Knowledge Maturing Model v3

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Knowledge Maturing Model v3

  1. 1. MATURE Continuous Social Learning in Knowledge Networks Knowledge Maturing Model v3 ( WP 1) UIBK, FZI 2 nd Annual Review May 5-6, 2010, Barcelona http://mature-ip.eu
  2. 2. Main route year 2 <ul><li>Function of the model & procedure in year 2 </li></ul><ul><li>Focussed state of the art analysis </li></ul><ul><li>Knowledge Maturing Model Landscape </li></ul><ul><ul><li>Knowledge maturing indicators </li></ul></ul><ul><ul><li>Knowledge maturing activities </li></ul></ul><ul><ul><li>Guidance </li></ul></ul><ul><ul><li>Phase model v3 </li></ul></ul><ul><li>Conclusions & Outlook </li></ul>MATURE - Continuous Social Learning in Knowledge Networks
  3. 3. Function of the model <ul><li>Conceptual anchor for the project and multiple boundary objects between the different strands of research, development and evaluation activities </li></ul><ul><li>Framework for analysis of company contexts, for interventions and the assessment of their effects </li></ul><ul><li>Foundation for systematic design of supporting solutions </li></ul>MATURE - Continuous Social Learning in Knowledge Networks
  4. 4. Process year 2 MATURE - Continuous Social Learning in Knowledge Networks
  5. 5. MATURE - Continuous Social Learning in Knowledge Networks Focussed state of the art analysis
  6. 6. Is knowledge maturing a process of continuous evolutionary change? <ul><li>Christensen: dichotomy between sustaining and disruptive innovation </li></ul><ul><ul><li>sustaining innovation corresponds to an evolutionary development of knowledge </li></ul></ul><ul><ul><li>disruptive innovation has as a prerequisite that you have built up a new strand of knowledge (i.e., “revolutionary” knowledge development) before becoming an innovation </li></ul></ul><ul><li>Consequence: </li></ul><ul><ul><li>Evolutionary support : functionality for easily changing things, collecting feedback and filtering of new ideas </li></ul></ul><ul><ul><li>Revolutionary support : creating rooms for new developments, not constrained by existing knowledge structures, starting again from scratch. </li></ul></ul>MATURE - Continuous Social Learning in Knowledge Networks
  7. 7. Is more mature always better? <ul><li>Knowledge can enable and constrain effective action </li></ul><ul><li>More knowledge is better: a questionable assumption </li></ul><ul><li>Reflects a similar discussion on information </li></ul><ul><ul><li>Information demand, logistics, overload, filtering (for action) </li></ul></ul><ul><li>Sedimentation also has two sides </li></ul><ul><ul><li>Increases confidence of knowledge workers, identify “solid knowledge rocks” out of the waves of transient knowledge </li></ul></ul><ul><ul><li>Increases core rigidity </li></ul></ul><ul><li>Balancing by strategy & guidance </li></ul><ul><li>It is not more knowledge, but selected knowledge that is more mature that counts in our model. </li></ul>MATURE - Continuous Social Learning in Knowledge Networks
  8. 8. What is the role of artefacts for knowledge maturing? <ul><li>Boundary objects = “objects that both inhabit several communities of practice and satisfy the informational requirements of each of them” </li></ul><ul><ul><li>requires robustness on the one side, but also interpretative flexibility </li></ul></ul>MATURE - Continuous Social Learning in Knowledge Networks
  9. 9. MATURE - Continuous Social Learning in Knowledge Networks The knowledge maturing model landscape
  10. 10. Knowledge Maturing Criteria & Indicators MATURE - Continuous Social Learning in Knowledge Networks
  11. 11. MATURE - Continuous Social Learning in Knowledge Networks
  12. 12. Knowledge maturing indicators <ul><li>operationalise the notion of knowledge maturing </li></ul><ul><ul><li>how can we observe or assess knowledge maturing? </li></ul></ul><ul><li>provide a basis for guidance activities in a closed-loop approach: </li></ul><ul><ul><li>how can we systematically and traceably intervene into knowledge maturing with the help of guidance activities? </li></ul></ul><ul><li>help shaping goals and measures in broader initiatives for knowledge management </li></ul><ul><ul><li>how can we align interventions into knowledge maturing with the portfolio of management instruments already in use in an organisation? </li></ul></ul><ul><li>Are based on context-dependent assumptions </li></ul><ul><ul><li>no universal indicators, but a “construction kit” </li></ul></ul>MATURE - Continuous Social Learning in Knowledge Networks
  13. 13. Problems with Indicators v1 <ul><li>First version defined on the basis of the ethnographic studies </li></ul><ul><li>However: </li></ul><ul><ul><li>Not clear what they actually measure and how it relates to knowledge maturing </li></ul></ul><ul><ul><li>Differentiation needed between </li></ul></ul><ul><ul><ul><li>State-based (measuring maturity) and event-based (measuring maturing) indicators </li></ul></ul></ul><ul><ul><ul><li>Levels of granularity (knowledge maturing of a certain piece of knowledge vs. knowledge maturing processes in a company in general) </li></ul></ul></ul>MATURE - Continuous Social Learning in Knowledge Networks
