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1
Strategic
Data-­‐
Based
Wisdom
in
the
Big
Data
Era

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2
It
is
all
about
People!
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
3
Sagology
is
dedicated
to
connec%ng
people
with
people
to
facilitate
collabora%on,
learning,
and
knowledge
sharing
through
keynotes,
workshops,
and
consulAng.
sagology
[sāj-­‐ol-­‐uh-­‐jee]
-­‐noun
1. the
study
of
organiza%onal
wisdom
in
all
its
forms,
esp.
with
reference
to
technology,
leadership,
culture,
process,
and
measurement
2. 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
LaAn
*sapius,
from
LaAn
sapere,
to
be
wise;
see
sep-­‐
in
Indo-­‐European
roots.]
-­‐ology
[Middle
English
-­‐logie,
from
Old
French,
from
LaAn
-­‐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).]
About
You
1. Name
2. OrganizaAon
3. PosiAon
4. KM
Story

3.
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3
Agenda
1. Where
is
the
Knowledge?
2. Organize
What?
3. What
Types
of
Knowledge
Exist?
4. Simples
Ideas
5. Do
you
Really
Want
to
Know?
6. Tools,
TacAcs,
and
Techniques:
Today
and
Tomorrow
7. Guiding
OrganizaAons
Into
the
Future
8. The
Future
is
Just
a
Day
Away
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
5
Keys
to
Success
1. ParAcipaAon
2. Courtesy
3. ConfidenAality
4. Time
L
www.tinyurl.com/leadingknowledge

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4
7
Resources
Where is the wisdom we have lost in
knowledge? Where is the knowledge we have
lost in information?
—T. S. Eliot, The Rock (1935)
CHAPTER 1
THE WHERE
 iBooks Author

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5
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
9
InformaAon
Overload
Information Overload
Information overload occurs
when the amount of input to a
system exceeds its
processing capacity.
(Speier et al, 1999, p. 338)
Information Overload
Information overload is that
state in which available, and
potentially useful, information
is a hindrance rather than a
help.
(Bawden, 2001, p. 6)
Personal Information Overload
A perception on the part of the individual
(or observers of that person) that the flow
of information associated with work tasks is
greater than can be managed effectively.
(Wilson, 2001, p. 113)
Organizational Information Overload
A situation in which the extent of
perceived information overload is
sufficiently widespread within an
organization as to reduce the overall
effectiveness of management operations.
(Wilson, 2001, p. 113)
245+ academic papers on Information Overload 1972-2000 (Bawden, 2001)
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
10
The
Cost?

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6
11
Broader
Challenge
=
InformaAon
Anxiety
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
Gartner Research’s Information Overload Survey concluded there are four
information issues affecting competition: siloed information; too much
information; unindexed information; and ineffective searching procedures
(Linden et al, 2002)
Components of Information Anxiety:
1. Not understanding information;
2. Feeling overwhelmed by the amount
of information to be understood;
3. Not knowing if certain information
exists;
4. Not knowing where to find
information; and
5. Knowing exactly where to find the
information, but not having the key to
access it. (Wurman, 1989, p. 44)
Causes of Cognitive Overload:
1. Too much information
supply;
2. Too much information
demand;
3. The need to deal with multi-
tasking and interruption; and
4. Inadequate workplace
infrastructure to help reduce
metacognition.
(Kirsh, 2000)
InformaAon
Anxiety
12

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7
13
InformaAon
Anxiety
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
2.12 2.31 2.26 2.14 2.07 1.8
0
1
2
3
Mean
Inform
ation
A
nxiety
A
ccessing
Inform
ation
Inform
ation
Exists
Finding
Inform
ation
Inform
ation
O
verload
U
nderstanding
Inform
ation
Summary of Findings
• Low levels reported M = 2.12,
• Order and difference important
• Accessing Information higher
(significantly) than Information
Overload, i.e. more troubling
• Understanding Information
significantly lower than others,
i.e. less of a problem
• Validates decisions to consider
the wider of Anxiety instead of
just overload
• High scale reliability Cronbach's
Alpha 0.852
Implication
• Leadership failure we must
dismantle unnecessary barriers
and provide middle managers
access and accountability
14

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15
http://www.domo.com/
16
http://www.domo.com/

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Generally, management of the many is the
same as management of the few. It is a matter
of organization.
—Sun Tzu (400–320 BC), The Art of War
CHAPTER 2
ORGANIZE
WHAT?
 iBooks Author
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
18
FoundaAon
or
Too
Busy

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10
Knowledge
Sharing
–
Nothing
New?
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
19
Defining
Knowledge
Management
20
http://www.johngirard.net/km

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Defining
Knowledge
Management
— Step
1:
Form
into
three
groups
— Step
2:
Deal
the
cards
— Step
3:
Individually
review
the
definiAons
in
your
hand
and
highlight
key
amributes
need
to
be
present
in
a
definiAon
of
Knowledge
Management
— Step
4:
Select
one
or
two
“best”
definiAons
— Step
5:
Reconvene
as
a
group
and
discuss
the
individually
sleeted
definiAons.
— Step
6:
Select
two
“best”
definiAons
21
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
Knowledge
Sharing
–
Nothing
New?
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
22
Knowledge Management is the
creation, transfer, and exchange of
organizational knowledge to achieve
a [competitive] advantage.

