Luke Naismith - KM Middle East 2011


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Luke Naismith's presentation at KM Middle East 2011, Abu Dhabi,

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Luke Naismith - KM Middle East 2011

  1. 1. Making Sense of Knowledge Management KM Middle East 2011 15 March ? 1
  2. 2. What is the primary strategic intent for conducting KM in your organisation?  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 (YOU CAN ONLY PICK ONE) KM as an Ecosystem Australian KM 2
  3. 3. KM as Enabling Action Australian KM Standard KM as an Integrated Support System Vines, Hall, 3
  4. 4. KM is not easy • Bain and Company’s global surveys of the use of Management Tools has consistently found that KM is ranked by companies in the bottom five for satisfaction with results KM is all about change I know I should I want to Knowledge Desire I can Skills Optimism Reinforcement It’s worthwhile Well done Stimulation Facilitation I’m joining in It’s easy “People change what they do less because they are given an analysis that Robinson 1998 shifts their thinking than because they are shown a truth that influences their feelings” Kotter and Cohen – The Heart of 4
  5. 5. But KM has changed Narrative KM has emerged Taxonomy from •HR Sensemaking SECI •Library •IM Social •IT CoPs computing •OD •CM Information Knowledge •QM sharing •others … creation and systems Knowledge as TIME Knowledge Objects also as Waves “The only good is knowledge and the only evil is ignorance” 5
  6. 6. Known and Unknown • [T]here are known knowns; there are things we know we know. • We also know there are known unknowns; that is to say we know there are some things we do not know. • But there are also unknown unknowns – the ones we dont know we dont know. Certainty and Uncertainty What you know What you don’t know Uncontested/Accepted Challenges to given reality Forecasts/Data Learn from others – be conscious What you know you know What you don’t know you know Science – hypothesis testing Unconscious understanding High degree certainty - Intuitive foresight and wisdom information What you know you don’t know What you don’t know you don’t Scenarios to contour uncertainty know Knowledge Enter other ways of knowing Cross paradigms, epistemology Sohail 6
  7. 7. Managing what you know Content Communities management of Practice Knowledge Knowledge sharing mapping Managing what you don’t know Exploring critical Making sense in Strategic Sense uncertainties and situations of ambiguity and ignorance making Foresight generate future scenarios Turning a lack of Identifying what works in knowledge into Anti- Trial and particular situations and decisions fragility Error failing 7
  8. 8. Cynefin Model COMPLEX KNOWABLE (COMPLICATED) Cause and Effect do not repeat Cause and Effect separated Pattern management Reductionist Approaches Probe-Sense-Respond Sense-Analyse-Respond Emergent Practice Good Practice CHAOS KNOWN (SIMPLE) No Cause - Effect relationship Cause and Effect repeat Crisis management Process engineering Act-Sense-Respond Sense-Categorise-Respond Novel Practice Best Practice Tools for the Complex Domain • Narrative Inquiry and Archetype Development • Safe-fail Experiments • Pattern Management – Disruption and Stabilisation of Patterns • Situational Awareness • Collaboration • Inter-organisational 8
  9. 9. Just Doing Something Can Make a Difference What are you going to do as a result of this conference? 9
  10. 10. Building a KM Community • Are there people in the UAE and Middle East interested in establishing a local community for those interested in continuing these conversations? • KM is a never-ending journey and we can learn from each other and help solve each other’s 10