1. The document discusses how providing access to information and knowledge management systems can be used to positively influence human behavior and drive desired organizational values and outcomes. It argues that information accessibility encourages transparency, honesty, adherence to values and measurable performance. 2. Key points made include that knowledge directly shapes beliefs, identity, vision and drives behavior and values. The quality of decisions can be improved by equipping people with better information streams. 3. When information is fully distributed and knowledge management systems are used, it allows understanding of all decision factors and comparison of behaviors, which encourages transparency, honesty and adherence to shared values and goals.

1. The Potential Use of Information Systems and Knowledge Management to drive Desired Values and Behaviors in People Systems (to Achieve Measurable Outputs with Performance Based Metrics)

2. A paradigm from current thinking on Particle Physics ….. “Matter is a mere derivation, a subordinate phenomenon. The fundamental essences are energy and information. Information bounds energy into form, like will bounds volition into purpose. Alter the information, and the form is altered, while the substance remains unchanged. Energy is older than information, but formless and timeless without it. Older than matter, but helpless and useless without it. Replace one thought with another, one pattern with another. And you can effectively change the outcome without interfering with the form.”

3. A paradigm from current work on How People Think ….. “People use cognitive rules or reasoning to design and implement their actions. These rules can be thought of as a kind of “master program”, stored in the brain, governing all behavior. These rules and reasoning are derived from memories made up of experiences, information, and derived knowledge, that very much control the attitude formation process - which directly relates to observable behavior. If you can change the information streams into the mind, and directly contribute to knowledge acquisition, you can dramatically impact on attitude formation and behavior. Replace one thought with another, one pattern with another. And you can effectively change the outcome without interfering with the form! ”

4. The hypothesis …... “In a Knowledge Society - the Information Age - accessibility to Information forces transparency in Human Relationships by enabling the Decision Maker to understand all the factors required in making the Decision”

5. “ This accessibility to Information in turn forces Honesty in Transactions, which force Value Statements, which forces adherence to Values and Behaviors - because Individuals can then compare Behavior and Performance from their Knowledge and Perceptions gained from exposure to the Information Streams”

6. You could therefor say that accessibility to Information forces : - Transparency in Transactions - Underwrites Honesty - Promotes Value Statements and - Adherence to Values and Behaviors or AI>TT>H>VS>V&B

7. “ AI>TT>H>VS>V&B” What this means for us is quite dramatic

8. Attitude is a crucial component of the Behavior and Beliefs structure K F A

9. The three components of Attitude formation : The Cognitive component is Our knowledge about the Attitude Object, whether that knowledge is accurate or not. K

10. - Affective component is Our feeling toward the Attitude Object. F

11. - Conative component is the Action, or the intent of Action, We will take toward the Attitude Object. A

12. The model of Attitude formation shows that Our subjective knowledge (beliefs) about an Object determines Our Attitude toward it.

13. The variables in Attitude change are: 1. Personality traits

14. 2. Credibility of the source of different opinions or information countering existing Attitudes

15. 3. Group Membership

16. Traditionally a Change Management Process is centered around attacking the Group Dynamics component to eventually change individual Behavior. This is achieved by removing excuse bases, and empowerment processes that create different Patterns of Behavior at the Group Level, and therefore at the Individual level (by force of association with new group norms)

17. These types of Processes usually do not succeed long-term due to the inability of Senior Management to deliver on one or more of the three Trust Paradigms

18. There are Three Distinct Levels of Trust and Performance Expectation that must be satisfied to enable Change and build sustainable Relationships and Pattern Changes

19. Personality generated Trust and Observed Performance Behavior

20. Personality generated Trust and Observed Performance Behavior Organizational generated Trust and Related Performance - perceived as support for the Individual

21. Personality generated Trust and Observed Performance Behavior Organizational generated Trust and Related Performance (perceived as support for the Individual Environmental generated Trust and Performance Expectation of 100% delivery of all Tasks and Compliance Requirements

22. If we look at Organizational Philosophy and the Decision Making Process we see an opportunity to use the power of Information as a Prime Change Agent and move away from the traditional group approach

23. This approach could be tremendously powerful because of the role Knowledge plays in the Belief Structure Model

24. Behavior Values Knowledge Our Identity Our Vision Our Culture Our Intent Belief Structure

25. Knowledge directly influences : - Our Intent (for action) - Our Identity (perceptions) - Our Vision (reality) and drives into the critical areas of : - Behavior and - Values

26. If we now look at the Decision Making Process we see the real opportunity in using Information Systems and Knowledge Management to drive desired values and behavior in People Systems

27. Blame Credit Acceptance Rejection Trust Emotional Positioning of a Decision Process

28. Risk Active Decision Model

29. Yes / No / Wait (Maybe / Stall) Maybe Stall Evaluation Feedback Modification Action Next Decision Cost Benefit Analysis Ego Reward Hierarchical Imperatives N Y

