1.
www.johngirard.net 1 john@johngirard.net

2.
www.johngirard.net 2 john@johngirard.net

3.
“a group of obviously related units of which the degree and nature of the rela�onship is imperfectly known” www.johngirard.net 3 john@johngirard.net

4.
Could this happen to you? www.johngirard.net 4 john@johngirard.net

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 www.johngirard.net 5 john@johngirard.net

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 www.johngirard.net 6 john@johngirard.net

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 http://www.youtube.com/watch?v=lH39xjXaLW8 The importance of leaders sharing . . . www.johngirard.net 7 john@johngirard.net

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. www.johngirard.net 8 john@johngirard.net

9.
17 h�p://www.youtube.com/watch?v=Hzgzim5m7oU 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.” groundswell.forrester.com TLC: Technology www.johngirard.net 9 john@johngirard.net

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 www.johngirard.net 10 john@johngirard.net

11.
The Genera�on Game Digital Na�ve or Digital Immigrant? www.johngirard.net 11 john@johngirard.net

12.
See Sonia Ben Jaafer: www.slideshare.net/KMMiddleEast Twi�er Revolu�on New Technology: Always Good? www.johngirard.net 12 john@johngirard.net

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 www.johngirard.net 13 john@johngirard.net

14.
Share constantly Respect that your to build trust. customers and Nurture curiosity employees have and humility. power. Hold openness Forgive failure. accountable. http://www.charleneli.com/resources/new-­‐rules/ Open Leadership http://www.slideshare.net/charleneli/openness-­‐audit Openness Audit www.johngirard.net 14 john@johngirard.net

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 www.johngirard.net 15 john@johngirard.net

16.
Somewhere on the West Coast Unknown unknowns Impact of Culture on Communica�on www.johngirard.net 16 john@johngirard.net

17.
h�p://www.triballeadership.net/what-­‐is-­‐tribal-­‐leadership/diagnosing-­‐culture Tribal Leadership h�p://www.triballeadership.net/audio-­‐book Free Audio Book www.johngirard.net 17 john@johngirard.net

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 www.johngirard.net 18 john@johngirard.net

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 www.johngirard.net 19 john@johngirard.net

20.
Cultural Metaphors Will people understand your message? www.johngirard.net 20 john@johngirard.net

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 www.johngirard.net 21 john@johngirard.net

22.
43 — Bed — Slumber — Rest — Night — Pajamas — Awake — Pillow — Blanket — Snore — Dream * Developed by Nancy Dixon Memory Test* www.johngirard.net 22 john@johngirard.net

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. www.jnj.com/our_company/our_credo/ Our Credo (Johnson & Johnson) www.johngirard.net 23 john@johngirard.net

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. www.jnj.com/our_company/our_credo/ 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 1986www.johngirard.net 24 john@johngirard.net

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 www.johngirard.net 25 john@johngirard.net

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? www.johngirard.net 26 john@johngirard.net

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 www.stevedenning.com/SIN-136-HBR-publishes-Telling-Tales.html 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 www.johngirard.net 27 john@johngirard.net

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: www.johngirard.net Guiding Government Leaders into the Future www.johngirard.net 28 john@johngirard.net

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: www.johngirard.net 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 www.stevedenning.com/SIN-136-HBR-publishes-Telling-Tales.html Storytelling by Steve Denning www.johngirard.net 29 john@johngirard.net

30.
Powerful Messages www.johngirard.net 30 john@johngirard.net

31.
h�p://www.youtube.com/watch?v=exiLL_ArCoc www.johngirard.net 31 john@johngirard.net

32.
A New Approach to Mee�ngs h�p://www.youtube.com/watch?v=6FAsZ4J8O70 Can social technology solve the problem? Measuring Success www.johngirard.net 32 john@johngirard.net

33.
h�p://www.youtube.com/watch?v=GEHilEXW_wY A word on incen�ves 67 h�p://www.youtube.com/watch?v=jnwQYwAnud4 Final Thoughts: The Right Message www.johngirard.net 33 john@johngirard.net

34.
John P. Girard, Ph.D. www.johngirard.net 34 john@johngirard.net