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David Bennet KMME 2013


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David Bennet's talk at Knowledge Management Middle East 2013

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David Bennet KMME 2013

  1. 1. The Role of Knowledge Sharing in Decision-Making and Implementation Dr. David Bennet Mountain Quest Institute What is knowledge and why is it critical to our success? Hypothesis: The Performance of your organization every day depends completely upon what every individual in your organization does that day--Actions. So, what determines what they do that day? Do they want to do what is best for the Organization? Do they know what is best for the Organization? Are they empowered to do what is best? Do they know what to do that is best for the Organization?­‐     1                                                                              info@km-­‐  
  2. 2. Basic Concepts Information is: any non-random pattern. Knowledge is: …the human capacity (potential & actual ability) to take effective action in varied and uncertain situations. Knowledge tells us: What actions to take How to implement those actions The Knowledge Cycle Social Interaction Create Morale Ideas Make Take Experience Learning Knowledge Decisions Performance Action Solve Thinking Problems Empowered Feedback Learning = The creation of knowledge!­‐     2                                                                              info@km-­‐  
  3. 3. What goes into the creation of knowledge? Processes that support knowledge creation:   Awareness   Understanding   Meaning   Insight   Intuition   Creativity   Judgment   Anticipating the results of your actions Intuition Intuition is the sense of knowing coming from inside that influences decisions/ actions.   Patterns in the unconscious developed through experience, contemplation, and unconscious processing.   Becomes a natural part of our being.   Continuous learning through experience. “The mysterious mechanism by which we arrive at the solution of a problem without reasoning toward it” (Damasio, 1994)­‐     3                                                                              info@km-­‐  
  4. 4. The Systems Space Levels of Knowledge Information Surface knowledge Complicated Shallow knowledge Complex Deep­‐     4                                                                              info@km-­‐  
  5. 5. Characterization of Organizational Needs ORG LEVELS PROBLEMS ORG DECISIONS SOLUTION SOURCES ONTOLOGICAL Purpose Higher Mission Authority Values Leadership Complex Leadership CRITICALITY OF DECISIONS STRATEGIC DEEP Management Situations Decisions Complicated Management OPERATIONAL SHALLOW Supervisory Situations Decisions Simple Routine SURFACE TACTICAL Situations Decisions NUMBER OF DECISIONS Routine decisions made in organizations are at the surface level. Decisions requiring deep knowledge are fewer, and tend to be more critical. Decision-Making in a MECHANISMS FOR Complex Environment UNDERSTANDING  Observation  Analysis  Reasoning A  Critical thinking B  Intuition  Lucid dreaming  Synthesis  Dialogue  Effortful COMPLEX ADAPTIVE reflection EMERGENT IDENTITY MESS  New  Boundaries INFLUENCE behaviors  People  New ontology  Networks  New structure  Events, trends AS A FUNCTION OF TIME  New  Culture leadership MECHANISMS  Structure FOR INFLUENCE  New culture  Emergence  Ontology  Feedback loops  Tipping points  Boundary  Nonlinearities  Power laws management  Surprise prone  Time delays  Auto catalysis  Absorption  Multiple  Butterfly effects  Correlations  Optimum Unknown but can connections  Relationships  Unpredictable complexity be characterized  Trends & patterns  Simplification similarly  Events &  Sense and processes respond  Sinks & sources  Amplification  Seeding  Key success CURRENT LANDSCAPE factors FUTURE LANDSCAPE The decision strategy is a sequence of actions to move the situation from A toward­‐     5                                                                              info@km-­‐  
  6. 6. Sharing Knowledge Sharing information is easy—talk and listen. Sharing knowledge is much harder--?  You may be sharing feelings, hunches, and past experiences  You may be explaining an insight you have  You may have to explain a judgment call  You may not know how or why you know what you know about the situation Mind/Brain Support for the Sharing of Knowledge   Over the course of evolution physical mechanisms have developed to enable us to learn through social interactions.   The brain actually needs to seek out an affectively attuned other for learning.   People are in continuous, two-way interaction with those around them, and the brain is continuously changing in­‐     6                                                                              info@km-­‐  