30. The “Wait” State (Maybe / Stall) More Information Unsure of Result Timing Issues Other Influences Gaia Principle

31. Assessment of : Knowledge of : Proposed Action Desired Outcome Desired Result Trust & Performance Benefit Environmental Issues Effort Required Next Interaction Risk Involved Potential for Reward

32. The Consequences of Good Decisions Better utilization of Resources Greater productivity Job Enhancement Performance Enhancement Greater Security Greater Client Satisfaction Create a Demand for Profitable Management Generates a Positive Environment

33. The Literal Truth about Decisions The lower down the Organizational Structure they occur, the better they are and the less they cost. The faster they can be made, the higher the quality, and the lower the cost. The simple keys to Organizational efficiency in Decision making are the free, timely, and simple access to appropriate data, information, and knowledge systems. A “smart” Organization is one where Information is fully distributed, and access is freely available to the lowest common denominator of the Organization on demand.

34. The effectiveness of a decision is the Quality of the Decision multiplied by the Acceptance of it. Quality X Acceptance

35. The Area we can impact on immediately is the QUALITY of the Decision…. by providing Information Streams and Knowledge Management

36. Change is the Absolute Value of One

37. The Gaia Principle of the Universal Linking Theory suggests that “Every individual person’s performance impacts on, and in turn, is impacted on by, every other person’s performance” .

38. Simply put, this means that any decision that is implemented will only ever be as successful as the least committed person allows it to be.

39. “People and Culture - the Human Systems of a Company - are what make or break any Change Initiative” Arthur Wyatt, Founder Wyatt & Co.

40. The most frequently mentioned barriers to Change are Employee resistance, and Dysfunctional Corporate Culture. Dysfunctional Culture is one whose shared values and behavior are at odds with its long-term health.

41. “ The way in which someone or something functions ” “ .... to Perform ” Performance ….

42. The Concept of “a Balanced Universe” Simply doesn’t exist except in the minds of Politicians

43. Performance must be Observed to be Measured

44. Performance is Observed Behavior measured against a Benchmark 2 minutes 30 seconds

45. bench·mark (b  nch  märk  ) noun 1. A standard by which something can be measured or judged: “Inflation . . . is a great distorter of seemingly fixed economic ideas and benchmarks” (Benjamin M. Friedman). bench·marked , bench·mark·ing , bench·marks To measure (a rival's product) according to specified standards in order to compare it with and improve one's own product.

46. The Triangle of Paradox Vested Interest Literal Truth Creative Insight .

47. The Triangle of Paradox Vested Interest wants : Mgmt. Control - Local Responsibility Literal Truth : Local Capacity & Capability Creative Insight : The Link is Information & Knowledge Management .

48. The real business that responsible Management should be involved in is the supply of Information Streams and Knowledge Management Processes to everyone involved in any Process that has a desired Outcome so that they can make Quality Decisions that have maximum acceptability by the System Value of a Decision = Quality X Acceptance

49. Management changes the Information and the Knowledge base “ If you can change the information streams into the mind, and directly contribute to knowledge acquisition, you can dramatically impact on attitude formation and behavior. Replace one thought with another, one pattern with another. And you can effectively change the outcome without interfering with the form! ” forces Transparency in Transactions forces Honesty forces Value Statements and adherence to Values and Behaviors “AI>TT>H>VS>V&B”

50. The Tools : Empowerment - Have access to everything required to make an informed quality decision with the overt support of the impacted infrastructure and Organization Benchmarks - The real metrics that enable genuine performance management and strategic decision processes to flourish Information - Free and ready access to every attribute that could impact on a decision process with full 360 0 feedback Knowledge Management - Processes and systems that encourage active learning and contribution to the benefit of the overall system

51. “ Without Resistance, There Can Be No Change.” Dr. Peter Hubbard

52. Use a Gap Analysis Process to understand the missing links and deficiencies that are revealed in any Review Applied at the lowest level

53. Training is about Skills. It is Task Orientated, and requires procedure, practice, and feedback. (“Getting the 80%”) You must provide the requisite Training ...

54. Coaching is about Performance. It is Achievement Orientated, and requires a program, feedback, peaking, arousal, and characteristic tension. (Getting the extra 20%) You must provide the requisite Coaching ...

