John Girard's masterclass at KM Singapore 2015 "Putting Action Back in Knowledge Management." A series of high impact activities to inspire and educate teams about KM.

1. www.sagology.com
info@sagology.com
1
O�awa
Minot
Macon

2. www.sagology.com
info@sagology.com
2
It
is
all
about
People!
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
4
Sagology
is
dedicated
to
connec�ng
people
with
people
to
facilitate
collabora�on,
learning,
and
knowledge
sharing
through
keynotes,
workshops,
and
consul�ng.
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
La�n
*sapius,
from
La�n
sapere,
to
be
wise;
see
sep-­‐
in
Indo-­‐European
roots.]
-­‐ology
[Middle
English
-­‐logie,
from
Old
French,
from
La�n
-­‐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).]

3. www.sagology.com
info@sagology.com
3
Themes
1. KM
in
Ac�on
2. Technology
–
A
Double-­‐edged
Sword
3. Leading
Knowledge
Workers
4. The
Impact
of
Culture
5. Storytelling
in
Ac�on
6. The
Future
is
Just
a
Day
Away
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
5
Keys
to
Success
1. Par�cipa�on
2. Courtesy
3. Confiden�ality
4. Time
L
Recommended
Schedule
0900
–
1000:
Session
1
1000
–
1030:
Networking
Break
1030
–
1230:
Session
2
1230
–
1330:
Lunch
1330
–
1500:
Session
3
1500
–
1530:
Networking
Break
1530
–
1700:
Session
4
6
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net

4. www.sagology.com
info@sagology.com
4
Overview
Drawing
on
the
Past
1. Where
is
the
Knowledge?
2. Organize
What?
3. What
types
of
Knowledge
exist?
Leading
Today’s
Knowledge
Workers
4. Simples
Ideas
5. Do
you
Really
Want
to
Know
6. Tools,
Tac�cs,
and
Techniques
KM
in
Singapore
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
7
About
You
1. Name
2. Organiza�on
3. Posi�on
4. KM
Story
8
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net

5. www.sagology.com
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5
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
Knowledge
Management
–
Nothing
New?
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
10

6. www.sagology.com
info@sagology.com
6
What
is
KM
to
you?
11
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
Defining
Knowledge
Management
1. Form
into
groups
2. Deal
the
cards
3. Individually
review
the
defini�ons
in
your
hand
and
highlight
key
a�ributes
need
to
be
present
in
a
defini�on
of
Knowledge
Management
4. Select
one
or
two
“best”
defini�ons
5. Reconvene
as
a
group
and
discuss
the
individually
selected
defini�ons.
6. Select
the
“best”
defini�on
12
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
EX

7. www.sagology.com
info@sagology.com
7
Defining
Knowledge
Management
13
h�p://www.johngirard.net/km
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
Overview
— Aim:
to
demonstrate
the
depth,
breadth,
and
interna�onal
nature
of
KM
— First
a�empt
to
catalog,
within
the
academic
literature,
KM
defini�ons,
especially
those
with
an
applied
orienta�on.
— Hope
other
researchers
will
build
on
this
founda�on
with
a
view
to
cataloging
the
many
defini�ons
in
use
today
and
in
the
future.
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
14

8. www.sagology.com
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8
Defini�on
Selec�on
— To
ensure
access
to
the
source
material,
only
defini�ons
that
are
widely
available
on
the
Internet
were
considered.
— Some
might
ques�on
the
exclusion
of
some
o�-­‐cited
defini�ons
that
are
locked
in
the
academic
vaults
we
call
journals;
however,
given
the
field
is
about
sharing,
it
seemed
rather
oxymoronic
to
discuss
defini�ons
that
many
people
cannot
access.
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
15
Scope
— No
sugges�on
that
every
KM
defini�on
penned
in
the
past
three
decades
has
been
considered.
— Goal
was
to
consider
a
wide
variety
of
defini�ons
in
terms
of
origina�ng
discipline
and
country.
— Opted
to
present
the
defini�ons
by
domain,
which
we
acknowledge
is
very
subjec�ve.
— Listed
the
country
of
origin,
which
again
is
rather
subjec�ve
as
it
is
usually
based
on
the
lead
author
or
publisher’s
country
of
origin.
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
16

