Alex Bennet KMME 2013


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Alex Bennet KMME 2013

  1. 1. MULTIDIMENSIONALITY Building  the  Mind/Brain  Infrastructure  for   the  Next  Genera�on  Knowledge  Worker   Dr.  Alex  Bennet   Mountain  Quest  Ins�tute   March  2013   Sustainability  Factors   CUCA   Adaptability   Con�nuous   Accelerating Change (The  ability  to  change  to  fit   a  specific  use  or  situa�on)     Learning     Flexibility   (Capable  of  bending/   Knowledge   Rising Uncertainty changing;  openness  to  new   ideas)     ROBUSTNESS   Quick  Response   (The  capacity  to   (Capable  of  reac�ng  quickly   respond  to  a   Exploding Complexity when  needed)   broad  range  of     requirements;   Resiliency   having  resources   (The  ability  to  recover   available)   readily;  resume  original   Ubiquitous  Anxiety   performance)     As  the  environment  shi�s,  the  nature  of  learning,   knowledge  and  ac�on  shi�.­‐     1                                                                              info@km-­‐  
  2. 2. Sustainable  Knowledge   Capacity  is  receiving,  holding  or  absorbing  a   poten�al  for  accomplishment  …   Knowledge  is  a  CAPACITY    …the  human  capacity  (poten�al  &  actual  ability)  to  take   effec�ve  ac�on  in  varied  and  uncertain  situa�ons.     All  knowledge  is  context-­‐sensi�ve  and  situa�on-­‐ dependent.     To  be  sustainable  knowledge  must  maintain  its  capacity   to  take  effec�ve  ac�on.       Knowledge  is  composed  of:    …awareness,  understanding,  meaning,  insight,  crea�vity,   ideas,  intui�on,    judgment,  and  an�cipa�ng  the  outcome   of  your  ac�ons.     Tenet  1:    In  a  CUCA  environment  capacity  is  more   important  than  capability  for  sustainability  over  �me.­‐     2                                                                              info@km-­‐  
  3. 3. Aspects  of  Knowledge   KNOWLEDGE  (INFORMING)   KNOWLEDGE  (PROCEEDING)     The  informa�on  part  of  knowledge;  it  could     Represents  the  process  and  ac�on  part  of   be  implicit,  explicit,  tacit  or  any  combina�on   knowledge.       of  these.         The  process  of  selec�ng  informa�on     Represents  insights,  meaning,   relevant  to  a  situa�on  at  hand  and  mixing  it   understanding,  expecta�ons,  theories  and   with  internal  informa�on  from  memory   principles  that  support  or  lead  to  effec�ve   (associa�ve  pa�erning)  in  order  to  take   ac�on.       effec�ve  ac�on.     When  viewed  separately  this  is  informa�on     Individuated   that  may  lead  to  effec�ve  ac�on.    However,   it  is  considered  knowledge  when  it  is  used   as  part  of  the  knowledge  process.       Expanding   Levels  of  Knowledge   Surface  knowledge       Shallow  knowledge     Deep  knowledge         Tenet  2:    Through  con�nuous  connec�vity  and  engagement  in   conversa�on  and  dialogue  (a  search  for  meaning),  the  Net  Gen  is   developing  a  wide  array  of  shallow  knowledge.   Levels of Knowledge Levels of Knowledge SHALLOW SHALLOW SURFACE SURFACE DEEP DEEP OLD PARADIGM: PRIMARY NEW PARADIGM: PRIMARY LOCAL IDEA RESONANCE GLOBAL IDEA RESONANCE Figure 1. A nominal graph illustrating the Figure 2. A nominal graph illustrating historic (2000) level of knowledge the future (2020) level of knowledge achieved by knowledge workers. Note that achieved by knowledge workers. The these levels are consistent with the level of increase in shallow knowledge is a result decisions made in an organization (Bennet of consistent expanded interactions via and Bennet, 2008). social media. (Data from Tapscott, 2008) There  is  a  shi�  underway  expanding  the  individual’s  depth  of  knowledge.­‐     3                                                                              info@km-­‐  
