Transcript Document

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
An Example of Technology Hype
Source: GartnerGroup 3-Mar 2000
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 Definition
Data/ Information/ Knowledge
Data
100
Information
0
0
Business
Occurrence
Knowledge
Information
Knowledge
Business
Environment
Business
Structures
Business Strategy
Decision
Dr. Don Belles: [email protected] 3-12-02
HR Model for Decision Making
Boeing Employee
Survey Data
Available
Organization
Specific Employee
Satisfaction Index
(HPWE) Analysis
Employee
Survey Data
Analysis
Current People
CMM Materials
Available
Watson Wyatt
Human Capital Index
Data Available
Human Capital
Index Update &
Analysis
People
Capability
Maturity Model
Human
Resources
Evaluation
for
Constraints
List of People
System Goals,
Objectives, &
Priorities
Understanding + Structure + Financials + Constraints = Projects
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
Implement
Direction
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
Dr. Don Belles: [email protected] 3-12-02
Biologic Organizing Model
Anchoring
Threads
Organizing
Focus
Impact
Absorbers
Dr. Don Belles: [email protected] 3-12-02
Strengthening
Structures
Usefulness Components
Immediacy



Connectivity
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





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.
2.
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.
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
R
e
q
u
i
r
e
m
e
n
t
s
Integrated
Decision
Making Support
Emerging
Business
Environment
Business Process Arch
Information Arch
Application & Data Arch
Technical Arch
Current
Near
Term
Long
Term
Vision for
the Future
Development Direction
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.
Dr. Don Belles: [email protected] 3-12-02