A Leader's Guide to KM - Girard - ICKE South Africa

A LEADER’S GUIDE TO KNOWLEDGE MANAGEMENT 1 About Us A Leader’s Guide to 2 Knowledge Management 1 John P. Girard, Ph.D. john.girard@minotstateu.edu Two Baby Boomers Gen Y Gen Z Gen Z Gen Y JoAnn L. Girard joann@sagology.com www.sagology.com A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. About Sagology Our PerspecMve 3 4 Sagology is dedicated to connecMng people with people to facilitate collaboraMon, learning, and knowledge sharing through keynotes, workshops, and consulMng. sagology [sāj-‐ol-‐uh-‐jee] -‐noun 1.  the study of organizaMonal wisdom in all its forms, About You esp. with reference to technology, leadership, culture, process, and measurement 2.  the study of one venerated for experience, 1.  Name judgment, and wisdom. 2.  OrganizaMon Origin: 3.  PosiMon 4.  ExpectaMons 2008; Canadian English, from Middle English sage + -‐ology. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. Agenda DVD 5 6 Part 1: Drawing on the Past Keys to Success 1.  Where is the Knowledge? 1.  ParMcipaMon 2.  Organize What? 2.  Courtesy 3.  What Types of Knowledge Exist? 3.  ConﬁdenMality Part 2: Leading Today’s Knowledge Workers 4.  Time L 4.  Simples Ideas that Work in Complex Environments 5.  Do you Really Want to Know What you Know? 6.  Tools, TacMcs, and Techniques: Tried and Tested Part 3: Enhancing Future Performance 7.  Guiding OrganizaMons Into the Future 8.  The Future is Just a Day Away A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. www.sagology.com john@sagology.com

A LEADER’S GUIDE TO KNOWLEDGE MANAGEMENT 2 7 Drawing on the Past 8 1.  Where is the Knowledge? 2.  Organize What? 3.  What Types of Knowledge Exist? A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. InformaMon Overload 9 10 245+ academic papers on Information Overload 1972-2000 (Bawden, 2001) Information Overload Personal Information Overload Where is the wisdom we have lost in knowledge? Information overload occurs A perception on the part of the individual Where is the knowledge we have lost in informaMon? when the amount of input to a (or observers of that person) that the flow system exceeds its of information associated with work tasks is —T. S. Eliot, The Rock (1935) processing capacity. greater than can be managed effectively. (Speier et al, 1999, p. 338) (Wilson, 2001, p. 113) Information Overload Organizational Information Overload Information overload is that A situation in which the extent of state in which available, and perceived information overload is potentially useful, information sufficiently widespread within an is a hindrance rather than a organization as to reduce the overall help. effectiveness of management operations. (Bawden, 2001, p. 6) (Wilson, 2001, p. 113) A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. The Cost? The Problem – Enterprise DemenMa 11 12 2/3 of managers complained of 43% of the managers delayed Information overload (KPMG, 2000) decisions because of too much information. (Wilson, 2001) Managers “dwell on information that is entertaining but not informative, or 38% of the surveyed managers easily available but not of high waste a substantial amount of time quality” (Linden, 2001, p.2) locating information (Wilson, 2001) The number of books published annually has increased exponentially since the 16th century. At present, the prediction is that the number of books doubles every 33 years (Hanka & Fuka, 2000). The total accumulated codified database of the world, which includes all books and all electronic files, doubles every seven years and some predict this will double twice a day by 2010 (Bontis, 2000). A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. www.sagology.com john@sagology.com

A LEADER’S GUIDE TO KNOWLEDGE MANAGEMENT 3 What is the problem? The Components of the Problem 13 14 Content to Intent – assumes 100 Information Explosion Moore’s Law we can access content Accumlated Codified Database 75 50 25 0 = + 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 Year Enterprise OrganizaMonal InformaMon DemenMa Memory Loss Anxiety 100 Downsizing 10% Baby Boomers Retirements % of Total Executive Popultaion Executive Population (%) 75 8% 50 5% Content to Intent – assumes 25 3% Other Departures we know what we knew 0 0% 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 97-98 98-99 99-00 00-01 01-02 02-03 03-04 04-05 05-06 06-07 Year Year A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. The Total Problem The Future 15 16 Enterprise Dementia = Information Anxiety + Organizational Memory Loss 100 100 “In an economy where the Accumulated Codified Database Executive Population (%) 75 75 only certainty is uncertainty, 50 50 the only sure source of lasMng Ikujiro Nonaka compeMMve advantage is knowledge.” 25 25 0 0 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 Year A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. Discussion 17 Drawing on the Past   Is overload an issue in your organizaMon?   Do you have examples of organizaMonal memory loss? 18   What are the knowledge challenges in your organizaMon? 1.  Where is the Knowledge? 2.  Organize What? 3.  What Types of Knowledge Exist? A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. www.sagology.com john@sagology.com