12.
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12
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
23
What
Advantage?
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
24
History
of
KM:
Academic
PerspecAve
Michael Polanyi
1950s
Aristotle
c. 350 BC
Classification
of
Knowledge
Aristotle
Sir Francis Bacon
17th Century 1990s
Carla O’Dell
2000s

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13
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
25
What
is
knowledge?
knowledge is "defined broadly to include
information, data, communication and
culture"
(p. 293)
Knowledge
Data
Information
Knowledge:
Concepts, experience, and
insight that provide a framework
for creating, evaluating and
using information (p. 373).
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
26
The
CogniHve
Hierarchy
Knowledge
Information
Data
Ackoff’s Apex
Wisdom
Understanding
Knowledge
Wisdom:
The collective and individual
experiences of applying
knowledge to the solution of
problems (p. 373).

14.
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A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
27
Puqng
the
Pieces
Together
October 27, 1917
Q1 - What time is it?
Q2 – Where are these people?
Q3 – Why is the boy smiling?
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
28
Data
Data
Davenport
&
Prusak
(1998)
define
data
“as
a
set
of
discrete,
objec%ve
facts
about
events”
and
they
suggest,
“in
an
organiza%onal
context,
data
is
most
usefully
described
as
structured
records
of
transac%ons”
(p.
2).

15.
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A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
29
InformaAon
Data
InformaHon
Peter
F.
Drucker
(1998)
claims
that
"Informa)on
is
data
endowed
with
relevance
and
purpose"
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
30
Knowledge
Knowledge
Data
InformaHon
Authors
Joseph
and
Jimmie
Boyem
(2001)
suggest
"knowledge
is
easy
to
talk
about
but
hard
to
define"

16.
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16
Managing
the
Metamorphosis
of
Knowledge
31
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
Knowledge
Information
Data
Type 2 - Information
Managers
• Context
• Categorize
• Calculate
• Correct
• Condense
Type 1- Knowledge
Managers
• Compare
• Consequences
• Connects
• Conversation
32
Management
Tasks
0
1
2
3
4
Mean
C
4
-C
onversation
C
6
-C
ategorize
C
9
-C
ondense
C
2
-C
onsequencesC
7
-C
alculate
C
3
-C
onnectsC
8
-C
orrect
C
1
-C
om
pare
Frequency Information Anxiety
Summary of Findings
• Significant negative
relationship between
frequency of task and
information anxiety
t(6) = -4.243, p = .005
• r2 value of 0.75
indicates that frequency
of task explains 75% of
the variability in
information anxiety.
Implications
KM strategy and
sharing may help
reduce anxiety with
infrequent tasks
High scale reliability Cronbach's Alpha of 0.800

17.
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A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
33
Types
of
Knowledge
Michael Polanyi
Easier to
replicate
Leads to
competency
Harder to articulate
Harder to transfer
Harder to steal
Higher competitive
advantage
Contributes to
efficiency
Easier to document and
share
20%
80%
Explicit
Tacit Carla O’Dell
O’Dell, C. (2002, May). Knowledge Management New Generation.
Presented at the APQC’s 7th Knowledge Conference, Washington, DC.
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
34
Exchange
and
Transfer
of
Knowledge
Sociali
zation Externa
lization
Interna
lization
Comb
ination
TACIT
EXPLICIT
EXPLICIT
TACIT
Ikujiro Nonaka

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A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
35
The
importance
of
sharing
.
.
.
According to Computer Associates . . .
http://www.youtube.com/watch?v=lH39xjXaLW8
Yu, shall I teach you what knowledge is? When
you know a thing, to hold that you know it;
and when you do not know a thing, to allow
that you do not know it;—this is knowledge.
—Confucius, The Analects, 2:17
CHAPTER 5
DO YOU
REALLY?
 iBooks Author

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A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
37
OrganizaAonal
Forgeqng
(de
Holan
et
al.)
SourceofKnowledge
From
Existing
Stock
Memory Decay Unlearning
Newly
Innovated
Failure to Capture
Avoiding Bad
Habits
Accidental Intentional
Mode of Forgetting
Figure 7. Forms of Organizational Forgetting (Adapted from de Holan et al.)
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
38
Energizing
a
NaAon