9. www.sagology.com
info@sagology.com
9
Limita�ons
— Major
limita�on
of
this
project
is
the
methodology
for
collec�ng
the
defini�ons.
— Only
defini�ons
that
were
widely
available
on
the
Internet
were
considered.
— Collec�on
should
be
considered
a
convenience
sample
as
there
was
no
a�empt
to
include
every
defini�on
penned.
— All
of
the
defini�ons
considered
were
in
the
English
language.
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
17
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
18

10. www.sagology.com
info@sagology.com
10
Domain
Number
Management
33
Informa�on
Technology
18
Development
6
Government
6
Educa�on
5
General
5
Informa�on
and
Library
Science
3
Informa�on
Management
3
Content
Management
2
Defense
2
Energy
2
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
19
Domain
Number
Engineering
2
Finance
2
Health
2
Human
Resources
2
Science
and
Technology
2
Accoun�ng
1
Aerospace
1
Archivists
1
Ar�ficial
Intelligence
1
Law
1
Social
1
Sta�s�cs
1
Systems
Thinking
1
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
20

11. www.sagology.com
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11
Analysis
— Word
parsing
tool
used
to
create
a
list
of
words
contained
in
the
collec�on
of
>
100
defini�ons
— “knowledge
management”
eliminated
to
ensure
the
emphasis
of
the
individual
words
knowledge
and
management
were
not
exaggerated.
— Root
word
combina�ons
grouped:
create,
created
and
crea�on
grouped
as
create.
— Preposi�ons
and
pronouns
were
removed
— Only
words
appearing
at
least
four
�mes
were
included
in
the
list
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
21
Most
Common
Terms
knowledge
112
organiza�on
69
process
50
informa�on
44
use
40
share
36
create
33
manage
30
assets
19
people
18
prac�ce
18
improve
15
systema�c
15
capture
14
value
14
resources
12
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
22

12. www.sagology.com
info@sagology.com
12
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net

13. www.sagology.com
info@sagology.com
13
KM
Defined?
If
we
consider
only
the
words
that
appear
at
least
30
�mes
then
we
might
create
the
following
defini�ons:
— Knowledge
Management
is
the
process
of
crea�ng,
sharing,
using
and
managing
the
knowledge
and
informa�on
of
an
organiza�on.
— Knowledge
Management
is
the
management
process
of
crea�ng,
sharing
and
using
organiza�onal
informa�on
and
knowledge.
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
25
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
26
The
Future
Ikujiro Nonaka
“In
an
economy
where
the
only
certainty
is
uncertainty,
the
only
sure
source
of
las�ng
compe��ve
advantage
is
knowledge.”

14. www.sagology.com
info@sagology.com
14
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
Scientia protenia est (Latin maxim, “For also
knowledge itself is power.”)
—Sir Francis Bacon, Meditationes Sacrae
(1597)
CHAPTER 3
THE TYPES
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
28

15. www.sagology.com
info@sagology.com
15
KM
Enablers
and
Inhibitors
29
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
30
KM
Models
Webber, F., Wunram, M., Kemp, J., Pudlatz., & Bredehorst, B. (2002). Standardisation in
knowledge management – Towards a common KM framework in Europe. Proceedings of
UNICOM Seminar Towards Common Approaches & Standards in KM. London.
KM Pillars
European Framework
DON Balanced KM
Enablers of Transfer
KM Assessment Tool
Technology
Leadership
Culture
Infrastructure
Organization
Process
Measures
Learning
Content
Bennet, A. & Kantner, J. (2001). Navigating the KM dimension, Next-
Generation Knowledge Management: Enabling Business Processes.
American Productivity & Quality Center.
Developed by Dr Stankosky and his team at George Washington University
in 1999

16. www.sagology.com
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16
A
New
View
of
Knowledge
Management
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
31
Leadership
Measurement
Process
Technology
Culture
32
Which
enabler(s)
ma�er?
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net

17. www.sagology.com
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17
33
Exploratory
Research:
The
Torii
0
1
2
3
4
5
MeanLeadership
Technology
C
ulture
Process
M
easurem
ent
The survey statement was <blank> is an important enabler of knowledge management. This
exploratory question also resulted in some interesting findings. Of note is the discovery that more
than 90% of respondents agreed or strongly agreed that Leadership is an important enabler of
knowledge management.
Process
Measurement
Leadership
Technology
Culture
F(4, 468) = 11.532, p = .0000
Leadership is significant at
the .05 critical alpha level.
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
34
Exploratory
Research:
The
Torii
0
1
2
3
4
5 4.49
4.07 4.02 3.95
3.74
4.8
4.3
4.7
4.3
3.9
Mean
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net

18. www.sagology.com
info@sagology.com
18
TLC:
Leadership
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
35
Including Ray Downey, Special Operations Command lost 95 men that day –
totaling 1,600 years of experience. (emphasis added)
36
Leadership
and
Governance
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net

19. www.sagology.com
info@sagology.com
19
37
Leadership
and
Governance
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
New
Technology
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
38
Is the newest always best?

