Beware the eye of INTUITION
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Ungrounded people
 The subtle is often dominated by the
physical or obvious (crowded out)
 Dependence can lead to lack of or misunderstanding of the physical
 Not accurate or the truth
5. The eye of INSIGHT
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Theta waves (storehouse of creative inspiration)
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Eureka moments
Right Hemisphere – Anterior Superior Temporal Gyrus
 Brain waves associated with memory and coordinated
mental activity decrease before a creative solution is
found. Theta waves increase.
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Gain IMPROVISATION IN-TIME
The eye of INSIGHT
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Archimedes
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XI + I = X
 Sauce, pine, crab
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Business Process Reengineering
Beware the eye of INSIGHT
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Not always accurate
Often lacks evidence
Difficult to be “managed” or “measured”
Leads to disruption and instability
Don’t confuse with innovation (generate through
starvation, pressure, perspective shift – Snowden)
Seeing Knowledge Through
6 Different Eyes
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Intellect
– Beta waves – “normal” thought processes.
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Instinct
– Response to Sensory Input
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Imagination
– Dreams, Aspirations, Visualisation, Visioning
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Intuition
– Delta waves (subconscious mind) – emotional understanding
rather than theoretical or intellectual understanding
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Insight
– Theta waves (storehouse of creative inspiration)
6. The Eye of Ignorance
Certainty
What you know
Uncontested/Accepted
Forecasts/Data
What you don’t know
Challenges to given reality
Learn from others – be conscious
What you know you know
Science – hypothesis testing
High degree certainty information
What you don’t know you know
Unconscious understanding
Intuitive foresight and wisdom
What you know you don’t know What you don’t know you don’t
Scenarios to contour uncertainty know
Enter other ways of knowing
Knowledge
Cross paradigms, epistemology
Uncertainty
Sohail Inayatullah
The
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th
6
Eye - Ignorance
Meanwhile, as the [AWB] hearings roll on, it's
clear that the government knew nothing about the
bribery in exactly the same way as Bill Clinton did
not have sexual relations with that woman, Miss
Lewinsky. Indeed, looking at the things they didn't
know, it's testimony to their organisational ability
that they could manage to know exactly what they
needed not to know, without ever being told.
– John Quiggin
The
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th
6
Eye - Ignorance
It is never possible to know everything, or
even a lot of things, well.
 Knowledge stands in the way of innovation
 Sustained inattentional blindness
 Peripheral Vision / Environmental Scanning
 Strategic alliances – an ignorance
management tool (SNA Bridge)
 Gain INQUIRY and INTERVENTION
Beware the Eye of Ignorance
Plausible Deniability
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Despite the fact that AWB had lied to the
Government, Downer had displayed
“frightening ignorance”. While AWB has
been deceitful, the minister has been
comprehensively fooled.
– Both from Kerin, AFR, 31 March
Summary of the Eyes
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Intellect
Instinct
Imagination
Ignorance
Intuition
Insight
Information (Knowledge)
Immediacy
Intention
Inspiration
Inquiry
Intervention
Integrity
Interconnectivity
Improvisation
In-time
Leads to a better understanding of you as “Integral I”
 Important to build Internal capability for your Identity.
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The Knowledge Management
Seas
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Collaborative / Connected / Caring /
Capable / Competent / Conscious /
Committed / Creative / Communicating
Communities
Behavioural Change – 7 steps
I know I should
I want to
Knowledge
Desire
I can
Skills
Optimism
It’s worthwhile
Reinforcement
Well done
Stimulation
I’m joining in
Facilitation
It’s easy
Robinson 1998
Conclusions
Knowledge and information are different
 Knowledge values driving strategic intent
 6 types of knowledge “eyes”
 Knowledge is not just intellectual
 Knowledge is not enough for behavioural change
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