Transcript Luke’s Part

Knowledge Management:
Its Evolution to a Standard
and Its Future(s)
Luke Naismith
Corporate Strategy Manager
Strategic Directions Unit
Department of Justice (Vic)
Who am I?
2005-07 Vic Dept Justice – Corporate Strategy
► Knowledge Futures Consulting – A Dream
► 19 years Australian Public Service career (IT, IM,
Strategy, Technology, Public Policy)
► 1999-2005 DCITA-NOIE Forward Strategy
► Previous - IT, IM, Records, Library, Strategy, Border
Technologies, Biological Sciences
► Member of the Standards Australia KM Committee
► Recently completed Masters of Strategic Foresight
at Swinburne University of Technology
►
2
Outline
► Knowledge
versus Information
► KM Standard: Background and Development
► KM Standard: the Why, What and How
► Can you have too much of a good thing?
► The Energy of Knowledge
► Some Futures for KM
3
The Ubiquitous DIKX Pyramid
SUPREME
ENLIGHTENMENT
KNOWLEDGE
INFORMATION
DATA
4
Paradigmatic Incommensurability
► Where
different paradigmatic schools find it
difficult to impossible to discuss their differences
around the same topic rationally - mainly because
there is no common language. Although the
schools may use the same words in their
vocabularies, the tacitly held clouds of knowledge
and experience surrounding the words are quite
different - and hence, without surfacing and
discussing all these differences, the different sides
simply think the other is talking or writing
nonsense.
Quote from Bill Hall
5
Information is ……..
because ……..
►
Fill in the blanks to make a sentence.
►
Information is cool because it has structure and can be
classified
Information is necessary because we need it to make
better decisions.
►
►
No metaphors - not allowed to use the word “like”
 Information is like water because it shapes to fit the
container that you put it in.
6
Knowledge is ……..
because ……..
►
Fill in the blanks to make a sentence.
►
Knowledge is fun because we get to play with people’s
minds.
Knowledge is hard because it is complex.
►
►
No metaphors - not allowed to use the word “like”
 Knowledge is like soap because if you try to grab hold
of it hard, it slips away
7
Information and Knowledge
INFORMATION
KNOWLEDGE
►
Organised data
►
►
Tends to be factual
►
►
Closer to objective truth
►
►
Diffused in texts and
technologies
►
►
More about the stuff that is
out there in the world
(explicit)
►
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)
8
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)
► A capacity to act (Sveiby)
► The frame of enquiry (Cognitive science)
► Complex (but can also be simple)
► Learning new things and having fun in the process
► A dangerous thing
► Needed to convert data to information
►
9
Knowledge Management is:…
► Records
management is about managing records
► Information management is about managing
information
► Document management is about managing
documents
► Therefore:
► Knowledge Management is managing knowledge
 Agree or Disagree?
 If not, how is it different to managing knowledge?
10
What is KM?
► 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
11
What is the primary strategic intent for
conducting IM/KM in an organisation?
(ONLY PICK ONE)
► Better
planning / decision-making / strategy-
setting
► Transformation / Culture Change
► Improved capacity development / organisational
learning
► Improved flexibility / adapt as things emerge
► Deeper understanding of meaning / exploring
different ways of knowing
12
The Australian KM Standard
► Launched
November 8 2005 by
Catherine Livingston
► The first ‘real’ KM Standard in the world
► Now available for purchase from the
Standards Australia website
13
Committee Reps
►
Australian Industry Group
Australian Information Industry Association
Australian Library and Information Association
Australian Securities and Investment Commission
Australian Society of Archivists
Committee IT-021 Liaison
Computer Human Interaction Special Interest Group
CSIRO
Department of Communications, Information Technology
and the Arts
Department of Defence (Australia)
Griffith University
Institute for Information Management
Law Council of Australia
Records Management Association of Australasia
University of Technology, Sydney
14
The development of a ‘standard’
New ‘standards’ to assist performance by bringing
all of the pieces of the puzzle together rather than
conformance
Standards are one tool for:
defining, aggregating, sharing practice
Inclusive not exclusive
Consensus
KM Standard
‘Not one approach’
15
Standards Development Challenges
►
►
►
Process
Committee Structure and Members
Building collaboration and consensus
Collecting public feedback
Product
Target audience?
Format and style
Limits on acknowledging intellectual inputs
Content
Trans disciplinary nature of KM
Tensions – what and how, diversity and complexity
16
A five year journey…..
► 2000
Handbook – “A framework for
succeeding….”
► 2003 Interim standard
► 2004 Handbook – “terminology and
readings– An Australian guide”
► 2005 Standard AS 5037-2005
► 2005/6 Handbook – “KM and SMEs”
► The journey continues……………
17
2001
Handbook
18
The Interim Standard Model
Key messages:
Alignment with strategy
Understand of culture and
capability
Understand knowledge gaps
Balance “elements”
Balance enablers
“one size does not fit all”
Aim: Describe and clarify
NOT constrain or limit diversity
19
KM Standard Objectives
► Provide
a non-prescriptive easy to read guide on
knowledge management;
► Help individuals and organisations deepen their
understanding of knowledge management concepts;
► Assist organisations to understand the environment
best suited for enabling knowledge management
activities; and
► Offer a scalable and flexible framework for designing,
planning, implementing and assessing knowledge
interventions that respond to an organisation's
environment and state of readiness.
20
A definition ?…a starting point only!
Knowledge management is….
Interim definition: “ a multi disciplinary approach to achieving
organisational objectives by making the best use of
knowledge”. (2003)
“ a trans disciplinary approach to achieving
organisational outcomes and learning, through
maximising the use of knowledge.
… the design, review and implementation of
both social and technological activities ….to
improve creating, sharing and applying or using
knowledge. ” (AS5037-2005)
21
Knowledge eco-system – the what
22
Map/Build/Operationalise Cycle – the how
Mapping
context
and culture
Operationalising
initiatives and
capabilities
Building
experiences
and linkages
23
Looking at the ecosystem
through a ‘knowledge lens’
MAPPING :
context and culture
What is current state?
Should be/ need to be ?
People, process, technology and content
Gaps ? Best way to move forward
24
Introducing knowledge
‘interventions’
BUILDING: experiences and linkages
Stimulating via enablers
Pilots and prototyping
Communicating
Champions and advocates
Moving towards change
OPERATIONALISE:
initiatives and capabilities
Sustainability…
Champions…
Competencies and skills…
Success indicators
25
26
Early draft of Australian KM Standard’s Continuum of the Knowledge Ecosystem
27
Key themes and content of
the Standard (2005)