55. At the process level we need to explore what are the critical decisions our People need to make to achieve the desired Outcomes (at every level of the Organization) Establish Benchmarks and Milestones Establish what Information and Knowledge Management process they need to make Quality Decisions What the Access, Quality, Relevance, Timelines, and Feedback systems look like to them Provide Training and Coaching to enable the mind-shift required for acceptance Establish a “Mentoring” process to enable free and open exchange with 360 0 Feedback

56. We need to always be mindful of where Information and Knowledge Management fit on the Interaction Grid

57. Performance Interaction Grid © Experience Skills Self Image Situational Awareness High Involvement Low Involvement Rational Emotional

58. Skills Training is seen as a rational, low involvement (a considered or studied) activity. High Involvement Low Involvement Rational Emotional Learning Process - Facts & Figures, Processes, Systems Theory, Structure and Repetition.

59. Experiential Learning (on-the-job training) is considered a rational, high involvement activity. High Involvement Low Involvement Rational Emotional Experience Process Feedback, Trial & Error, Application of Theory & Systems, Physical Processes.

60. The Ego or Personality Activity (self-image) is considered as emotional, and high involvement. High Involvement Low Involvement Rational Emotional Self-Awareness - Application of Psychological values, Goal Setting, Values Self-Worth & Image

61. Situational Awareness is shown as an emotional, low involvement activity. High Involvement Low Involvement Rational Emotional The Observer - Intellectualize & Rationalize the WWWW WTW process.

62. xxxxxxxxx Within (time), the xxxx will xxxxxxx xxxxxxx(metric) and (metric) (performance statement) in (Organization) Barriers Relationships Beliefs & Attitudes Processes Systems Communication Organization Environment Attention Getting Mechanisms Trade Items Knowledge Management Information Systems Insights The Three Critical Icons Rational Emotional Transitional We should use the Barrier Model to “break through” existing Patterns

63. The hypothesis …... “In a Knowledge Society - the Information Age - accessibility to Information forces transparency in Human Relationships by enabling the Decision Maker to understand all the factors required in making the Decision”

64. “ This accessibility to Information in turn forces Honesty in Transactions, which force Value Statements, which forces adherence to Values and Behaviors - because Individuals can then compare Behavior and Performance from their Knowledge and Perceptions gained from exposure to the Information Streams”

65. DATA Data is defined as any objective information of a statistical or descriptive nature that solely considers the facts and or specifications of an object or a situation relating to an object. The purpose of DATA is to provide an unambiguous factual base of information from which cognitive and evaluative decisions can be made; comparisons of like to like can be made; assumptions concerning linear performance can be made; and observations regarding trending can be made. Example : The specification sheet for a piece of equipment; A usage record indicating functionality against set parameters; a maintenance record indicating elemental activity against a cost regimen .

66. INFORMATION I nformation is defined as any subjective information or observation that can be made about a situation relating to an object, or an event related to that object. In the main, Information is experiential, and may take the form of reports, stories, anecdotes, comments, or observations made during the evaluation, purchasing, installation, maintenance, use, transportation, storage, observation or decommissioning phase of an object. The purpose of INFORMATION is to provide an emotional context to the reality of using or experiencing an object, from which learning’s can be gained. These learning’s can then be applied to implement change management systems aimed at increasing the efficiency and utilization of the respective object or prevent someone else from experiencing the same conditions. Example : “When you use this you must watch out for an over-temp situation. If this exists, the quality of performance drops off appreciably, and it can be costly to repair.” “We found that we had to change out the filter every 130 hours, which is not what the specs indicate. If you let it go full term you could crack a manifold.”

67. KNOWLEDGE MANAGEMENT SYSTEMS are defined as those systems dedicated to the easy transmission and access of target-specific DATA and INFORMATION. The key aspect of a KMS is that access is unlimited, open, transparent, simple, intuitive, and current. 360 0 Feedback loops are incorporated as a prime facet of the communication protocols, and a critical element in the value statement is the concept of Network Theory. Knowledge Management Systems must always be aimed at the lowest common denominator in terms of connectivity, and must not exclude by technology design parameters. This may mean that the KMS exists in multiple distributed communication forms. A key aspect of any KMS is that the real needs and competencies of the Users are well understood before the design and implementation of any system, and that the relevance of the evolving Network is checked frequently.

68. Network Theory : The principle value of a Network is the number of People who make up that Network and the congruity of the network; The primary value is derived by the quality of the exchange between Users; The usefulness of a Network is proportional to the number of core and non-core tasks that look and feel the same to the user; It is accepted that in the best Network, there will be passive and active membership.

69. This new Behavioral Model suggests strongly that accessibility to Information forces : - Transparency in Transactions - Underwrites Honesty - Promotes Value Statements and - Adherence to Values and Behaviors

70. The use of modern Information Technology Platforms and Multimedia Applications gives us an unparalleled opportunity to affect behavior positively by fully distributing data and critical information to as many people as it is possible to reach using congruent Networks

71. The Potential Use of Information Systems and Knowledge Management to drive Desired Values and Behaviors in People Systems (to Achieve Measurable Outputs with Performance Based Metrics) [email_address]