A Leader's Guide to Knowledge Management - International Institute for Applied Knowledge Management's conference

1. www.sagology.com info@sagology.com 1 Strategic Data-‐ Based Wisdom in the Big Data Era

2. www.sagology.com info@sagology.com 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. www.sagology.com info@sagology.com 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

4. www.sagology.com info@sagology.com 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

5. www.sagology.com info@sagology.com 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?

6. www.sagology.com info@sagology.com 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

7. www.sagology.com info@sagology.com 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

8. www.sagology.com info@sagology.com 8 15 http://www.domo.com/ 16 http://www.domo.com/

9. www.sagology.com info@sagology.com 9 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

11. www.sagology.com info@sagology.com 11 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. www.sagology.com info@sagology.com 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

13. www.sagology.com info@sagology.com 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. www.sagology.com info@sagology.com 14 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. www.sagology.com info@sagology.com 15 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. www.sagology.com info@sagology.com 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. www.sagology.com info@sagology.com 17 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

18. www.sagology.com info@sagology.com 18 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

19. www.sagology.com info@sagology.com 19 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

20. www.sagology.com info@sagology.com 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. www.sagology.com info@sagology.com 21 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. www.sagology.com info@sagology.com 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.

23. www.sagology.com info@sagology.com 23 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.

24. www.sagology.com info@sagology.com 24 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.

25. www.sagology.com info@sagology.com 25 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

26. www.sagology.com info@sagology.com 26 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

27. www.sagology.com info@sagology.com 27