Context is crucial
The knowledge eco-system
A cyclical approach
From alignment to transformation
Balance
Connectivity & boundary spanners
Wide range of enablers
Evaluating and measuring
Emerging issues and trends – innovation
Useful appendices
28
The Knowledge Management in
AS 5037(2005) is about:
► innovation
and sharing behaviours,
► managing complexity and ambiguity through
knowledge networks and connections,
► exploring smart processes and deploying peoplecentric technologies.
How and when you apply it depends
on the context of your organisation!!
29
Beyond the KM Standard
► Working






Groups established:
Vocabulary
Sustainability
Personal KM
Foresight and Futures
Social Network Analysis
Social Software
30
Affluenza
1.
2.
3.
►
The bloated, sluggish and unfulfilled feeling that
results from efforts to keep up with the Joneses.
An epidemic of stress, overwork, waste and
indebtedness caused by dogged pursuit of the
Australian dream.
An unsustainable addiction to economic growth.
Attachment to money and material possessions
robs us of autonomy – fails to give happiness
Clive Hamilton: Affluenza 2004
31
Infoluenza
1.
2.
3.
►
The frustrated, overwhelmed and unfulfilled
feeling that results from continued efforts to
extend information management systems.
An epidemic of confusion, vendor hype, paralysis
by analysis, and suspect decision-making caused
by dogged pursuit of ECM Nirvana.
An unsustainable addiction to incorporating more
and more information.
Attachment to content and information resources
robs us of deeper meaning – fails to give
contentment
32
Infoluenza responses
► More
information can confuse good decision
making
► We don’t need better information,
we need better connections and relationships
► Diversity of information is better than just more
of the same type of information
► Look at your part in the wider
system/environment
► Look at your role in providing access to external
information
33
Energising Knowledge
►KE
= ½ mv2
►Ug = mgh
34
The KM Equation
E=
2
mc
•Knowledge Shared is Knowledge Squared
35
Evolution of Knowledge
Management
►
►
►
Dave Snowden - (1) pre-1995: focus on
computerisation, structuring information. (2) Conversion
of knowledge between tacit and explicit states. (3)
Organic approach, embrace paradox, complexity and
narrative
Illka Tuomi – (1) information sharing and systems. (2)
tacit knowledge, social learning, CoPs. (3) Link knowing
and action, Schumpeterian creative destruction, flexibly
and rapidly reconfigure and generate competencies
Mark McElroy – (1) knowledge sharing, supply-side
(2) knowledge making, supply and demand sides
36
Potential KM Futures
►A
Fad
► Putting knowledge to work for knowledge
workers in the knowledge economy
► Narrative and Story-Telling
► Collaboration and Co-opetition
► Value Networks
► Sense-making and Social Computing
37
Conclusion
► Knowledge
and information are different
► The KM Standard as a generic approach
► Technological reductionism is only partial
► Infoluenza fails to give contentment
► Examine the energy in knowledge and KM
► Implementation needs to be persistent and
open to further potential to realise value
38