A LEADER’S GUIDE TO KNOWLEDGE MANAGEMENT 4 FoundaMon or Too Busy Knowledge Sharing – Nothing New? 19 20 Knowledge Management is the creation, transfer, and exchange of organizational knowledge to achieve a [competitive] advantage. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. What Advantage? History of KM: Academic PerspecMve 21 22 c. 350 BC 17th Century 1950s 1990s Aristotle Sir Francis Bacon Michael Polanyi Ikujiro Nonaka Carla O’Dell Classification of Knowledge Aristotle A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. What is knowledge? The CogniSve Hierarchy 23 24 Data Wisdom Ackoff’s Apex Information Understanding Knowledge Knowledge Knowledge knowledge is "defined broadly Knowledge: Wisdom: Information to include information, data, Concepts, experience, and The collective and individual communication and culture" insight that provide a framework Data experiences of applying (p. 293) for creating, evaluating and knowledge to the solution of using information (p. 373). problems (p. 373). A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. www.sagology.com john@sagology.com

A LEADER’S GUIDE TO KNOWLEDGE MANAGEMENT 5 The difference . . . Data to Knowledge Data 25 26 Davenport & Prusak (1998) define data “as a set of discrete, objec<ve facts about events” and they suggest, “in an organiza<onal context, data is most usefully described as October 27, 1917 structured records of transac<ons” (p. 2). Q1 - What time is it?Q2 – Where are these people?Q3 – Why is the boy smiling? Data A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. InformaMon Knowledge 27 28 Authors Joseph and Jimmie Boyeu (2001) suggest "knowledge Peter F. Drucker (1998) claims that is easy to talk about but hard to define" "Informa)on is data endowed with relevance and purpose" Knowledge InformaSon InformaSon Data Data A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. Types of Knowledge Exchange and Transfer of Knowledge 29 30 TACIT Easier to document and Explicit share Contributes to n Ext efficiency Easier to tio ern replicate za a 20% i ial liz Soc ati on EXPLICIT Leads to TACIT competency Ikujiro Nonaka Michael Polanyi 80% Tacit Carla O’Dell on Co ati Harder to articulate mb liz Harder to steal in na a ti Higher competitive r on Inte advantage Harder to transfer EXPLICIT O’Dell, C. (2002, May). Knowledge Management New Generation. Presented at the APQC’s 7th Knowledge Conference, Washington, DC. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. www.sagology.com john@sagology.com

A LEADER’S GUIDE TO KNOWLEDGE MANAGEMENT 6 The importance of sharing . . . Discussion 31 32   Does your organizaMon recognize the diﬀerence between tacit and explicit knowledge?   If so, do you capture and codify tacit knowledge? According to Computer Associates . . . http://www.youtube.com/watch?v=lH39xjXaLW8 A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. Enablers of KM Drawing on the Past 34 33 1.  Where is the Knowledge? 2.  Organize What? 3.  What Types of Knowledge Exist? A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. KM Models A New View of Knowledge Management 35 36 Measurement Developed by Dr Stankosky and his team at George Washington University Webber, F., Wunram, M., Kemp, J., Pudlatz., & Bredehorst, B. (2002). Standardisation in Leadership in 1999 knowledge management – Towards a common KM framework in Europe. Proceedings of UNICOM Seminar Towards Common Approaches & Standards in KM. London. Technology Process Culture Infrastructure Organization Technology Leadership Measures Learning Process Content Culture KM Pillars European Framework DON Balanced KM Enablers of Transfer KM Assessment Tool Bennet, A. & Kantner, J. (2001). Navigating the KM dimension, Next- Generation Knowledge Management: Enabling Business Processes. American Productivity & Quality Center. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. www.sagology.com john@sagology.com

