DRDC Knowledge Agenda

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

Organizational Knowledge Cycle Agenda Creation Validation Organization Authorization

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

Management Regimes: Strategic Trends Agenda Authoritative Hierarchy Organizational Infrastructure Partnership Agreements Responsible Autonomy knowledge assets generation capacity structured processes individual abilities Relative Importance high low Management Regime Competitiveness Sustainability

Knowledge Infrastructure Levels Processes work routines lessons learned, best practices, People
learning, motivation, rewards, incentives, staffing, skills
Governance roles, responsibilities, authorities, resources Content, Services data, risk analysis, reports, monitoring, operations, policies Tools systems to capture, store, share, and process content

Knowledge Assets
Capture : Represent explicit or tacit knowledge on reproducible media
Inventory : Find, list, and describe knowledge; map to business needs, value and prioritize
Needs : What needs to be known to accomplish DRDC goals; identify core knowledge
Gaps : Difference between what is known and what needs to be known
Preserve : organize, store, search & retrieval, maintain and migrate throughout life-cycle
Levels

Knowledge Sharing
Exchange : Develop & implement internal systems to enable people to find and retrieve knowledge.
Integrate : Combine diverse knowledge from many sources to create a holistic view of complex issues.
Transfer : Disseminate knowledge from DRDC to enable use by the Forces, partners, practitioners, and Canadians.
Monitor : Acquire knowledge from the environment to identify events and developments of interest to the CSS or public safety.
Levels

Knowledge Work
Input-Related : apply the mandate, monitor the environmental, analyze external content, operational needs analysis, set priorities, establish projects
Transformation : manage programs, provide corporate services, generate knowledge, develop products & services, mobilize knowledge, learn from experience
Output-Related : reports, integrated knowledge, open innovation, trusted advice, risk mitigation, organizational adaptation
Levels

Knowledge Transfer
Communications : one-way dissemination of approved messages and positions.
Transaction : two-way exchanges of knowledge products & services.
Parallel : Transferring knowledge products & services from or to two or more providers or users.
Sequential : Multiple organizations sequentially produce and transfer knowledge products & services.
Cyclic : Knowledge service “value chains” continuously create and transfer new knowledge.
Network : Interactions among large numbers of participants in a “knowledge ecosystem.”
Levels

Incentive Framework Peter Stoyko (2010) Engagement Type of Incentive Individual Response Organizational Results Compliance Behavior Functionality Motivation Attitudes Productivity Engagement Willingness Creativity

Incentives
Compliance (you will)
Pay, job security, duty, work ethic, penalties
Military, manufacturing, law, regulation, policies
Meet quotas, minimum standards, routine tasks
Motivation (you’ll be rewarded)
Ambition, challenges, bonuses, rewards, recognition
Efficiency, productivity, quality
Increases, improvements
Engagement (would you like to?)
Meaningfulness, ownership, self-esteem, enjoyment
Creativity, innovation, discovery
Commitment, involvement, willingness, enjoyment
Engagement

Engagement
Autonomy: (agreed task, flexible schedule, select technique, choose team)
Mastery: (is a mindset, it takes time and effort, it is asymptotic)
Purpose: (meaningful goals, words are important, policies)
Daniel Pink (2009) Engagement

Engagement Signals
Positive
Mutual expectations
Listen to ideas
Ask for help & advice
Jointly review progress
Freely share information
Work collaboratively
Delegate decisions
Negative
Monitor closely
Don’t include in planning
Ignore suggestions
Seldom interact
Withhold information
Control tightly
Approve all decisions
Tosti & Nickols (2010) Engagement

Community of Practice
People who share common expertise, skill, or profession (position, work, colleagues)
Government, department
Sector, branch, division staff
Scientists, engineers, lawyers
Policy analysts, regulators
Finance, purchasing officers
Information, communication specialists
Communities

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.
Communities

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
Outputs
- 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
Communities

