More than Managing Knowledge Albert Simard Knowledge Manager Defence R&D Canada, DRDKIM Presented to SIKM December 21, 2010 A Knowledge Agenda:
Knowledge Environment Background Information Society Knowledge Economy Organizational Environment change complex technology DRDC growing networks global connectivity complex issues engaged citizens security abundant information knowledge assets sharing network value knowledge markets government public security innovation public safety science & technology national defence
DRDC Inputs and Outputs Background Defence R&D Canada Intelligence, Integration Knowledge Network Policy, Strategy Priorities, Advice outcomes, services S & T capacity, Innovation Science & Technology existing, new knowledge experience, products Response, Operations Operational needs Reduced risk Government Mandate, Reports
Knowledge Agenda Management Regimes Agenda Management levels Authoritative Hierarchy Organizational Infrastructure Negotiated Agreement Responsible Autonomy Knowledge Infrastructure Authorize Organize Collaborate Create Knowledge Assets Control Sole IP rights Joint IP rights Open source Knowledge Sharing Vertical Horizontal Group Ecosystem Knowledge Work Mandate Structure Agreement Interest Knowledge Transfer Promulgate Products & Services Exchange Knowledge markets
Management Levels Agenda Knowledge Assets Knowledge Sharing Knowledge Work Knowledge Transfer Knowledge Infrastructure Stock Flow Business National Defence, National Security, Public Safety Defence R&D Canada Markets Resources Government
Management Regimes Agenda Authoritative Hierarchy Organizational Infrastructure Negotiated Agreement Responsible Autonomy Purpose (Why) Authorize Organize Collaborate Create Entity (What) Decisions & Actions Objects & Tasks People & Connectivity Environment & Interests Process (How) Decide & Act Capture & Structure Connect Communities Engage people Interactions Hierarchy Work Process Agreements Dialogue Knowledge Authoritative Explicit Tacit Innate
Mastery: (is a mindset, it takes time and effort, it is asymptotic)
Purpose: (meaningful goals, words are important, policies)
Daniel Pink (2009) Engagement
Listen to ideas
Ask for help & advice
Jointly review progress
Freely share information
Don’t include in planning
Approve all decisions
Tosti & Nickols (2010) Engagement
Community of Practice
People who share common expertise, skill, or profession (position, work, colleagues)
Sector, branch, division staff
Scientists, engineers, lawyers
Policy analysts, regulators
Finance, purchasing officers
Information, communication specialists
Communities and Knowledge Management
Knowledge exists in the minds of people. Experience is as important as formal knowledge.
Knowledge is tacit as well as explicit. Transferring tacit knowledge is more effective through human interaction.
Knowledge is social as well as individual. Today’s knowledge is the result of centuries of collective research.
Knowledge is changing at an accelerating rate. It takes a community of people to keep up with new concepts, practices, and technology.
Community Benefits Participants - Help with their work - Solve problems - Find experts - Receive feedback - Place to learn - Latest information - Enhance reputation Management - Connect isolated experts - Coordinate activities - Fast problem solving - Reduce development time - Quickly answer questions - Standardize processes - Develop & retain talent
- Tangible : documents, reports, manuals, recommendations, reduced innovation time and cost
- Intangible : increased skills, sense of trust, diverse perspectives, cross-pollinate ideas, capacity to innovate, relationships, spirit of enquiry
Interconnection among many individuals groups or organizations with common interdependencies, interests, or purpose
Networks are much bigger than communities (100s to 1,000,000s of nodes
Participants don’t know most other participants, limiting trust and security
Large numbers of nodes leads to complex behavior and emergence
Key Messages Management authorizes the use of knowledge to enable action. A knowledge organization engages people to enhance creativity Community collaboration validates individual knowledge Community knowledge must be put into an organizational context.