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20
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
39
What
do
we
know
40
years
later?
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
40
OrganizaAonal
Memory
OrganizaAonal
memory
is
the
body
of
knowledge,
past,
present,
and
future,
necessary
to
achieve
the
strategic
objecAves
of
an
organizaAon.
Enabled
by
technology,
leadership,
and
culture,
organizaAonal
memories
include
repositories
of
ar)facts,
communi)es
of
people,
and
organiza)onal
knowledge
sharing
processes,
which
focus
on
achieving
the
organiza)onal
vision.
Girard,
2009

21.
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A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
41
OrganizaAonal
Forgeqng
(de
Holan
et
al.)
SourceofKnowledge
From
Existing
Stock
Memory Decay Unlearning
Newly
Innovated
Failure to Capture
Avoiding Bad
Habits
Accidental Intentional
Mode of Forgetting
Figure 7. Forms of Organizational Forgetting (Adapted from de Holan et al.)
42
Are
your
messages
clear?

22.
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22
Well that didn’t actually happen, but . . . it
could have!
—Geena Davis, Actor and Raconteur
CHAPTER 7
FUTURE TALES
 iBooks Author
Memory
Test*
— Bed
— Rest
— Pajamas
— Pillow
— Snore
— Slumber
— Night
— Awake
— Blanket
— Dream
* Developed by Nancy Dixon
44
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.

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Knowledge
Management
Information
Management
Data
Management
Artificial
Intelligence
Expertise
Locator
Records
Management
Document
Management
Database
Management
Data
Warehouse
Data
Integration
Virtual
Collaboration
Group Ware
Taxonomies
Ontologies
Enterprise
Portal
Content
Management
After
Action Review
Forms
Management
Search
Engine
Web
Portal
Storytelling
Subject
Classification
Communities
of
Practice
* Developed by Denise Charbonneau (TBS) and Dr. John Girard
InterrelaAonship
of
DM,
IM,
KM*
45
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
Stonecumer
or
Cathedral
Builder?
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
46
John Constable. Salisbury Cathedral, from the Meadows. 1831. Oil on canvas. Private collection, on loan to the National Gallery, London, UK.

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Storytelling
by
Steve
Denning
Purpose
of
Story
— Sparking
acAon
— CommunicaAng
who
you
are
— Transmiqng
values
— Fostering
collaboraAon
— Taming
the
grapevine
— Sharing
knowledge
— Leading
people
into
the
future
www.stevedenning.com/SIN-136-HBR-publishes-Telling-Tales.html
47
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
HBR
May
2004
In
June
of
1995,
a
health
worker
in
a
Hny
town
in
Zambia
went
to
the
Web
site
of
the
Centers
for
Disease
Control
and
got
the
answer
to
a
quesHon
about
the
treatment
for
malaria.
Remember
that
this
was
in
Zambia,
one
of
the
poorest
countries
in
the
world,
and
it
happened
in
a
Hny
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
organizaHon
we
could
become.
48
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.

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WriAng
the
Future
— Snowden’s
(2002:
3)
‘we
can
always
know
more
than
we
can
tell,
and
we
will
always
tell
more
than
we
can
write
down.’
However,
Snowden
(2002:3)
suggests:
— I
can
speak
in
five
minutes
what
it
will
otherwise
take
me
two
weeks
to
get
round
to
spend
a
couple
of
hours
wriHng
it
down.
The
process
of
wriHng
something
down
is
reflecHve
knowledge;
it
involves
both
adding
and
taking
away
from
the
actual
experience
or
original
thought.
ReflecHve
knowledge
has
high
value,
but
is
Hme
consuming
and
involves
loss
of
control
over
its
subsequent
use.
49
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
Guiding
Government
Leaders
into
the
Future
Ø excite
change
in
a
very
large
bureaucraAc
organizaAon
Ø Five
years
in
the
future
Ø Balance
of
real
and
imaginary
CriAcal
Success
Factors:
Ø Look
of
the
story
Ø Believable
Ø ExecuAve
Support
For complete stories see: www.johngirard.net
50

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A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
51
Guiding
Faculty
into
the
Future
Ø excite
change
in
a
small
mid-­‐west
university
Ø Mock
interview
with
Dean
Ø Balance
of
real
and
imaginary
CriAcal
Success
Factors:
Ø Real
Dean
Ø RealisAc
Journal
Ø “Now
I
get
it”
For complete stories see: www.johngirard.net
Powerful
Messages
A
Leader's
Guide
to
KM
©
2014,
John
P.
Girard,
Ph.D.
52

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