  4. 4. Tenet  3:    Knowledge  workers  coming  of  age  in  the  global  world  are   mentally  s�mulated  by  interac�ons  involving  diverse  views,   perspec�ves,  concepts  and  cultures  and  are  not  bounded  by  local  ideas.   Collabora�ve  entanglement   represents  the  con�nuous   interac�on,  movement  of   informa�on,  and  the  sharing   and  learning  of  knowledge   resul�ng  in  a  community   movement  toward  a  higher   level  of  awareness,   understanding  and  meaning.   Tenet  4:    Thoughts  and  feelings  can  nurture,  develop,  and   change  the  infrastructure  of  the  mind/brain/body  system.    Language  and  social  rela�onships  build  and  shape  the  brain.   This  significantly  impacts  the  sensing  aspect  of  concrete  experience   and  the  concepts,  ideas,  and  logic  of  abstract  conceptualiza�on.        Effec�ve  a�unement  contributes  to  the  evolu�on  and  sculp�ng  of  the   brain.   Effec�ve  a�unement  involves  a  mentor,  coach,  or  another  significant   individual  who  is  trusted  and  capable  of  resonance  with  the  learner.     As  new  pa�erns  are  created  in  the  mind,  they  in  turn  impact  and   change  the  structure  of  the  brain.    An  enriched  environment  increases  the  forma�on  and  survival  of  new   neurons.   This  environment  influences  both  the  nature  of  the  experience  of  the   learner  and  his  or  her  learning  efficacy.    As  Begley  (2007)  describes,   “exposure  to  an  enriched  environment  leads  to  a  striking  increase  in   new  neurons,  along  with  a  substan�al  improvement  in  behavioral   performance.”­‐     4                                                                              info@km-­‐  
  5. 5. Enabling  Sustainability   SUSTAINABILITY CHARACTERISTICS Characteristics required for Flexibility … Quick Response … Resilience … Robustness … Continuous Learning long-term high performance in a CUCA environment Expressions of preference FUNCTIONAL AND OPERATIONAL and choice [Local and COMPETENCIES Situational; Organizational and Individual] INTEGRATIVE COMPETENCIES Knowledge Management … Information Literacy … Knowledge and processes Relationship Network Management … Systems Thinking that support and cross … Complexity Thinking … Pattern Thinking functional and operational competencies [Enhance organizational strength and performance] CAPACITIES Learning How to Learn … Embracing Alignment … Building the infrastructure Shifting Frames of Reference … Comprehending Diversity … of the mind/brain in support Exploiting Idea Resonance … Engaging Tacit Knowledge … of sustainability Employing Invariant Symbols … Orchestrating Drive characteristics [Enhance mental strength] VALUES* Integrity … empathy … Preferences that set the transparency … participation conditions for creating … collaboration … value through effective contribution … learning … action creativity [Core and Operational; Organizational and Personal; Source of long- *Values detailed in Avedisian and Bennet (2010), “Values as Knowledge: A New Frame of term high performance] Reference for a New Generation of Knowledge Workers” in The New Horizon. Building  the  Infrastructure  of  the  Mind/Brain  through   expanding  Knowledge  Capaci�es     Learning  How  to  Learn     Embracing  Alignment     Shi�ing  Frames  of   Reference     Comprehending   Diversity     Exploi�ng  Idea   Resonance     Engaging  Tacit   Knowledge     Employing  Invariant   Symbols     Orchestra�ng  Drive­‐     5                                                                              info@km-­‐  
  6. 6. Knowledge  Capacity:    Shi�ing  Frames  of  Reference   What you see depends on the direction from which you look. Knowledge  Capacity:    Shi�ing  Frames  of  Reference   Ability  to  see/perceive  situa�ons  and  their  context  through   different  lenses.         Tool  Example:    Dihedral  Group  Theory      Thought  processes  of  entrepreneurs  like  Steve  Jobs  follow  six  dis�nct   shi�s  in  perspec�ve  which  directly  correspond  to  the  six  permuta�ons   of  what  is  known  in  mathema�cs  as  a  Dihedral  (3)  Group.    Each  model  changes  the  rela�onship  of  subject/verb/object,  offering   the  opportunity  to  discover  hidden  connec�ons  and  unique  insights,   giving  rise  to  faster  innova�on  and  poten�ally  more  significant   breakthroughs.    This  meaning-­‐making  approach  also  helps  individuals  understand   their  personal  focus,  where  their  awareness  is  centered.   Dr.  Thomas  McCabe,  Expanded  Consciousness,  Blurb,  2012­‐     6                                                                              info@km-­‐  