Networks
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
Communities

Social Networks – SWOT Analysis
Strengths – rapid development, world-class solutions, emergent properties, creative synergies, vibrant collaboration, openness
Weaknesses – constant change, unknown quality, less used by mature individuals, need to motivate participants, cannot be forced
Opportunities – leverage internal capacity, provides creative solutions, easy to implement, low cost, can monitor emerging trends
Threats – knowledge leaks, free expression poses risk, is the crowd wise, documents subject to ATIP, compatibility with mandate
Communities

Capturing Value Bring it into the organizational structure Stabilize it; make it work Organization

People
Workers – who, what, when, where, why, how
Human capital – workforce, skills, productivity, salaries
Human nature – behavior, attitudes, interests
Communities – connectivity, functionality, impacts
Culture – domain, ideology, values, norms, rituals
Human Resources – staffing & retention, supervision & performance, training & development
Organization

Governance
Mandate – Purpose, goals, authority, responsibility, accountability, roles, resources
Decisions – Hierarchy, structure, collaboration, autonomy
Planning – Charter, business case, strategy, communication, budget, project plan, work schedules
Manage – Lead, organize work, coordinate activities, monitor progress, report results
Organization

DRDC Work Flow Levels Inputs Mandate Monitoring Analysis Needs Priorities Establishment Transformation Programs Services Create Develop Mobilize Learn Outputs Report Integration Innovation Mitigation Advice Adaptation

Technology
Control – Security, central, standards, user-centric
Computers – Mobile, desktops, work stations, servers, supercomputers, cloud computing
Applications – e-mail, text processing, spread sheets, graphics, databases, analysis
Systems – acquire, organize, store, process, provide access, and retrieve content
Communication – Efficiency, semantics, effectiveness
Networks – one-to-many (distribution, blogs), many-to-one (ordering, surveys), many-to-many (collaborate, wikis)
Organization

Products and Services
Content – collections, libraries, data, information, documents, records, knowledge
Products – databases, scientific papers, reports, communications materials, maps, statistics, standards, policies, regulations, systems, devices
Services – answers, advice, teaching, facilitation, support, laboratory, research
Organization

Approval
Understanding – Keep it simple ; one message with stories and multiple analogies from different perspectives.
Experience – Do your homework ; pre-brief decision makers, solicit opinions, negotiate objections (to a point).
Resources – Pick low-hanging fruit ; plan low cost, small effort, low impact activities.
Management – Think big, start small ; divide into small projects with measurable, high-impact deliverables.
Submission – Leadership is essential ; bypass unjustified objections, accept majority vote, authorize work.
Authority

Implementation
Communication - awareness, understanding, consensus, participation
Mandate - purpose, objectives, authority, responsibility, accountability, resources
Infrastructure - people, governance, work processes, technology, content
Plans – milestones & deliverables, work schedules, evaluation criteria, risks
Execute – supervise, processes, technology, systems, analysis, outputs
Monitor – indicators, measure, interpret, report progress, next steps
Authority

Sustainability
Leadership – Outputs must be delivered within a leader’s tenure; preferably, get them institutionalized.
Governance – Representative, federated decision making is the only sustainable governance for knowledge work.
Reorganization – Align a project/activity with the organizational business model.
Priorities – Align the project/activity with the organization’s long-term strategy
Support – Deliver initial outputs when & as promised; be prepared to adapt to changing priorities.
Culture – Develop favorable policies, reward desired behavior, leverage work, implement helpful systems.
Authority

Conclusion
Documentation – purpose, objectives, review, approach, data, analysis, plans, accomplishments, outputs.
Evaluation – administration, efficiency, effectiveness, outcomes
Extension – recommended applicability, limits, enhancements, data requirements, costs & benefits.
Learning – positive & negative lessons, problem / opportunity, solution / approach, resources
Authority

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.

DRDC Knowledge Agenda

by SIKM

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DRDC Knowledge Agenda Presentation Transcript