20. www.sagology.com
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20
The
Right
Technology
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
39
40
KM
Tools
and
Pla�orms
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net

21. www.sagology.com
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21
41
KM
Tools
and
Pla�orms
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
42
TLC:
Culture

22. www.sagology.com
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22
Open
Leadership
Respect
that
your
customers
and
employees
have
power.
Share
constantly
to
build
trust.
Nurture
curiosity
and
humility.
Hold
openness
accountable.
Forgive
failure.
43
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
http://www.charleneli.com/resources/new-­‐rules/
Openness
Audit
44
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
http://www.slideshare.net/charleneli/openness-­‐audit

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23
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
45
Tribal
Leadership
About
You
1. Name
2. Organiza�on
3. Posi�on
4. KM
Story
46
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net

24. www.sagology.com
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24
47
Culture
Approaches
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
48
Culture
Approaches
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net

25. www.sagology.com
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25
Rewards
49
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
50
Marshmallow
Challenge
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net

26. www.sagology.com
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26
Recommended
Schedule
0900
–
1000:
Session
1
1000
–
1030:
Networking
Break
1030
–
1230:
Session
2
1230
–
1330:
Lunch
1330
–
1500:
Session
3
1500
–
1530:
Networking
Break
1530
–
1700:
Session
4
51
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
A�er
Ac�on
Review
1. What was planned?
2. What happened?
3. What is the delta?
4. What do we do about it?
52
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net

27. www.sagology.com
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27
53
Marshmallow
Challenge
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
Lessons
for
KM
1. Mul�disciplinary
teams
2. Team
development
3. Value
of
prototyping
4. Sa�sficing
/
Measure
of
Success
5. Accep�ng
/
Learning
from
failure
6. Impact
of
rewards
7. Planning
versus
execu�on
8. Best
design
is
based
on
team’s
talent
9. Google
cannot
solve
everything
…

28. www.sagology.com
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28
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?
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
56
Founda�on
or
Too
Busy

29. www.sagology.com
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KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
57
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).
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
58
The
Cogni�ve
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).

30. www.sagology.com
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30
I believe what I said yesterday.
I don’t know what I said,
but I know what I think, and, well,
I assume it’s what I said.
—Former U.S. Secretary of Defense Donald
Rumsfeld
CHAPTER 4
SIMPLE IDEAS
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
59
Complex:
A
Defini�on
“a
group
of
obviously
related
units
of
which
the
degree
and
nature
of
the
rela�onship
is
imperfectly
known”
60
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net

31. www.sagology.com
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Exchange
and
Transfer
of
Knowledge
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
61
Sociali
zation Externa
lization
Interna
lization
Comb
ination
TACIT
EXPLICIT
EXPLICIT
TACIT
Leadership
Measurement
Process
Technology
Culture
Crea�on
and
Transfer
of
Knowledge
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
62
Sociali
zation Externa
lization
Interna
lization
Comb
ination
TACIT
EXPLICIT
EXPLICIT
TACIT
Combination
Formal Education (MBA)
Policies
Data mining Teradata, 1991
Wal-Mart, 2004
Internalization
Learning by doing
Experience
Values/Ethos
TYLENOL® crises of 1982 and 1986

32. www.sagology.com
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KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
http://www.jnj.com/about-jnj/jnj-credo
Our Credo (Johnson & Johnson)
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.
63
http://www.jnj.com/about-jnj/jnj-credo
There must be equal opportunity for employment, development
and advancement for those qualified.
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.
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
64