  14. 14. Criteria <ul><li>Artefact-related </li></ul><ul><ul><li>measure something related to any form of artefact </li></ul></ul><ul><li>Individual capability-related </li></ul><ul><ul><li>individual’s experience, competence, or knowledge. </li></ul></ul><ul><li>Sociofact-related </li></ul><ul><ul><li>quality of social interaction or meta-competencies on a collective level </li></ul></ul><ul><li>Alignment of artefacts and cognifacts. </li></ul><ul><ul><li>aligning the maturity or formality of artefacts with the maturity of the cognifacts, avoiding over- and under-formalization. </li></ul></ul><ul><li>Impact & Results. </li></ul><ul><ul><li>measure maturity of knowledge through the output it generates </li></ul></ul>MATURE - Continuous Social Learning in Knowledge Networks
  15. 15. Artefact-related MATURE - Continuous Social Learning in Knowledge Networks
  16. 16. Sociofact-related MATURE - Continuous Social Learning in Knowledge Networks
  17. 17. Guidance MATURE - Continuous Social Learning in Knowledge Networks
  18. 18. MATURE - Continuous Social Learning in Knowledge Networks
  19. 19. Guidance <ul><li>any influence on the direction (“goal”) or the quality of knowledge maturing processes by entities not directly involved in them . </li></ul><ul><li>can range from </li></ul><ul><ul><li>an unintended “influence” (e.g., via the mere existence of artefacts) </li></ul></ul><ul><ul><li>via explicit shaping of context conditions (e.g., giving room for collaboration, recommendation of artefacts) </li></ul></ul><ul><ul><li>up to direct interventions into the setting of goals or even operational procedures (e.g., decisions on what to pursue and what to discard, prescription of artefacts). </li></ul></ul><ul><li>not limited to persons as the “guiding” entity </li></ul>MATURE - Continuous Social Learning in Knowledge Networks
  20. 20. Forms of guidance <ul><li>Artefact-based guidance </li></ul><ul><ul><li>Awareness of existence </li></ul></ul><ul><ul><li>Legitimation, commitment </li></ul></ul><ul><ul><li>Quality and usefulness </li></ul></ul><ul><ul><li>Level of formality </li></ul></ul><ul><li>Sociofact-based guidance </li></ul><ul><ul><li>Culture </li></ul></ul><ul><ul><li>Collaboration and communication structures </li></ul></ul><ul><ul><li>Shared practices </li></ul></ul><ul><li>Managerial guidance </li></ul><ul><ul><li>Setting goals and thus giving priority </li></ul></ul><ul><ul><li>Shape work environment and work organisation </li></ul></ul><ul><ul><li>Organise and coach learning processes </li></ul></ul>MATURE - Continuous Social Learning in Knowledge Networks
  21. 21. Knowledge Maturing Phase Model MATURE - Continuous Social Learning in Knowledge Networks
  22. 22. MATURE - Continuous Social Learning in Knowledge Networks
  23. 23. Phase Model v3 <ul><li>Splitting an instructional and an experimental path (major strands from interviews) </li></ul><ul><li>Separating large-scale roll-out from the standardisation phase without necessarily a wider standardisation (major need for clarification in the interviews) </li></ul><ul><li>Institutionalization has two perspectives: </li></ul><ul><ul><li>external (black box; output specification, service, product) </li></ul></ul><ul><ul><li>internal perspective (white box; process, practice, roles, responsibilities, feedback mechanisms etc.) </li></ul></ul>MATURE - Continuous Social Learning in Knowledge Networks
  24. 24. MATURE - Continuous Social Learning in Knowledge Networks
  25. 25. Conclusions MATURE - Continuous Social Learning in Knowledge Networks
  26. 26. Summary <ul><li>Improved understanding through theoretical work as well as reflection in empirical work </li></ul><ul><li>Take-up of experiences made with demonstrators </li></ul><ul><li>Major extension of the Knowledge Maturing Model into a Landscape of Models </li></ul><ul><li>Refining of Concepts of Knowledge Maturing </li></ul><ul><li>Impact on Coordination of Year 3 Activities </li></ul><ul><ul><li>Prototype development </li></ul></ul><ul><ul><li>Evaluation </li></ul></ul><ul><ul><li>In-depth Study </li></ul></ul><ul><ul><li>Conceptual refinement of KMMM </li></ul></ul>MATURE - Continuous Social Learning in Knowledge Networks
  27. 27. Advancing the state of the art <ul><li>Knowledge maturing model landscape provides a unique system for </li></ul><ul><ul><li>Analysing knowledge development processes and their existing barriers (motivational, organisational etc.) </li></ul></ul><ul><ul><li>Identifying key activities to improve </li></ul></ul><ul><ul><li>Designing socio-technical systems intending to overcome barriers </li></ul></ul><ul><ul><li>Making knowledge maturing and the effects of intervention measurable </li></ul></ul><ul><ul><li>Linking knowledge maturing to other organisational functions </li></ul></ul>MATURE - Continuous Social Learning in Knowledge Networks
  28. 28. Future plans <ul><li>Guidelines for knowledge maturing support </li></ul><ul><li>Alignment of KM indicators with standard reporting system (KPIs) </li></ul><ul><li>Consideration of complementary initiatives, such as innovation management, quality management, high performance management </li></ul><ul><li>Interventions and levers as proposals for guidance activities </li></ul>MATURE - Continuous Social Learning in Knowledge Networks

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