A LEADER’S GUIDE TO KNOWLEDGE MANAGEMENT 7 A liule TLC goes a long way! Exchange and Transfer of Knowledge 37 38 Leadership TACIT • Transparency n Ext • Vision and example tio ern Measurement za a i ial liz • Resources (including time) Leadership Soc ati on Technology Culture EXPLICIT TACIT Technology • Help or hinder • Need to Share vs Process Culture Need to Know • Security issues on Measurement Co • Privacy ati Leadership mb • Ease of access liz in • Content Creators a a ti Technology Process rn • Tending toward on Inte Culture free EXPLICIT A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. Measurement Enablers Part 2 39 40 APQC Stages of KM Stage 5 Stage 4 Stage 3 Institutionalize Stage 2 Expand Stage 1 Design and Knowledge Develop a and Get Launch a Management Strategy Support Started KM Initiative Remember: Measure the outcome, not the process USAF 5-2-1 A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. 41 Leading Today’s Knowledge Workers 5 42 4 3 4.  Simples Ideas that Work in Mean 2 Complex Environments 1 5.  Do you Really Want to Know 0 What you Know? ip ss t re gy en 6.  Tools, TacMcs, and sh tu e lo m oc ul er no re C Pr ad su Techniques: Tried and Tested ch Le ea Te M A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. www.sagology.com john@sagology.com

A LEADER’S GUIDE TO KNOWLEDGE MANAGEMENT 8 Complex: A DeﬁniMon Exchange and Transfer of Knowledge 43 44 TACIT n Ext tio ern za a i ial liz “a group of obviously related Soc ati on EXPLICIT units of which the degree and TACIT nature of the relaMonship is on Measurement C om ati Leadership imperfectly known” liz b a in a ti Technology Process rn on Inte Culture EXPLICIT A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. CreaMon and Transfer of Knowledge Our Credo (Johnson & Johnson) 45 J&J Credo We believe our first responsibility is to the doctors, nurses and patients, to mothers and fathers and all others who use our products and services. In meeting their needs everything we do must be of high quality. TACIT We must constantly strive to reduce our costs in order to maintain reasonable prices. n Ext tio ern Customers orders must be serviced promptly and accurately. za a Our suppliers and distributors must have an opportunity i ial liz Soc ati to make a fair profit. on EXPLICIT We are responsible to our employees, TACIT the men and women who work with us throughout the world. Everyone must be considered as an individual. on Co We must respect their dignity and recognize their merit. ati mb liz in a rn a ti on They must have a sense of security in their jobs. Inte Compensation must be fair and adequate, Internalization Combination and working conditions clean, orderly and safe. • Learning by doing EXPLICIT • Formal Education (MBA) We must be mindful of ways to help our employees fulfill • Experience • Policies their family responsibilities. • Values/Ethos • Data mining Employees must feel free to make suggestions and complaints. Teradata, 1991 Wal-Mart, 2004 www.jnj.com/our_company/our_credo/TYLENOL® crises of 1982 and 1986 A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. There must be equal opportunity for employment, development CreaMon and Transfer of Knowledge and advancement for those qualified. 48 We must provide competent management, and their actions must be just and ethical. Socialization Externalization We are responsible to the communities in which we live and work • Social spaces (Ba) • After action review and to the world community as well. TACIT • Master/apprentice • Lessons learned We must be good citizens – support good works and charities • Storytelling • Metaphor and bear our fair share of taxes. n Ext tio ern We must encourage civic improvements and better health and education. za a i We must maintain in good order ial liz Soc ati the property we are privileged to use, on EXPLICIT protecting the environment and natural resources. TACIT Our final responsibility is to our stockholders. Business must make a sound profit. on Co We must experiment with new ideas. ati mb liz Research must be carried on, innovative programs developed a a ti in rn and mistakes paid for. on Inte New equipment must be purchased, new facilities provided and new products launched. Internalization EXPLICIT Combination Reserves must be created to provide for adverse times. • Learning by doing • Formal Education (MBA) When we operate according to these principles, • Experience • Policies the stockholders should realize a fair return. • Values/Ethos • Data mining Teradata, 1991 http://www.jnj.com/our_company/our_credo/ Wal-Mart, 2004 A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. TYLENOL® crises of 1982 and 1986 A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. www.sagology.com john@sagology.com