33. www.sagology.com
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Crea�on
and
Transfer
of
Knowledge
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
65
Sociali
zation Externa
lization
Internalization
Comb
ination
TACIT
EXPLICIT
EXPLICIT
TACIT
Combination
Formal Education (MBA)
Policies
Data mining Teradata, 1991
Wal-Mart, 2004
Internalization
Learning by doing
Experience
Values/Ethos
TYLENOL® crises of 1982 and 1986
Externalization
After action review
Lessons learned
Metaphor
Socialization
Social spaces (Ba)
Master/apprentice
Storytelling
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
66
The
importance
of
sharing
.
.
.
http://www.youtube.com/watch?v=lH39xjXaLW8

34. www.sagology.com
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67
KM
Processes
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
68
KM
Tools
and
Pla�orms
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net

35. www.sagology.com
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69
KM
Tools
and
Pla�orms
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
70
Pu�ng
the
Pieces
Together
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net

36. www.sagology.com
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KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
71
The
difference
.
.
.
Data
to
Knowledge
October 27, 1917
Q1 - What time is it?
Q2 – Where are these people?
Q3 – Why is the boy smiling?
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
72
The
Knowledge
Edge
–
The
Ul�mate
Goal
Knowledge
Information
Data
Wisdom
Understanding
Knowledge
KnowledgeCreation
“With 3,600 stores in the United States and
roughly 100 million customers walking
through the doors each week, Wal-Mart has
access to information about a broad slice of
America . . . The data are gathered item by
item at the checkout aisle, then recorded,
mapped and updated by store, by state, by
region . . . By its own account Wal-Mart has
460 terabytes of data.” ( 750,000 CDs 1 terabyte ~
1,000,000 MB)
14 November 2004
Hurricane

37. www.sagology.com
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KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
73
KM
Models
KM Pillars
European Framework
DON Balanced KM
Enablers of Transfer
KM Assessment Tool
Technology
Leadership
Culture
Infrastructure
Organization
Process
Measures
Learning
Content
Bennet, A. & Kantner, J. (2001). Navigating the KM dimension, Next-
Generation Knowledge Management: Enabling Business Processes.
American Productivity & Quality Center.
Developed by Dr Stankosky and his team at George Washington University
in 1999
Leadership
Measurement
Process
Technology
Culture
Inukshuk
74
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
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38. www.sagology.com
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Inukshuk:
KM
Model
75
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
Foundation
Leadership
Technology
Culture
Internalization
Socialization Externalization
Combination
Process
Tacit Knowledge Explicit Knowledge
Measurement
Inukshuk:
“likeness of a person”
(essential component of KM)
Guide leaders
Every Inukshuk is different
Artifacts matter!
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
Vision:
An
environment
that
facilitates
knowledge
discovery,
crea�on
and
innova�on,
and
which
fosters
the
development
of
a
learning
organiza�on
(From
DM/CDS
May
2002
based
on
IMSR)
KM
Core
Group
1.
Governance
2.
KM
Support
3.
Awareness
KM
SOC
VC
Study
CoP
Toolkit
War
stories
Knowledge
Cafe
Exploit
Successes
Build
Partnerships
EDRMS
C4ISR
Supports:
Policy
&
Strategy
Stakeholders
Needs
Creates
Value
KM
Strategic
Opera�ng
Concept:
Driven
by
Strategy,
Based
on
Results
Decentralised
Coordinated
DND/CF
Transforma�on
Objec�ves
Leadership
Technology
Culture
Internaliza�on
Socializa�on
Externaliza�on
Combina�on
Tacit
Knowledge
Explicit
Knowledge
Measurement
Our
Guide
76

39. www.sagology.com
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39
Knowledge
Strategy
The
Future
Knowledge
Environment
• Leaders
View
• Knowledge
Workers
View
• A
Vision
of
the
Future
Guiding
Principles
• Driven
by
Strategy
–
Based
on
Results
• Decentralized
• Coordinated
Governance
• Knowledge
Management
Advisory
Group
• Chief
Knowledge
Officer
/
Director
Knowledge
Management
du�es
and
responsibili�es.
77
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
Char�ng
a
Course
toward
a
Knowledge
Environment
78
KM
Singapore
2015
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John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
2003
2004
2005
2006
2007
2008
Get
Started
Develop
a
Strategy
Design
&
Launch
a
KM
Initiative
Expand
and
Support
Institutionalize
VCDS
Endorsement
Stage
5
Institutionalize
Knowledge
Management
Stage
4
Expand
and
Support
Stage
3
Design
and
Launch
a
KM
Initiative
Stage
2
Develop
a
Strategy
Stage
1
Get
Started
APQC
Stages
of
KM
DMC
Endorsement
DMC
Endorsement
Leadership
Technology
Culture
Internalization
Socialization
Externalization
Combination
Tacit
Knowledge
Explicit
Knowledge
Measurement
Post
DEM
Brie�ing
C4ISR
1
RCHA

