Strategies for Innovation: Producing Mode III Knowledge & Personal Capital in Organizations Arthur Harkins, Ph.D. John Moravec, Ph.D. University of Minnesota, Minneapolis, USA

The Six Knowledge Modes Scientific Applied (Action) Science Personal Contextual Machine/Software/IA/AI Chaordic

Scientific

Applied (Action) Science

Personal

Contextual

Machine/Software/IA/AI

Chaordic

A seventh Knowledge Mode: Mode 0 = No knowledge production

Mode III Knowledge Production Mode III = permits the creation, identification, measurement, and utilization of personal knowledge resources that would otherwise remain fallow or trapped in the netherworld of social invisibility (Harkins, 2002).

Mode III = permits the creation, identification, measurement, and utilization of personal knowledge resources that would otherwise remain fallow or trapped in the netherworld of social invisibility (Harkins, 2002).

Importance of Mode III KN Production Goal : to demonstrate how personal and social capital can be enhanced in transitional countries by the development of Mode III knowledge production

Goal : to demonstrate how personal and social capital can be enhanced in transitional countries by the development of Mode III knowledge production

Personal Capital Personal capital = a fusion of the functional & procedural knowledge, skills, talents, imagination, creativity, courage, attitude, worldview, vision, energy, passion, organization, wisdom, intuition, emotional intelligence, communication, relationship skills, social capital and networks, initiative, leadership and other personal resources.

Personal capital = a fusion of the functional & procedural knowledge, skills, talents, imagination, creativity, courage, attitude, worldview, vision, energy, passion, organization, wisdom, intuition, emotional intelligence, communication, relationship skills, social capital and networks, initiative, leadership and other personal resources.

Social Capital Social capital = the synergistic application of personal capital within value-creating institutions, organizations, and corporations.

Social capital = the synergistic application of personal capital within value-creating institutions, organizations, and corporations.

Selected Assumptions: Commodification of Knowledge The Emergence of Knowledge Workers and Innovational (applied) Knowledge Workers Cultural Factors (new sciences, role of media, management) Societal Factors (heterarchy over hierarchy) Changing Work Place Factors

Commodification of Knowledge

The Emergence of Knowledge Workers and Innovational (applied) Knowledge Workers

Cultural Factors (new sciences, role of media, management)

Societal Factors (heterarchy over hierarchy)

Changing Work Place Factors

A Need for Synergy Between Individuals & Organizations Personal capital development Expansion of mission definitions and broadening markets Reengineering of learning and action context(s) Rejection of Mode 0 activities Hyper-development of Mode III

Personal capital development

Expansion of mission definitions and broadening markets

Reengineering of learning and action context(s)

Rejection of Mode 0 activities

Hyper-development of Mode III

Implications of Mode III Knowledge for Organizations KN Based Continuous Innovation Organizations are emerging Cultures must choose how to support such organizations Developing Mode III knowledge production is the first step in such support Mode III knowledge is based on individualistic thought and innovation

KN Based Continuous Innovation Organizations are emerging

Cultures must choose how to support such organizations

Developing Mode III knowledge production is the first step in such support

Mode III knowledge is based on individualistic thought and innovation

Implications of Mode III Knowledge Production Processes Individualistic thought and continuous innovation run counter to traditionalism Organizations must decide to manage the interactions of knowledge Mode III against the backgrounds of existing and desired legacy factors Development of Mode III opens up organizations to new types of workers and consumers

Individualistic thought and continuous innovation run counter to traditionalism

Organizations must decide to manage the interactions of knowledge Mode III against the backgrounds of existing and desired legacy factors

Development of Mode III opens up organizations to new types of workers and consumers

Implications of Mode III Knowledge for Organizations Mode III will require major cultural changes in knowledge development, assessment, and innovation applications Mode III “opens up” organizations to new types of employees and consumers, because societal complexity and the demand for new knowledge and continuous innovation will apply to everyone, not merely to select classes of professionals, intellectuals, technician/scientists, and artists

Mode III will require major cultural changes in knowledge development, assessment, and innovation applications

Mode III “opens up” organizations to new types of employees and consumers, because societal complexity and the demand for new knowledge and continuous innovation will apply to everyone, not merely to select classes of professionals, intellectuals, technician/scientists, and artists

Implications of Mode III Knowledge for Organizations Mode III supportive organizations will become more instrumental in producing employees and consumers capable of developing and working with three emerging knowledge Modes: Context Machine Chaordic

Mode III supportive organizations will become more instrumental in producing employees and consumers capable of developing and working with three emerging knowledge Modes:

Context

Machine

Chaordic

Implications of Mode III Knowledge for Organizations Three Emerging Knowledge Modes… Mode IV: KN based on context creation and culture design Mode V: KN produced by machines, IA, AI, and SW Mode VI: KN based on the creation and management of “chaordic systems,” or systems intended to cope with unpredictable change

Three Emerging Knowledge Modes…

Mode IV: KN based on context creation and culture design

Mode V: KN produced by machines, IA, AI, and SW

Mode VI: KN based on the creation and management of “chaordic systems,” or systems intended to cope with unpredictable change

Implications of Mode III Knowledge for Organizations The three emerging knowledge modes are already becoming drivers of exponentially increasing change Altogether, Knowledge Modes I-VI are helping to bring about what Kurzweil and others call the Singularity, or the arrival of globally distributed human and non-human intelligence

The three emerging knowledge modes are already becoming drivers of exponentially increasing change

Altogether, Knowledge Modes I-VI are helping to bring about what Kurzweil and others call the Singularity, or the arrival of globally distributed human and non-human intelligence

Implications of Mode III Knowledge for Organizations There are various development futures for organizations working to develop Mode III services, initially, and quickly moving along to Modes IV through VI Our conclusion is that organizations must be continuously innovative in order to create and take advantage of Knowledge Modes III-VI

There are various development futures for organizations working to develop Mode III services, initially, and quickly moving along to Modes IV through VI

Our conclusion is that organizations must be continuously innovative in order to create and take advantage of Knowledge Modes III-VI

Implications of Mode III Knowledge for Organizations Our position is that there will be little payoff for organizations attempting to play “catch up” with leaders, because this approach will put them even further behind over time This approach will also hold back their societies from the optimal development and use of personal capital, which is the major driver of new and desperately needed social capital

Our position is that there will be little payoff for organizations attempting to play “catch up” with leaders, because this approach will put them even further behind over time

This approach will also hold back their societies from the optimal development and use of personal capital, which is the major driver of new and desperately needed social capital

Thank you! We are now open for points and questions…