A LEADER’S GUIDE TO KNOWLEDGE MANAGEMENT 9 The Knowledge Edge – The UlMmate Goal CombinaMon: Not always good! 49 50 Kn 14 November 2004 o wl ed ge Wisdom Ed “With 3,600 stores in the United States and ge roughly 100 million customers walking Understanding n throughKnowledge each week, Wal-Mart has the doors tio ea Knowledge access to information about a broad slice of Cr ge America . . . The data are gathered item by led ow Information item at the checkout aisle, then recorded, Kn mapped and updated by store, by state, by region . . . By its own account Wal-Mart has Data HMCS Toronto sails at the lead of the starburst formation as nuclear-powered USS George Washington aircraft 460 terabytes of data.” ( 750,000 CDs 1 terabyte ~ 1,000,000 MB) carrier takes the center. HMCS Toronto is taking part in Operation Altair, joining the USS George Washington Aircraft Carrier Task Group to help monitor shipping in the Arabian Gulf region. By restricting the flow of weapons, drugs, and other illicit trade, HMCS Toronto and her crew are helping to end terrorism and bring long- Hurricane term stability to the area. Credit: MCpl Colin Kelley, Formation Imaging Services Halifax A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. Something to consider . . . Runner Up 51 52 "I think that gay marriage is something that should be between a man and a woman." “. . . there are known knowns; there are things we know that we know. There are known unknowns; that is to say there are things that we now know we don’t know. But there are also unknown unknowns — there are things that we do not know we dont know.” A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. Knowns and Unknowns Unknown unknowns 53 54 Unknown Unknown Knowns Unknowns Somewhere on the West Coast Known Known Knowns Unknowns AKA Johari Window A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. www.sagology.com john@sagology.com

A LEADER’S GUIDE TO KNOWLEDGE MANAGEMENT 10 Knowns and Unknowns Exercise Axer AcMon Review 55 56 Unknown Knowns Unknown Unknowns 1. Printer/Scanner 1. Data Mining 2. 2. 3. 3. 1.  What was planned? Known Knowns Known Unknowns 2.  What happened? 1. Competitive Intell 3.  What is the delta? 2. 4.  What do we do about it? 3. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. OrganizaMonal Forgeyng (de Holan et al.) Leading Today’s Knowledge 58 Workers From Source of Knowledge 57 Existing Memory Decay Unlearning Stock 4.  Simples Ideas that Work in Complex Environments 5.  Do you Really Want to Know Newly Avoiding Bad Failure to Capture What you Know? Innovated Habits 6.  Tools, TacMcs, and Techniques: Tried and Tested Accidental Intentional Mode of Forgetting Figure 7. Forms of Organizational Forgetting (Adapted from de Holan et al.) A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. Energizing a NaMon What do we know 40 years later? 59 60 A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. www.sagology.com john@sagology.com

A LEADER’S GUIDE TO KNOWLEDGE MANAGEMENT 11 What is the problem? OrganizaMonal Memory 61 62 Content to Intent – assumes OrganizaMonal memory is the body of we can access content knowledge, past, present, and future, necessary to achieve the strategic objecMves of an organizaMon. Enabled by = + technology, leadership, and culture, Enterprise OrganizaMonal InformaMon organizaMonal memories include DemenMa Memory Loss Anxiety repositories of ar)facts, communi)es of people, and organiza)onal knowledge sharing processes, which focus on Content to Intent – assumes achieving the organiza)onal vision. we know what we knew Girard, 2009 A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. Memory Test* Memory Test* 63 64  Bed  Slumber  Rest  Night  Pajamas  Awake  Pillow  Blanket  Snore  Dream * Developed by Nancy Dixon * Developed by Nancy Dixon A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. Broader Challenge = InformaMon Anxiety InformaMon Anxiety Exercise 65 66 Gartner Research’s Information Overload Survey concluded there are four Strongly Disagree Neutral Agree Strongly information issues affecting competition: siloed information; too much Disagree Agree information; unindexed information; and ineffective searching procedures 1 2 3 4 5 (Linden et al, 2002) How much do you agree/disagree with the following statements? 1 2 3 4 5 Causes of Cognitive Overload: Components of Information Anxiety: Q1. Your immediate supervisor asks you to compile a report that summarizes data into a more concise form. In this case, he asks you 1.  Too much information 1.  Not understanding information; to collect the data for the past six months and to develop a one-‐page report. supply; 2.  Feeling overwhelmed by the amount A.  I would not understand informaMon required to complete tasks. ¡ ¡ ¡ ¡ ¡ 2.  Too much information of information to be understood; demand; B.  I would feel overwhelmed by the amount of informaMon to be understood. ¡ ¡ ¡ ¡ ¡ 3.  Not knowing if certain information 3.  The need to deal with multi- exists; C.  I would not know if certain informaMon exists ¡ ¡ ¡ ¡ ¡ tasking and interruption; and 4.  Not knowing where to find D.  I would not know where to ﬁnd informaMon. 4.  Wurman Inadequate workplace ¡ ¡ ¡ ¡ ¡ information; and (1989) infrastructure to help reduce E.  I would know exactly where to ﬁnd the informaMon, but I would not have the key to access it. 5.  Knowing exactly where to find the ¡ ¡ ¡ ¡ ¡ metacognition. information, but not having the key to (Kirsh, 2000) access it. (Wurman, 1989, p. 44) A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. www.sagology.com john@sagology.com