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79
KM
Planning
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
I wish we knew what we know at HP.
—Lew Platt, Hewlett-Packard
CHAPTER 6
THE TOOLS
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
80

41. www.sagology.com
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41
KM
Strategies:
Towards
a
Taxonomy
— Michael
Earl
2001,
a�er
five-­‐year
study
— Genesis:
confusion
amongst
execu�ves
— Purpose:
to
help
guide
execu�ves
on
choices
to
ini�ate
KM
— Seven
Schools:
¡ Systems
School
¡ Cartographic
¡ Process
¡ Commercial
¡ Organiza�onal
¡ Spa�al
¡ Strategic
Technocratic
Economic
Behavioral
81
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
Earl’s
Strategies:
Will
they
work
in
a
2.0
world?
Technocratic Economic
School
Attribute
System Cartographic Engineering Commercial
Focus Technology Maps Processes Income
Aim Knowledge bases
Knowledge
directories
Knowledge flows Knowledge assets
Philosophy Codification Connectivity Capability Commercialization
Behavioral
School
Attribute
Organizational Spatial Strategic
Focus Networks Space Mindset
Aim Knowledge pooling
Knowledge
exchange
Knowledge
capabilities
Philosophy
Collaboration Contactivity Consciousness
82
KM
Singapore
2015
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P.
Girard,
Ph.D.
-­‐
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42
Earl’s
System
School
“to
capture
specialist
knowledge
in
knowledge
bases
which
other
specialist
or
qualified
people
can
access”
http://www.pcmag.com/article2/0,4149,28792,00.asp
Focus
Technology
Aim
Knowledge
bases
Philosophy
Codifica�on
83
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
Earl’s
Cartographic
School
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
84
“to
make
sure
knowledgeable
people
in
the
organiza�on
are
accessible
to
others
for
advice,
consulta�on,
or
knowledge
exchange”
84
“Exper�se
loca�on
systems
replace
the
second-­‐genera�on
technique
of
yellow
pages
making
connec�ons
between
people
and
communi�es”
(Dave
Snowden)
Focus
Maps
Aim
Knowledge
directories
Philosophy
Connec�vity

43. www.sagology.com
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43
Earl’s
Engineering
School
Engineering
school
focuses
on.:
1. “performance
of
business
processes
can
be
enhanced
by
providing
opera�ng
personnel
with
knowledge
relevant
to
their
task”
2. “management
processes
are
inherently
more
knowledge-­‐
intensive
than
business
processes”
FDA
Focus
Processes
Aim
Knowledge
Flows
Philosophy
Capability
85
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
Earl’s
Economic
School
“it
is
overtly
and
explicitly
concerned
with
both
protec�ng
and
exploi�ng
a
firm's
knowledge
or
intellectual
assets
to
produce
revenue
streams”
Focus
Income
Aim
Knowledge
Assets
Philosophy
Commercial-­‐
iza�on
Dow
Vice
President
Richard
Gross
stated
Dow
was
able
to
reduce
their
patent
holdings
by
over
10,000
resul�ng
in
a
saving
of
$40
million
in
five
years.
86
KM
Singapore
2015
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John
P.
Girard,
Ph.D.
-­‐
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44. www.sagology.com
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44
Earl’s
Organiza�onal
School
“the
use
of
organiza�onal
structures,
or
networks
to
share
or
pool
knowledge”
Focus
Networks
Aim
Knowledge
Pooling
Philosophy
Collabora�on
Facing
the
drawdown
of
the
B-­‐2
project,
the
company
decided
it
would
be
necessary
to
“maintain
profiles
of
staff
who
could
be
used
for
future
B-­‐2
projects”
(APQC)
87
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
Earl’s
Spa�al
School
“a
design
for
emergence
philosophy
of
knowledge
management
.
.
.
it
centers
on
the
use
of
space
or
spa�al
designs
to
facilitate
knowledge
exchange”
Focus
Space
Aim
Knowledge
Exchange
Philosophy
Contac�vity
Meeting
Environment
Supporting
Socialization
M
E
S
S
Ba
Bar
88
KM
Singapore
2015
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P.
Girard,
Ph.D.
-­‐
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45
Earl’s
Strategic
School
“sees
knowledge
management
as
a
dimension
of
compe��ve
strategy”
Focus
Mindset
Aim
Knowledge
Capabili�es
Philosophy
Consciousness
89
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
Which
school
would
be
best
for
you?
Technocratic Economic
School
Attribute
System Cartographic Engineering Commercial
Focus Technology Maps Processes Income
Aim Knowledge bases
Knowledge
directories
Knowledge flows Knowledge assets
Philosophy Codification Connectivity Capability Commercialization
Behavioral
School
Attribute
Organizational Spatial Strategic
Focus Networks Space Mindset
Aim Knowledge pooling
Knowledge
exchange
Knowledge
capabilities
Philosophy
Collaboration Contactivity Consciousness
90
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
EX

