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IKE'12 - A Leader's Guide to KM


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John Girard's tutorial "A Leader's Guide to Knowledge Management" at 2012 International Conference on Information and Knowledge Engineering, Las Vegas.

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IKE'12 - A Leader's Guide to KM

  1. 1.     1                                                                        
  2. 2.     2                                                                        
  3. 3.  “a  group  of  obviously  related  units  of   which  the  degree  and  nature  of  the   rela�onship  is  imperfectly  known”     3                                                                        
  4. 4. Could  this  happen  to  you?     4                                                                        
  5. 5. Data Information Communication Culture  knowledge is "defined broadly to include information, data, communication and culture” (p. 293) What  is  knowledge?   Wisdom Ackoff’s Apex Understanding Knowledge Knowledge Wisdom: Information The collective and individual Data experiences of applying knowledge to the solution of problems (p. 373). The  Cogni�ve  Hierarchy     5                                                                        
  6. 6. October 27, 1917 Q1 - What time is it? Q2 – Where are these people? Q3 – Why is the boy smiling? The  difference  .  .  .  Data  to  Knowledge   Easier to document and Explicit share Contributes to Easier to efficiency replicate 20% Leads to competency Michael Polanyi 80% Tacit Carla O’Dell Harder to articulate Harder to steal Higher competitive advantage Harder to transfer O’Dell, C. (2002, May). Knowledge Management New Generation. Presented at the APQC’s 7th Knowledge Conference, Washington, DC. Types  of  Knowledge     6                                                                        
  7. 7. TACIT n Ext tio ern za a i ial liz Soc ati on EXPLICIT TACIT on Co Ikujiro Nonaka ati mb liz a in rn a ti on Inte EXPLICIT Exchange  and  Transfer  of  Knowledge   The  importance  of  leaders  sharing  .  .  .     7                                                                        
  8. 8. Measurement Leadership Process Technology Culture A  New  View   Knowledge  Sharing  in  a  2.0  World  ©  2012,  John  P.  Girard,  Ph.D.   Leadership   Transparency   Vision and example   Resources (including time) Measurement Technology Culture Leadership  Help or hinder  Need to Share vs Process Technology Need to Know Culture  Security issues  Privacy  Tending toward free  Content Creators A  li�le  TLC  goes  a  long  way!   Knowledge  Sharing  in  a  2.0  World  ©  2012,  John  P.  Girard,  Ph.D.     8                                                                        
  9. 9. 17   h�p://   The  Right  Message        “A  social  trend  in  which  people   use  technologies  to  get  the   things  they  need  from  each   other,  rather  than  from   tradi�onal  ins�tu�ons  like   corpora�ons.”   TLC:  Technology     9                                                                        
  10. 10. US  Adults   18%   24%   46%   23%   12%   2007   2010   US  18-­‐24   US  35-­‐44   US  55+             Creators             25%   37%   50%   34%   28%             Cri�cs             12%   21%   38%   20%   12%             Collectors             25%   51%   85%   54%   26%             Joiners             48%   73%   89%   73%   64%             Spectators             44%   18%   3%   17%   30%   Inac�ves   The  Social  Technographics™  Ladder   The  Power  of  YouTube     10                                                                        
  11. 11. The  Genera�on  Game   Digital  Na�ve  or  Digital  Immigrant?     11                                                                        
  12. 12. See  Sonia  Ben  Jaafer:   Twi�er  Revolu�on   New  Technology:  Always  Good?     12                                                                        
  13. 13. The  Right  Technology   Including Ray Downey, Special Operations Command lost 95 men that day – totaling 1,600 years of experience. (emphasis added) TLC:  Leadership     13                                                                        
  14. 14. Share  constantly   Respect  that  your   to  build  trust.   customers  and   Nurture  curiosity   employees  have   and  humility.   power.   Hold  openness   Forgive  failure.   accountable.­‐rules/   Open  Leadership­‐audit   Openness  Audit     14                                                                        
  15. 15. “. . . there are known knowns; there are things we know that we know. There are known unknowns; that is to say there are things that we now know we don’t know. But there are also unknown unknowns — there are things that we do not know we dont know.” A  leader’s  view  on  “knowing”.  .  .   Unknown Unknown Knowns Unknowns HP   Known Known Knowns Unknowns Comp  Intell   Knowns  and  Unknowns     15                                                                        