A LEADER’S GUIDE TO KNOWLEDGE MANAGEMENT 12 InformaMon Anxiety InformaMon Anxiety: A 400 year dilemma 67 68 17th Century Sir Francis Bacon, a pioneer in the quest to explain the 20% 18.51% 18.11% 17.14% relaMonship, looked to King Solomon’s biblical wriMngs for 18% 16.54% wisdom “That in spacious knowledge there is much 16% 14.4% contristaMon, and that he that increaseth knowledge increaseth 14% anxiety” (1605/1915, p. 4). 12% 10% He countered King Solomon’s council by staMng “And for the 8% second [referring to King Solomon’s prose], certain it is, there is no vexaMon or anxiety of mind which resulteth from knowledge 6% Sir Francis Bacon otherwise than merely by accident” 4% The 2% Advancement Some four centuries axer Sir Francis challenged the ancient 0% philosophy of King Solomon we appear closer to explaining this of Learning Understanding% Informa9on% Knowing% Finding% Accessing% phenomenon Informa9on%(A)% Overload%(B)% Informa9on% Informa9on%(D)% Informa9on%(E)% Exists%(C)%% Francis Bacon A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. KM Strategies: Towards a Taxonomy Leading Today’s Knowledge 70 Workers   Michael Earl 2001, axer five-‐year study 69   Genesis: confusion amongst execuMves   Purpose: to help guide execuMves on choices to iniMate KM 4.  Simples Ideas that Work in   Seven Schools: Complex Environments ¡  Systems School 5.  Do you Really Want to Know ¡  Cartographic Technocratic ¡  Process What you Know? ¡  Commercial Economic 6.  Tools, Tac<cs, and ¡  OrganizaMonal Techniques: Tried and ¡  SpaMal Behavioral ¡  Strategic Tested A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. Earl’s Strategies Earl’s System School 71 72 Technocratic Economic Focus Technology “to capture specialist School knowledge in knowledge bases System Cartographic Engineering Commercial Aim Knowledge bases Attribute which other specialist or Philosophy CodificaMon Focus Technology Maps Processes Income qualified people can access” Knowledge Aim Knowledge bases Knowledge flows Knowledge assets directories Philosophy Codification Connectivity Capability Commercialization Behavioral School Organizational Spatial Strategic Attribute Focus Networks Space Mindset Knowledge Knowledge Aim Knowledge pooling exchange capabilities Philosophy Collaboration Contactivity Consciousness http://www.pcmag.com/article2/0,4149,28792,00.asp A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. www.sagology.com john@sagology.com

