Social Knowledge: Are you ready for the Future?


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John Girard's presentation "Social Knowledge: Are you ready for the Future? at British Council, Khartoum Sudan

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Social Knowledge: Are you ready for the Future?

  1. 1. Sagology  is  dedicated  to  connec�ng  people  with  people  to   facilitate  collabora�on,  learning,  and  knowledge  sharing   through  keynotes,  workshops,  and  consul�ng.     sagology  [sāj-­‐ol-­‐uh-­‐jee]       -­‐noun         1.  2.      the  study  of  organiza�onal  wisdom  in  all  its  forms,  esp.  with  reference  to   technology,  leadership,  culture,  process,  and  measurement   the  study  of  one  venerated  for  experience,  judgment,  and  wisdom.   Origin:       2008;    Canadian  English,  from  Middle  English  sage  +  -­‐ology.         Sage  [Middle  English,  from  Old  French,  from  Vulgar  La�n  *sapius,  from  La�n  sapere,  to  be  wise;  see  sep-­‐  in  Indo-­‐European  roots.]   -­‐ology  [Middle  English  -­‐logie,  from  Old  French,  from  La�n  -­‐logia,  from  Greek  -­‐logiā  (from  logos,  word,  speech;  see  leg-­‐  in  Indo-­‐ European  roots)  and  from  -­‐logos,  one  who  deals  with  (from  legein,  to  speak;  see  leg-­‐  in  Indo-­‐European  roots).]   It  is  all  about  People!   Knowledge Management is the creation, transfer, and exchange of organizational knowledge to achieve a [competitive] advantage. Knowledge  Sharing  –  Nothing  New?   What  Advantage?     1                                                                          
  2. 2. c. 350 BC 17th Century 1950s 1990s Aristotle Sir Francis Bacon Michael Polanyi Carla O’Dell 2000s Jeff Howe Classification of Knowledge Aristotle History  of  KM   2/3 of managers complained of Information overload (KPMG, 2000) CHAPTER 1 THE WHERE Managers “dwell on information that is entertaining but not informative, or easily available but not of high quality” (Linden, 2001, p.2) 43% of the managers delayed decisions because of too much information. (Wilson, 2001) 38% of the surveyed managers waste a substantial amount of time 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). Where is the wisdom we have lost in knowledge? Where is the knowledge we have lost in information? —T. S. Eliot, The Rock (1935) 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). The  Problem  –  Enterprise  Demen�a   Big  Data     Big  Data   2                                                                          
  3. 3.   n tio ea Cr ge led ow ge Ed Kn e dg le ow Kn 14 November 2004 Wisdom “With 3,600 stores in the United States and Understanding roughly 100 million customers walking Knowledge Knowledge through the doors each week, Wal-Mart has access to information about a broad slice of America Information . . . The data are gathered item by item at the checkout aisle, then recorded, mapped and updated by store, by state, by Data region . . . By its own account Wal-Mart has 460 terabytes of data.” ( 750,000 CDs 1 terabyte ~ 1,000,000 MB) Hurricane Lost  in  the  data:  Knowing  what  you   see!   Data  Mining:  Unknown  Unknowns     3                                                                          
  4. 4.  “a  group  of  obviously  related  units  of   which  the  degree  and  nature  of  the   rela�onship  is  imperfectly  known”   HP   Data Wisdom Ackoff’s Apex Communication Information Understanding Knowledge Knowledge Culture Knowledge:  knowledge is "defined broadly Concepts, experience, and to include information, data, insight that provide a framework communication and culture” for creating, 293) (p. evaluating and using information (p. 373). Information Wisdom: Data The collective and individual experiences of applying knowledge to the solution of problems (p. 373). The  Cogni�ve  Hierarchy   What  is  knowledge?   Easier to document and Explicit share Easier to replicate 20% Contributes to efficiency Leads to competency Michael Polanyi Higher competitive advantage Q1 - What time is it? Q2 – Where are these people? Tacit Carla O’Dell Harder to steal Harder to transfer O’Dell, C. (2002, May). Knowledge Management New Generation. Presented at the APQC’s 7th Knowledge Conference, Washington, DC. Q3 – Why is the boy smiling? The  difference  .  .  .  Data  to  Knowledge 80% Harder to articulate October 27, 1917   Types  of  Knowledge     4                                                                          