  7. 7. Sharing Knowledge   Occurs both consciously and unconsciously   Not necessary to make knowledge explicit in order to share it!   Example: Mentoring and shadowing (through imitation and mimicry)   Mirror Neurons   Group learning –  Where communities/teams engage in dialogue and, over time, develop a common frame of reference, language and understanding Knowledge Sharing: Key Factors   Trust   Social Bonding   Respect   Listening   Honesty   Affective   Open Mind Attunement   Dialogue   Empathic Interaction   Good Holding­‐     7                                                                              info@km-­‐  
  8. 8. ACTIVE EXPERIMENTATION (ACTION) Premotor and Sensory motor and CONCRETE postsensory Frontal ABSTRACT EXPERIENCE Integrative CONCEPTUALIZATION cortex (APPREHENSION) (COMPREHENSION) al x or rte mp co Te tive ra integ REFLECTIVE OBSERVATION (REFLECTION) The learning cycle arises naturally from the structure of the brain. Sensing CONCRETE Feeling EXPERIENCE Awareness (Senses; Reliance on Attention direct information from the world) Intuition A Physical mechanisms have developed in our brain to Understanding enable us to learn through social interactions. Meaning REFLECTIVE OBSERVATION Truth/How things work B Physical and mental exercise Intuition (What happens during reflection) and social bonding are significant sources of Integrate/Look for unity Neuroscience Kolb/Zull Model Finding Area (8) stimulation of the brain. of Experiential SOCIAL Concepts, ideas, logic Learning (Kolb, 1984; Zull, 2002) INTERACTION C Social interaction mechanisms Problem solving foster the engagement in ABSTRACT affective attunement, consider Creativity CONCEPTUALIZATION the intentions of others, Build models and theories understand what another (Creation and use of person is thinking and think Anticipation representative ideas, about how we want to interact. concepts, patterns, Control, rigor, discipline pictures) Act on environment Focus attention ACTIVE EXPERIMENTATION Object-based logic (Action; Testing of Heightened boundary abstractions) perception Sensory feedback to brain SUBITEMS­‐     8                                                                              info@km-­‐  
  9. 9. Sensing Feeling CONCRETE EXPERIENCE Awareness (Senses; Reliance on Attention direct information from the world) A Language and social Intuition relationships build and shape the brain. Understanding B Adults developing complex Meaning REFLECTIVE neural patterns need emotional OBSERVATION support to offset discomfort of Truth/How things work Neuroscience Finding Area (9) this process. Intuition (What happens during reflection) SOCIAL Integrate/Look for unity SUPPORT C Affective attunement Kolb/Zull Model of Experiential contributes to the evolution Learning and sculpting of the brain. Concepts, ideas, logic (Kolb, 1984; Zull, 2002) Problem solving D The brain actually needs to ABSTRACT Creativity seek out an affectively attuned CONCEPTUALIZATION other for maximum learning. Build models and theories (Creation and use of Anticipation representative ideas, concepts, patterns, pictures) Control, rigor, discipline Act on environment Focus attention ACTIVE EXPERIMENTATION Object-based logic (Action; Testing of Heightened boundary abstractions) perception Sensory feedback to brain SUBITEMS SUBELEMENTS Knowledge creates the path and moves us into the future. KNOWLEDGE OF WHY KNOWLEDGE OF The WHAT AND WHERE Knowledge Journey KNOWLEDGE OF HOW KNOWLEDGE SHARING KNOWLEDGE SHARING X KNOWLEDGE SHARING Knowledge Sharing provides an accurate­‐     9                                                                              info@km-­‐  
  10. 10. Further Reading Bennet, A. and D. Bennet. “Leaders, Decisions, and the Neuro-Knowledge System” in Wallis, S., Cybernetics and Systems Theory in Management: Tools, Views and Advancements, IGI Global, Hershey, PA, 2010. Bennet, A. and D. Bennet. “The Decision-Making Process for Complex Situations in a Complex Environment” in Handbook on Decision Support Systems 1: Basic Themes, Springer-Verlag, Berlin, 2008. Bennet, A. and D. Bennet. Organizational Survival in the New World: The Intelligent Complex Adaptive System (A New Theory of the Firm). Elsevier, Boston, MA, 2004. Bennet, D. and A. Bennet. “The Depth of Knowledge: Surface, Shallow or Deep?” in VINE: The Journal of Information and Knowledge Management Systems, Vol. 38, No. 4, 2008. Bennet, D. and A. Bennet. “Engaging Tacit Knowledge in Support of Organizational Learning” in VINE: The Journal of Information and Knowledge Management Systems, Vol. 38, No. 1,­‐     10                                                                              info@km-­‐