A LEADER’S GUIDE TO KNOWLEDGE MANAGEMENT 13 Earl’s Cartographic School Earl’s Engineering School 73 74 Focus Maps “to make sure knowledgeable Focus Processes Engineering school focuses on.: people in the organizaMon are 1.  “performance of business Aim Knowledge directories accessible to others for advice, Aim Knowledge Flows processes can be enhanced by Philosophy ConnecMvity consultaMon, or knowledge Philosophy Capability providing operaMng personnel exchange” with knowledge relevant to their task” “ExperMse locaMon systems replace 2.  “management processes are the second-‐generaMon technique inherently more knowledge-‐ of yellow pages making FDA intensive than business connecMons between people and processes” communiMes” (Dave Snowden) A Leaders Guide t2008 John P. Girard, Ph.D. (john@johngirard.net) P. Girard, Ph.D. © o Knowledge Management © 2011, John 73 A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. Earl’s Economic School Earl’s OrganizaMonal School 75 76 Focus Income “it is overtly and explicitly Focus Networks “the use of organizaMonal concerned with both structures, or networks to Aim Knowledge Assets protecMng and exploiMng a Aim Knowledge Pooling share or pool knowledge” Philosophy Commercial-‐ izaMon firms knowledge or Philosophy CollaboraMon intellectual assets to produce revenue streams” Dow Vice President Richard Gross stated Dow was able to Facing the drawdown of the B-‐2 reduce their patent holdings project, the company decided it by over 10,000 resulMng in a would be necessary to “maintain saving of $40 million in five profiles of staff who could be used years. for future B-‐2 projects” (APQC) A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. Earl’s SpaMal School Earl’s Strategic School 77 78 Focus Space “a design for emergence Focus Mindset “sees knowledge management philosophy of knowledge as a dimension of compeMMve Aim Knowledge management . . . it centers on Aim Knowledge strategy” Exchange CapabiliMes Philosophy ContacMvity the use of space or spaMal Philosophy Consciousness designs to facilitate knowledge exchange” Bar Ba Meeting M Environment E Supporting S Socialization S A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. www.sagology.com john@sagology.com

A LEADER’S GUIDE TO KNOWLEDGE MANAGEMENT 14 Which School? One View 79 80 Technocratic Economic School 4 System Cartographic Engineering Commercial Attribute Focus Technology Maps Processes Income 3 Knowledge Aim Knowledge bases Knowledge flows Knowledge assets directories 2 Mean Philosophy Codification Connectivity Capability Commercialization Behavioral 1 School Organizational Spatial Strategic Attribute 0 Focus Networks Space Mindset l g em c c l al na ia Knowledge Knowledge gi hi in ci Aim Knowledge pooling at io st te ap er exchange capabilities er Sp at Sy ra ne Philosophy gr m Collaboration Contactivity Consciousness iz St om gi to an En ar C rg C O A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. InterrelaMonship of DM, IM, KM* Enhancing Future Performance 82 Records Artificial Communities Data Management Integration Intelligence of Taxonomies Practice 81 Subject Expertise Data Classification Ontologies Locator Warehouse 7.  Guiding Organiza<ons Into Document Management Enterprise After Portal Action Review the Future Database Forms Web Portal Management Management 8.  The Future is Just a Day Group Ware Virtual Collaboration Away Content Management Search Engine Storytelling Data Information Knowledge Management Management Management * Developed by Denise Charbonneau (TBS) and Dr. John Girard A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. Stonecuuer or Cathedral Builder? Storytelling by Steve Denning 83 84 Purpose of Story   Sparking acMon   CommunicaMng who you are   Transmiyng values   Fostering collaboraMon   Taming the grapevine   Sharing knowledge   Leading people into the future www.stevedenning.com/SIN-136-HBR-publishes-Telling-Tales.html John Constable. Salisbury Cathedral, from the Meadows. 1831. Oil on canvas. Private collection, on loan to the National Gallery, London, UK. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. www.sagology.com john@sagology.com