  16. 16. Somewhere on the West Coast Unknown  unknowns   Impact  of  Culture  on  Communica�on     16                                                                        
  17. 17. h�p://­‐is-­‐tribal-­‐leadership/diagnosing-­‐culture   Tribal  Leadership   h�p://­‐book   Free  Audio  Book     17                                                                        
  18. 18. Emphasis  on  So�  Skills   It  is  clear  that  Arab  CEOs  favor  so�  skills   such  as  problem-­‐solving  and   communica�on  skills  over  the  ability  to   perform  rou�ne  tasks.  The  Interna�onal   Labor  Organiza�on  corroborates  these   finding  when  sugges�ng  that   employability  is  closely  linked  to  the   capacity  of  an  individual  to  adapt  to   change  and  the  ability  to  combine   different  types  of  knowledge  and  build   on  them  by  managing  self-­‐learning   throughout  his/her  working  life   Emphasis  on  So�  Skills     18                                                                        
  19. 19. Hofstede:  Cultural  Dimensions   Canada   6   5   Singapore   USA   4   3   2   1   Japan   0   England   South  Africa  (B)   Australia   South  Africa  (W)   Power  Distance  Prac�ce   Power  Distance  Value   Cultural  Dimensions:  Power  Distance     19                                                                        
  20. 20. Cultural  Metaphors   Will  people  understand  your  message?     20                                                                        
  21. 21. TACIT n Ext tio ern za a i ial liz Soc ati on EXPLICIT TACIT on Co Measurement ati Leadership mb liz a in rn a ti on Process Inte Technology Culture EXPLICIT Exchange  and  Transfer  of  Knowledge   14 November 2004 Wisdom “With 3,600 stores in the United States and Understanding roughly 100 million customers walking n Knowledge tio Knowledge ea through the doors each week, Wal-Mart has Cr access to information about a broad slice of ge led America Information . . . The data are gathered item by ow Kn item at the checkout aisle, then recorded, mapped and updated by store, by state, by Data region . . . By its own account Wal-Mart has 460 terabytes of data.” ( 750,000 CDs 1 terabyte ~ 1,000,000 MB) Hurricane The  Knowledge  Edge  –  The  Ul�mate  Goal     21                                                                        
  22. 22. 43   — Bed   — Slumber   — Rest   — Night   — Pajamas   — Awake   — Pillow   — Blanket   — Snore     — Dream   * Developed by Nancy Dixon Memory  Test*     22                                                                        
  23. 23. TACIT n Ext tio ern za a i ial liz Soc ati on EXPLICIT TACIT on Co ati mb liz in na r a ti on Inte Internalization Combination EXPLICIT  Learning by doing  Formal Education (MBA)  Experience  Policies  Values/Ethos  Data mining Teradata, 1991 Wal-Mart, 2004 TYLENOL® crisestuff   Crea�on  and  Transfer  of  Knowledge   The  Story  of  S of 1982 and 1986 We believe our first responsibility is to the doctors, nurses and patients, to mothers and fathers and all others who use our products and services. In meeting their needs everything we do must be of high quality. We must constantly strive to reduce our costs in order to maintain reasonable prices. Customers orders must be serviced promptly and accurately. Our suppliers and distributors must have an opportunity to make a fair profit. We are responsible to our employees, the men and women who work with us throughout the world. Everyone must be considered as an individual. We must respect their dignity and recognize their merit. They must have a sense of security in their jobs. Compensation must be fair and adequate, and working conditions clean, orderly and safe. We must be mindful of ways to help our employees fulfill their family responsibilities. Employees must feel free to make suggestions and complaints. There must be equal opportunity for employment, development and advancement for those qualified.   Our  Credo  (Johnson  &  Johnson)     23                                                                        
  24. 24. We must provide competent management, and their actions must be just and ethical. We are responsible to the communities in which we live and work and to the world community as well. We must be good citizens – support good works and charities and bear our fair share of taxes. We must encourage civic improvements and better health and education. We must maintain in good order the property we are privileged to use, protecting the environment and natural resources. Our final responsibility is to our stockholders. Business must make a sound profit. We must experiment with new ideas. Research must be carried on, innovative programs developed and mistakes paid for. New equipment must be purchased, new facilities provided and new products launched. Reserves must be created to provide for adverse times. When we operate according to these principles, the stockholders should realize a fair return.   Our  Credo  (Johnson  &  Johnson)   49   Socialization Externalization  Social spaces (Ba)  After action review TACIT  Master/apprentice  Lessons learned  Storytelling  Metaphor n Ext tio ern za a i ial liz Soc ati on EXPLICIT TACIT on Co ati mb liz in na r a ti on Inte Internalization Combination EXPLICIT  Learning by doing  Formal Education (MBA)  Experience  Policies  Values/Ethos  Data mining Teradata, 1991 Wal-Mart, 2004 TYLENOL® crisestuff   Crea�on  and  Transfer  of  Knowledge   The  Story  of  S of 1982 and     24                                                                        
