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20090614   Km@Aa   Elb
20090614   Km@Aa   Elb
20090614   Km@Aa   Elb
20090614   Km@Aa   Elb
20090614   Km@Aa   Elb
20090614   Km@Aa   Elb
20090614   Km@Aa   Elb
20090614   Km@Aa   Elb
20090614   Km@Aa   Elb
20090614   Km@Aa   Elb
20090614   Km@Aa   Elb
20090614   Km@Aa   Elb
20090614   Km@Aa   Elb
20090614   Km@Aa   Elb
20090614   Km@Aa   Elb
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20090614 Km@Aa Elb

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Presentation given during an orientation workshop on KM and learning for an African architecture network in the Netherlands.

Presentation given during an orientation workshop on KM and learning for an African architecture network in the Netherlands.

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  • Knowledge management: encompassing any processes and practices concerned with the creation, acquisition, capture, sharing and use of knowledge, skills and expertise (Quintas et al., 1996) whether these are explicitly labelled as ‘KM’ or not. That definition is evolving. Important trend: moving away from K M towards KS and co-creation in a given context.
  • Knowledge management: encompassing any processes and practices concerned with the creation, acquisition, capture, sharing and use of knowledge, skills and expertise (Quintas et al., 1996) whether these are explicitly labelled as ‘KM’ or not. That definition is evolving. Important trend: moving away from K M towards KS and co-creation in a given context. Early dev: AKIS WB: KM strategy in 96, K for dv report (98-99) KM gen 1: storing knowledge (=commodity) IM rule KM gen 2: sharing knowledge (=value creating resource to improve practice) OL rule KM gen 3: co-creating knowledge / learning (= K doesn’t lead, learning does, to co-create K and adapt to context) social learning rule based on MSP (learning in networks, outside org)
  • Adult learning: full head - respect for experience/expertise – encouragement – relearning to be creative and ask questions – motivation – meaningful learning i.e. adapted to needs – pacing – action learning. Single loop learning : Single loop learning takes place when outcomes of decision making and action are evaluated in terms of the way these contribute to realizing goals and expectations Double loop learning : Double loop learning could be distinguished when feedback started to generate change in the set of assumptions on which practices had been based. Triple loop learning : When learning is characterized by reflection and actions that address the conditions that structure interaction patterns in single and double loop learning, it is referred to as triple loop learning, i.e., learning to learn.
  • Vision to inspire, mission to lead (guide) – learning is there to support this achievement People (capacities and availability, motivation to empower and develop) Processes to allow learning activities Tools & systems to support (learning) objectives Culture to let learning flourish (culture of aspiration/vision, respect, motivation, freedom, feedback, collaboration, fun) Management style (develop and promote a vision, trust your employees, give feedback, reward in public, criticise in private etc.) Environment: adapt to the needs of your environment too – but keep true to yourself (alignement / authenticity) Be inflexible on your vision, flexible on your achievements (hey, it’s a journey!!)
  • Starting from vision, mission and goal... There are 6 variables that we have seen And 6 knowledge processes: assessment, identification, development/acquisition, sharing, use, evaluation Working on this model allows a systemic approach to KM
  • I may have finally broken a writing block. Aside from two book chapters in the last couple of months I more or less completed a paper length opinion piece for a report ARK are producing on KM in the Legal Profession. The title includes one of those words which has multiple and different meanings namely render which is allowing me to play games between the poetic meaning and that of rendering something down to fat. As a part of that paper I updated my original three rules of knowledge management to seven principles which I share below. Knowledge can only be volunteered it cannot be conscripted . You can’t make someone share their knowledge, because you can never measure if they have. You can measure information transfer or process compliance, but you can’t determine if a senior