  5. 5. TACIT Ext n tio ern a ati Soc liz ial i za in liz Co mb on ati TACIT EXPLICIT on Ikujiro Nonaka on a ti Inte rn a EXPLICIT Exchange  and  Transfer  of  Knowledge   The  importance  of  sharing  .  .  .   Leadership  Transparency  Vision and example  Resources (including time)  Security issues  Tending toward free A  New  View  of  KM      Need to Share vs Need to Know  Privacy  Content Creators Process A  li�le  TLC  goes  a  long  way!   New  Technology Measurement Leadership Culture Technology Technology  Help or hinder Culture Process Technology Culture Measurement Leadership The  Right  Technology     5                                                                          
  6. 6. Including Ray Downey, Special Operations Command lost 95 men that day – totaling 1,600 years of experience. (emphasis added) “. . . 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 don't know.” TLC:  Leadership   Unknown Knowns A  leader’s  view  on  “knowing”.  .  .   Unknown Unknowns HP   Known Knowns Known Unknowns Comp  Intell   Knowns  and  Unknowns   Unknown  unknowns   The  Genera�on  Game   Digital  Na�ve  or  Digital  Immigrant?     6                                                                          
  7. 7. Are  we  ready  for  them?   Genera�on  Z     Purpose  of  Story   Ø Sparking  ac�on   Ø Communica�ng  who  you  are   Ø Transmi�ng  values   Ø Fostering  collabora�on   Ø Taming  the  grapevine   Ø Sharing  knowledge   Ø Leading  people  into  the  future h�p://   The  Right  Message   Storytelling  by  Steve  Denning   Snowden,  ‘we  can  always  know  more  than   we  can  tell,  and  we  will  always  tell  more  than   we  can  write  down.’     In  June  of  1995,  a  health  worker  in  a   �ny  town  in  Zambia  went  to  the  Web   site  of  the  Centers  for  Disease  Control   and  got  the  answer  to  a  ques�on  about   the  treatment  for  malaria.  Remember   that  this  was  in  Zambia,  one  of  the   poorest  countries  in  the  world,  and  it   happened  in  a  �ny  place  600  kilometers   from  the  capital  city.  But  the  most   striking  thing  about  this  picture,  at  least   for  us,  is  that  the  World  Bank  isn't  in  it.   Despite  our  know-­‐how  on  all  kinds  of   poverty  related  issues,  that  knowledge   isn‘t  available  to  the  millions  of  people   who  could  use  It.  Imagine  if  it  were.   Think  what  an  organiza�on  we  could   become.   However,  Snowden  suggests:     I  can  speak  in  five  minutes  what  it  will   otherwise  take  me  two  weeks  to  get   round  to  spend  a  couple  of  hours  wri�ng   it  down.  The  process  of  wri�ng  something   down  is  reflec�ve  knowledge;  it  involves   both  adding  and  taking  away  from  the   actual  experience  or  original  thought.   Reflec�ve  knowledge  has  high  value,  but   is  �me  consuming  and  involves  loss  of   control  over  its  subsequent  use.   HBR  May  2004   Wri�ng  the  Future     7                                                                          
  8. 8. Ø  excite  change  in  a  very  large   bureaucra�c  organiza�on     Ø  Five  years  in  the  future   Ø  Balance  of  real  and  imaginary   Cri�cal  Success  Factors:   Ø  Look  of  the  story   Ø  Believable   Ø  Execu�ve  Support   For complete stories see: Guiding  Leaders  into  the  Future   Powerful  Messages     8