  7. 7. Knowledge  Capacity:    Engaging  Tacit  Knowledge   A  baseline  capacity  that  improves  access  to  the  unconscious.   We  don’t  know  what  we  know.    The  challenge  is  to  build   capacity  through  increasing  connec�ons  between  the   conscious  and  the  unconscious.     Tool  Example:    Hemispheric  Synchroniza�on     HS  is  the  use  of  sound  coupled  with    binaural  beat  to   bring  both  hemispheres  of  the  brain  into  unison,  crea�ng   a  whole-­‐brain  state.    What  occurs  during  HS  is  a   physiologically  reduced  state  of  arousal  while  maintaining   conscious  awareness,  and  the  capacity  to  reach  the   unconscious  crea�ve  state  through  the  window  of   consciousness.       REQUIRES  NEW  PATTERN  EMBEDDING  FOR  CHANGE  TO  OCCUR   (COULD  TAKE  FORM  OF  PHYSICAL  TRAINING  OR  MENTAL  THINKING)   CAN  BE  TAPPED  BY  ENCOURAGING  HOLISTIC  REPRESENTATION  OF  THE  INDIVIDUAL  AND    Leadership  behaviors  specific  to  org    Physical  mo�ons  on  assembly  line   NURTURED  AND  DEVELOPED  THROUGH  EXPOSURE,  LEARNING,  PRACTICE    Cultural  norms  such  as:  preferred   (COMMUNITIES,  MENTORING,  ROTATIONS,  AAL’s,  Kn  SHARING)   approach  to  interac�ons;  appropriate   language;  subjects  that  can  or  can’t  be   discussed    Purpose,  vision,  value  related  to  meaning   listening  to)   (not  always  right  but  always  worth   which    ones  are  wrong    “Knowing”  which  decisions  are  right  and    Hidden  in  the  way  things  are  done   E  X  A  M  P  L  E  S   RESPECT  FOR  A  HIGHER  PURPOSE    Decisions  �ed  to  greater  good  or   EMBODIED   SPIRITUAL   advancement  of  humanity   INTUITIVE    Care  for  environment   TACIT   and  mo�va�on   AFFECTIVE   apprecia�on   empowerment,  successful  bid,  learning  ,   Causes  for  posi�ve  feelings  include   overload,  value  conflicts,  poor  leadership;    Causes  for  nega�ve  feelings  include  work   knowledge  ar�facts      Embedded  in  org  processes  and    Approach  to  risk   (LOGIC  OF  FIVE  WHY’S  CAN  BE  USED  TO    UNCOVER  SOURCE  OF  FEELINGS)   REQUIRES  NURTURING  AND  DEVELOPMENT  OF  EMOTIONAL  INTELLIGENCE­‐     7                                                                              info@km-­‐  
  8. 8. Knowledge  Capacity:    Engaging  Tacit  Knowledge   EXTERNAL   INTERNAL   (SOURCE)   CONSCIOUS   EMBEDDING   TACIT  Kn   (LEVEL  OF  AWARENESS)   INDUCING   RESONANCE   SHARING   TACIT  Kn   UNCONSCIOUS   SURFACING   TACIT  Kn   In  Closing  …    There  is  a  close  rela�onship  among  the  characteris�cs  of       the  Net  genera�on  and  those  characteris�cs  that  support     survival  in  a  changing,  uncertain  and  complex  environment.    As  situa�ons  become  more  complex,  the  nature  of  learning,   knowledge,  and  ac�on  shi�.    Building  capacity  lays  the   groundwork  for  those  shi�s.    As  our  neurons  fire  and  connect  and  our  brain  restructures   in  a  con�nuous  loop  of  learning  and  changing,  we  are   beginning  to  understand  the  importance  of  our  choices  and   the  way  we  think  and  act  upon  the  world,  both  to  us  as   individuals  and  to  the  connected  reality  in  which  we  func�on.­‐     8                                                                              info@km-­‐  
  9. 9. Further  Reading   Avedisian,  J.  and  A.  Bennet.    “Values  as  Knowledge:    A  New  Frame  of   Reference  for  a  New  Genera�on  of  Knowledge  Workers”  in  On  the  Horizon,   September  2010.   Bennet,  A.  and  D.  Bennet.    “MULTIDIMENSIONALITY:  Building  the  Mind/Brain   Infrastructure  for  the  Next  Genera�on  Knowledge  Worker”  in  On  the  Horizon,   September  2010.   Bennet,  A.  and  D.  Bennet.    Knowledge  Mobiliza�on  in  the  Social  Sciences  and   Humani�es:  Moving  from  Research  to  Ac�on.  MQI  Press,  Frost,  WV,  20087   Bennet,  D.  and  A.  Bennet.    “The  Depth  of  Knowledge:    surface,  Shallow  or   Deep?”  in  VINE:  The  Journal  of  Informa�on  and  Knowledge  Management   Systems,  Vol.  38,  No.  4,  2008.   Bennet,  D.  and  A.  Bennet.    “Engaging  Tacit  Knowledge  in  Support  of   Organiza�onal  Learning”  in  VINE:  The  Journal  of  Informa�on  and  Knowledge   Management  Systems,  Vol.  38,  No.  1,  2008.­‐     9                                                                              info@km-­‐