partner has truly passed on all their experience or knowledge of a case. We only know what we know when we need to know it. Human knowledge is deeply contextual and requires stimulus for recall. Unlike computers we do not have a list-all function. Small verbal or nonverbal clues can provide those ah-ha moments when a memory or series of memories are suddenly recalled, in context to enable us to act. When we sleep on things we are engaged in a complex organic form of knowledge recall and creation; in contrast a computer would need to be rebooted. In the context of real need few people will withhold their knowledge . A genuine request for help is not often refused unless there is literally no time or a previous history of distrust. On the other hand ask people to codify all that they know in advance of a contextual enquiry and it will be refused (in practice its impossible anyway). Linking and connecting people is more important than storing their artifacts. Everything is fragmented . We evolved to handle unstructured fragmented fine granularity information objects, not highly structured documents. People will spend hours on the internet, or in casual conversation without any incentive or pressure. However creating and using structured documents requires considerably more effort and time. Our brains evolved to handle fragmented patterns not information. Tolerated failure imprints learning better than success . When my young son burnt his finger on a match he learnt more about the dangers of fire than any amount of parental instruction cold provide. All human cultures have developed forms that allow stories of failure to spread without attribution of blame. Avoidance of failure has greater evolutionary advantage than imitation of success. It follows that attempting to impose best practice systems is flying in the face of over a hundred thousand years of evolution that says it is a bad thing. The way we know things is not the way we report we know things . There is an increasing body of research data which indicates that in the practice of knowledge people use heuristics, past pattern matching and extrapolation to make decisions, coupled with complex blending of ideas and experiences that takes place in nanoseconds. Asked to describe how they made a decision after the event they will tend to provide a more structured process oriented approach which does not match reality. This has major consequences for knowledge management practice. We always know more than we can say, and we will always say more than we can write down . This is probably the most important. The process of taking things from our heads, to our mouths (speaking it) to our hands (writing it down) involves loss of content and context. It is always less than it could have been as it is increasingly codified.
  • Twitter: micro-blogging application to share information in 140 character-long messages. Connect, vibrate, buzz, share, answer, ask, learn, have fun (serendipity). Facebook: personal use? Also a dynamic interface for interactions with clients Blogs: (web log) reflect on a regular basis, structure your ideas, share them and interact with peers, improve your mental models, learn! RSS feeds: short streams of info as email, syndicated pull-on demand service to get updated about interesting webpages Bookmarking: website bookmarks that you can share, a wealth of resources, connect with your network! Flickr: Pictures of AA available any time? Different formats, comments, descriptions etc. Create photo groups for projects? Find lots of pix using keywords Communities of practice: A domain, practitioner peers, a practice. Ask, answer, solve problems, create team spirit, get energy, share ideas, get feedback, get information (Twitter is a mini CoP), get triggered and curious, learn & get inspired!!! Of course it takes time to practice but quickly pays off and becomes increasingly easy.
  • Single org External focus (RC function) Where are you at with your learning phase (pre-design, implementation, alignment) Reference framework: what is KM for you? What hypothesis of change do you have? Scope of your strategy: internal, external, systemic? Stealth or big bang? Centralised or decentralised? Tools and practices used? How to monitor your learning? What are trends / issues you want to tackle along the way?
  • Check: http://www.km4dev.org/wiki/index.php/What_are_the_questions_that_help_us_select_processes_and_methods%3F for some inspiration?
  • Transcript