A LEADER’S GUIDE TO KNOWLEDGE MANAGEMENT 15 HBR May 2004 WriMng the Future 85 86   Snowden’s (2002: 3) ‘we can always know more than we can tell, In June of 1995, a health worker in a and we will always tell more than we can write down.’ Sny town in Zambia went to the Web site of the Centers for Disease Control and got the answer to a quesSon about the treatment for malaria. Remember However, Snowden (2002:3) suggests: that this was in Zambia, one of the poorest countries in the world, and it happened in a Sny place 600 kilometers   I can speak in five minutes what it will otherwise take me two from the capital city. But the most weeks to get round to spend a couple of hours wriSng it down. striking thing about this picture, at least The process of wriSng something down is reflecSve knowledge; it for us, is that the World Bank isnt in it. Despite our know-‐how on all kinds of involves both adding and taking away from the actual experience poverty related issues, that knowledge or original thought. ReflecSve knowledge has high value, but is isn‘t available to the millions of people who could use It. Imagine if it were. Sme consuming and involves loss of control over its subsequent Think what an organizaSon we could use. become. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. Guiding Government Leaders into the Future Guiding Faculty into the Future 87 88 Ø  excite change in a very large Ø  excite change in a small bureaucraMc organizaMon mid-‐west university Ø  Five years in the future Ø  Mock interview with Dean Ø  Balance of real and Ø  Balance of real and imaginary imaginary CriMcal Success Factors: CriMcal Success Factors: Ø  Look of the story Ø  Believable Ø  Real Dean Ø  ExecuMve Support Ø  RealisMc Journal Ø  “Now I get it” For complete stories see: www.johngirard.net For complete stories see: www.johngirard.net A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. Students into the Future 89 Enhancing Future Performance Ø  Low compleMon rate Ø  Look – student paper 90 Ø  Geographically separated students Ø  Moral boost needed 7.  Guiding OrganizaMons Into the Future CriMcal Success Factor: 8.  The Future is Just a Day Away Ø  It worked! For complete stories see: www.johngirard.net A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. www.sagology.com john@sagology.com

A LEADER’S GUIDE TO KNOWLEDGE MANAGEMENT 16 The Knowledge Edge – The UlMmate Goal Do you know your customers? 91 92 Kn “A social trend in which o wl ed ge people use technologies Wisdom Ed ge to get the things they Understanding need from each other, Knowledge on M Knowledge ea rather than from Cr ge tradiMonal insMtuMons ed wl InformaSon o like corporaMons.” Kn Data groundswell.forrester.co m A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. The Social Technographics™ Ladder The Social Technographics™ Ladder 93 US Adults 94 Creators Creators make social content 2007 2009 Creators US 18-‐24 US 35-‐44 US 55+ go. They write blogs or upload 18% 24% 46% 23% 12% Cri<cs respond to content from video, music, or text. others. They post reviews, Cri<cs Cri<cs comment on blogs, parMcipate 25% 37% 50% 34% 28% in forums, and edit wiki arMcles. Collectors organize content for themselves or others using RSS Collectors Collectors feeds, tags, and voMng sites like 12% 21% 38% 20% 12% Digg.com Joiners connect in social Joiners Joiners networks like MySpace and 25% 51% 85% 54% 26% Facebook Spectators consume social content including blogs, user-‐ Spectators Spectators generated video, podcasts, 48% 73% 89% 73% 64% forums, or reviews Inac<ves neither create nor consume social content of any Inac<ves 44% 18% Inac<ves 3% 17% 30% kind A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. The Social Technographics™ Ladder The Social Technographics™ Ladder Australian Adults 95 South Korea Adults 96 Japanese Adults 2007 2009 Creators Aus 18-‐24 Aus 35-‐44 Aus 55+ 2007 2009 Creators 2007 2009 11% 23% 34% 20% 14% 38% 49% 22% 34% Cri<cs Cri<cs 23% 31% 38% 28% 23% 27% 46% 36% 30% Collectors Collectors 5% 14% 20% 13% 6% 14% 19% 6% 11% Joiners Joiners 14% 50% 74% 46% 29% 41% 48% 22% 26% Spectators Spectators 38% 64% 82% 63% 47% 39% 76% 70% 69% Inac<ves Inac<ves 56% 22% 5% 23% 38% 36% 9% 26% 23% A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. www.sagology.com john@sagology.com

A LEADER’S GUIDE TO KNOWLEDGE MANAGEMENT 17 Global Top Internet Sites (Reach) Social Media AcMon Plan hup://www.alexa.com/topsites/ 97 98 1.  Google 50% 1.  Google.co.za 2.  Facebook 43% 2.  Facebook 3.  YouTube 32% 3.  Google Learn 4.  Yahoo! 24% 4.  YouTube 5.  Wikipedia 15% 5.  Yahoo! Listen 6.  Blogger 13% 6.  Bidorbuy 7.  Baidu 11% 7.  Guntree Lead 8.  MSN 11% 8.  Wikipedia 9.  Twiuer 11% 9.  News24 10.  QQ 7% 10.  LinkedIn A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. Why Mauers 99 100 >350 million > 800 million > 400 million acMve mobile acMve users login daily users 2 billion posts 250 million 130 friends is are liked per photos up per average day day Average user 75% of users connected to outside USA 80 pages A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. MarkeMng @ Facebook According to Facebook 101 102 Million+ Fans 1.  Coca-‐Cola   4,123,980 Facebook 2.  Starbucks users live in South Africa 3.  Disney (age 18 or older) Personal or OrganizaMonal 4.  Victorias Secret 5.  iTunes   2,064,220 Facebook 6.  Vitaminwater users live in 7.  YouTube Johannesburg (age 18 8.  Chick-‐ﬁl-‐A and older) 9.  Red Bull   59,100 users live in East 10. T.G.I. Friday’s London http://www.thebigmoney.com/slideshow/big-money-facebook-50-0 A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. www.sagology.com john@sagology.com