  25. 25. Records Artificial Communities Data Management Intelligence of Integration Taxonomies Practice Subject Expertise Data Classification Ontologies Locator Warehouse Document Enterprise After Management Portal Action Review Database Forms Web Portal Management Management Group Ware Virtual Content Collaboration Management Search Engine Storytelling Data Information Knowledge Management Management Management * Developed by Denise Charbonneau (TBS) and Dr. John Girard Interrela�onship  of  DM,  IM,  KM*   1.  What was planned? 2.  What happened? 3.  What is the delta? 4.  What do we do about it? A�er  Ac�on  Review     25                                                                        
  26. 26.   John Constable. Salisbury Cathedral, from the Meadows. 1831. Oil on canvas. Private collection, on loan to the National Gallery, London, UK. Stone  Cu�er  or  Cathedral  Builder?     26                                                                        
  27. 27. Purpose  of  Story   Ø Sparking  ac�on   Ø Communica�ng  who  you  are   Ø Transmi�ng  values   Ø Fostering  collabora�on   Ø Taming  the  grapevine   Ø Sharing  knowledge   Ø Leading  people  into  the  future Storytelling  by  Steve  Denning   In  June  of  1995,  a  health  worker  in  a   �ny  town  in  Zambia  went  to  the  Web   site  of  the  Centers  for  Disease  Control   and  got  the  answer  to  a  ques�on  about   the  treatment  for  malaria.  Remember   that  this  was  in  Zambia,  one  of  the   poorest  countries  in  the  world,  and  it   happened  in  a  �ny  place  600  kilometers   from  the  capital  city.  But  the  most   striking  thing  about  this  picture,  at  least   for  us,  is  that  the  World  Bank  isnt  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  organiza�on  we  could   become.   HBR  May  2004     27                                                                        
  28. 28. Snowden,  ‘we  can  always  know  more  than   we  can  tell,  and  we  will  always  tell  more  than   we  can  write  down.’     However,  Snowden  suggests:     I  can  speak  in  five  minutes  what  it  will   otherwise  take  me  two  weeks  to  get   round  to  spend  a  couple  of  hours  wri�ng   it  down.  The  process  of  wri�ng  something   down  is  reflec�ve  knowledge;  it  involves   both  adding  and  taking  away  from  the   actual  experience  or  original  thought.   Reflec�ve  knowledge  has  high  value,  but   is  �me  consuming  and  involves  loss  of   control  over  its  subsequent  use.   Wri�ng  the  Future   Ø  excite  change  in  a  very  large   bureaucra�c  organiza�on     Ø  Five  years  in  the  future   Ø  Balance  of  real  and  imaginary   Cri�cal  Success  Factors:   Ø  Look  of  the  story   Ø  Believable   Ø  Execu�ve  Support   For complete stories see: Guiding  Government  Leaders  into  the  Future     28                                                                        
  29. 29. Ø  excite  change  in  a  small   mid-­‐west  university   Ø  Mock  interview  with  Dean   Ø  Balance  of  real  and   imaginary   Cri�cal  Success  Factors:   Ø  Real  Dean   Ø  Realis�c  Journal   Ø  “Now  I  get  it”   For complete stories see: Guiding  Faculty  into  the  Future     Knowledge  Sharing  in  a  2.0  World  ©  2012,  John  P.  Girard,  Ph.D.   Purpose  of  Story   Ø Sparking  ac�on   Ø Communica�ng  who  you  are   Ø Transmi�ng  values   Ø Fostering  collabora�on   Ø Taming  the  grapevine   Ø Sharing  knowledge   Ø Leading  people  into  the  future Storytelling  by  Steve  Denning     29                                                                        
  30. 30.   Powerful  Messages     30                                                                        
  31. 31. h�p://     31                                                                        
  32. 32. A  New  Approach  to  Mee�ngs   h�p://   Can  social  technology  solve  the  problem?   Measuring  Success     32                                                                        
  33. 33. h�p://   A  word  on  incen�ves   67   h�p://   Final  Thoughts:  The  Right  Message     33                                                                        
  34. 34. John  P.  Girard,  Ph.D.     34