    • 1. What is it really? Where is it headed? How can it help ArchiAfrika? Knowledge management, learning... cooperation 15/06/2009 ArchiAfrika KM presentation ELB
    • 2. Overview of our journey
      • I, K, KM etc.: What is it?
      • About learning: How to learn best?
      • What do we need for a learning journey?
      • How can a model help?
      • What are your learning principles?
      • What are opportunities 2.0?
      • How to go about KM strategically?
      • What does this all mean for AA?
      15/06/2009 ArchiAfrika KM presentation ELB
    • 3. 1. I, K, KM etc. what is it? Buzz: what is KM?
      • Information: Organised data in a readable format – explicit.
      • Knowledge: K=I*ESA – A body or a capacity – Polanyi’s tacit knowing
      • Knowledge Management: 3 definitions:
        • encompassing any processes and practices concerned with the creation, acquisition, capture, sharing and use of knowledge, skills and expertise (Quintas et al., 1996) whether these are explicitly labelled as ‘KM’ or not.
        • KM is all about learning, managing (*) information and ensuring knowledge-creation (**) in order to perform better individually and collectively (problem-solving, adaptive management), be it for a society, an organisation, a group of any sort or an individual (ELB).
        • Increasing the frequency and quality of conversations that get your job done (unclear)
      15/06/2009 ArchiAfrika KM presentation ELB
    • 4. 1. I, K, KM etc. what is it?
      • From KM to KS to KCC
      • 3 generations of KM
        • KM1: storing knowledge (commodity): IM era
        • KM2: sharing knowledge (value creating resource to improve practice): KS/OL era
        • KM3: Co-creating knowledge (tacit capacity): SL era
      • KM is about improving effectiveness through documenting, learning and sharing.
      15/06/2009 ArchiAfrika KM presentation ELB
    • 5. 2. About learning: How to learn best?
      • What is adult learning?
      • Single / double / triple loop learning?
        • Realising goals  change assumptions behind  allow both
        • Efficiency  punctual effectiveness  dynamic relevance.
      • Learning levels:
        • Individual: Discipline, reflection, documentation, sharing
        • Organisational: Problem solving, institutional memory, adaptive management
        • (Inter-)Institutional: Finding peers to get the job done, sharpening reflection, critical mass, addressing systemic issues
      15/06/2009 ArchiAfrika KM presentation ELB
    • 6. 3. What do we need for a learning journey?
        • The lead: Vision / mission
        • The simple means:
          • People,
          • process,
          • tools / systems
        • The complex factors:
          • Culture
          • Management style
          • Environment
      15/06/2009 ArchiAfrika KM presentation ELB
    • 7. 4. How can a model help? M. Weggeman’s knowledge value chain 15/06/2009 ArchiAfrika KM presentation ELB Knowledge Needed Available Develop Share Apply Evaluate Goal Mission Vision Strategy Culture Man. Style Personnel Structure Systems
    • 8. 5. What are your learning principles?
      • What are / could be AA’s learning principle (buzz)
      • Other useful KM/learning principles:
        • Learning is an iterative journey: the questioning is just as useful (if not more) as the answers – all the more so if done collectively
        • Knowledge can only be volunteered it cannot be conscripted .
        • We only know what we know when we need to know it.
        • In the context of real need few people will withhold their knowledge .
        • Everything is fragmented.
        • Tolerated failure imprints learning better than success.
        • The way we know things is not the way we report we know things .
        • We always know more than we can say, and we will always say more than we can write down .
      15/06/2009 ArchiAfrika KM presentation ELB
    • 9. 6. What are opportunities 2.0?
      • Buzzing together: Twitter, Facebook
      • Working together: wikis
      • Reflecting together: blogs
      • Getting personalised information: RSS feeds
      • Bookmarking together: del.icio.us
      • Documenting together: FlickR, Slideshare
      • Evolving together: Communities of practice
      • It’s all about documenting, connecting and empowering
      15/06/2009 ArchiAfrika KM presentation ELB
    • 10. 7. How to go about KM strategically?
      • Four influential pointers
        • Organisational complexity:
        • Strategic orientation
        • Learning phase
        • Reference framework (hypothesis / theory of development & change)
      • Four elements of a KM strategy
        • Scope of the policy / strategy
        • Approach followed
        • Tools and practices used
        • M&E framework and activities
        • And… Trends and upcoming issues
      15/06/2009 ArchiAfrika KM presentation ELB
    • 11. 7. How to go about KM strategically? 15/06/2009 ArchiAfrika KM presentation ELB
    • 12. 15/06/2009 ArchiAfrika KM presentation ELB 8. What does this all mean for AA? From: http://www.wordle.net/gallery/wrdl/941580/ArchiAfrika
    • 13. 8. What does this all mean for AA?
      • What will you do:
        • At personal level?
        • At organisational level?
        • At (inter-)institutional level?
        • In the short term and long term?
        • What will you do today (and tomorrow) to improve the way AA works?
        • What will you do together with your colleagues to make it work better?
      15/06/2009 ArchiAfrika KM presentation ELB
    • 14. Thank you and Good luck! 15/06/2009 ArchiAfrika KM presentation ELB
    • 15. Additional resources
      • KM4DEV Community of practice – new website
      • My del.icio.us bookmarks on learning
      • Twitter
      • Blogs: Blogger, Wordpress (see http://km4meu.wordpress.com/ )
      • Wikis: PBWiki, MediaWiki, SocialText (see: http://mywash.net/teamwork/index.cgi?teamwork )
      • FlickR: http://www.flickr.com/search/?q=african+architecture
      • [email_address] for more information
      15/06/2009 ArchiAfrika KM presentation ELB

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