A LEADER’S GUIDE TO KNOWLEDGE MANAGEMENT 18 Consider Crowdsourcing 104 Crowdsourcing is the act of taking a job tradiMonally performed by a designated agent (usually an employee) and outsourcing it to an Wikipedia is driven by a global community of more than 150,000 undeﬁned, generally large volunteers—all dedicated to sharing knowledge freely. Over group of people in the almost eight years, these volunteers have contributed more than 11 million arMcles in 265 languages. More than 275 million form of an open call. people come to our website every month to access informaMon, http://www.youtube.com/watch?v=TCM7w11Ultk free of charge and free of adverMsing. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. 103 A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. Crowdsourcing The GeneraMon Game 105 106 http://www.youtube.com/watch?v=TCM7w11Ultk A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. Digital NaMve or Digital Immigrant? Are You Ready? 107 108 hup://socialnomics.net/ A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. www.sagology.com john@sagology.com

A LEADER’S GUIDE TO KNOWLEDGE MANAGEMENT 19 Are You Ready? Five Themes 109 110 Know Your Environment Understand the Groundswell Consider Crowdsourcing People Know Best Listen, Learn, Lead A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. Five Things for Tomorrow 111 A Leader’s Guide to Knowledge Management Google 112 Facebook John P. Girard, Ph.D. john.girard@minotstateu.edu YouTube JoAnn L. Girard joann@sagology.com Blog www.sagology.com Wikipedia A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. Decision-‐making Exercise Purchasing Managers 113 114 When you think of the how you make day-‐to-‐day decisions, how much do you 1 2 3 4 5 agree/disagree with the following statements? 1. Experience is really the best teacher. ¡ ¡ ¡ ¡ ¡ 2. My gut feelings on important job decisions are usually on target. ¡ ¡ ¡ ¡ ¡ 3. When I face a new important decision I study up on it but then follow my own ¡ ¡ ¡ ¡ ¡ common sense. 4. When in doubt on an important job decision, I tend to go with my intuiMon. ¡ ¡ ¡ ¡ ¡ 5. Relying too much on facts and ﬁgures oxen results in bad or unrealisMc ¡ ¡ ¡ ¡ ¡ decisions. 6. I am usually right when I use common sense in job decision-‐making. ¡ ¡ ¡ ¡ ¡ 7. I have found that relying on my common sense rather than formal data such ¡ ¡ ¡ ¡ ¡ as reports, arMcles, and presentaMons is a beuer way to make a job decision. 8. I feel I have good insight and easily ﬁgure important decisions. ¡ ¡ ¡ ¡ ¡ 9. I feel I have a vast store of useful informaMon I can draw on when making ¡ ¡ ¡ ¡ ¡ important job decisions. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. www.sagology.com john@sagology.com

A LEADER’S GUIDE TO KNOWLEDGE MANAGEMENT 20 Government Middle Managers Comparison 115 116 Q9 elying ave g vast shen oand asily Q6 f ave htoo might rnsight a n seful ﬁgure Q7 I aeel Isually aood wtore Iouse ey common Q5 -‐ Rhm u found tuch ion facts nd common Q8 r hat elying f u m ﬁgures informaMon decision-‐making. such as reports, sense rn job ecisions. r unrealisMc decisions. oxen results tcan dormal dwhen making important d I in bad o on ata i ather han fraw important job decisions. arMcles, and presentaMons is a beuer way to make a job decision. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. A Leaders Guide to Knowledge Management © 2011, John P. Girard, Ph.D. www.sagology.com john@sagology.com

A Leader's Guide to KM - Girard - ICKE South Africa

by John Girard on Oct 24, 2011

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