46. www.sagology.com
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46
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?
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
91
Close
Your
Book!
92
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net

47. www.sagology.com
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47
Memory
Test*
— Bed
— Rest
— Pajamas
— Pillow
— Snore
— Slumber
— Night
— Awake
— Blanket
— Dream
* Developed by Nancy Dixon
93
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
94
Organiza�onal
Forge�ng
(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.)

48. www.sagology.com
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48
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
95
Energizing
a
Na�on
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
96
What
do
we
know
40
years
later?

49. www.sagology.com
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49
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
97
What
do
we
know
40
years
later?
98
Forge�ng?
KM
Singapore
2015
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John
P.
Girard,
Ph.D.
-­‐
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50. www.sagology.com
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KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
99
Organiza�onal
Memory
Organiza�onal
memory
is
the
body
of
knowledge,
past,
present,
and
future,
necessary
to
achieve
the
strategic
objec�ves
of
an
organiza�on.
Enabled
by
technology,
leadership,
and
culture,
organiza�onal
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
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
100
Organiza�onal
Forge�ng
(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.)

51. www.sagology.com
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Something
to
consider
.
.
.
“. . . 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 don't know.”
101
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
Knowns
and
Unknowns
Unknown
Knowns
Unknown
Unknowns
Known
Knowns
Known
Unknowns
102
KM
Singapore
2015
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John
P.
Girard,
Ph.D.
-­‐
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Knowns
and
Unknowns
103
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
104
Knowns
and
Unknowns
Exercise
Unknown Knowns Unknown Unknowns
Known Knowns Known Unknowns
1. Printer/Scanner
2.
3.
1. Data Mining
2.
3.
1. Competitive Intell
2.
3.
EX

53. www.sagology.com
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53
Well that didn’t actually happen, but . . . it
could have!
—Geena Davis, Actor and Raconteur
CHAPTER 7
FUTURE TALES
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
105
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
Interrela�onship
of
DM,
IM,
KM*
106
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net

54. www.sagology.com
info@sagology.com
54
Stonecu�er
or
Cathedral
Builder?
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
107
John Constable. Salisbury Cathedral, from the Meadows. 1831. Oil on canvas. Private collection, on loan to the National Gallery, London, UK.
Storytelling
by
Steve
Denning
Purpose
of
Story
— Sparking
ac�on
— Communica�ng
who
you
are
— Transmi�ng
values
— Fostering
collabora�on
— Taming
the
grapevine
— Sharing
knowledge
— Leading
people
into
the
future
www.stevedenning.com/SIN-136-HBR-publishes-Telling-Tales.html
108
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net

55. www.sagology.com
info@sagology.com
55
HBR
May
2004
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
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
organiza�on
we
could
become.
109
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
Wri�ng
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
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.
110
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net

56. www.sagology.com
info@sagology.com
56
The
Right
Message
h�p://www.youtube.com/watch?v=Hzgzim5m7oU
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
111
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
Guiding
Government
Leaders
into
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
112

57. www.sagology.com
info@sagology.com
57
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
113
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
Cri�cal
Success
Factors:
Ø Real
Dean
Ø Realis�c
Journal
Ø “Now
I
get
it”
For complete stories see: www.johngirard.net
Powerful
Messages
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
114

58. www.sagology.com
info@sagology.com
58
Micro
Stories
1. Deal
out
cards
(six
to
eight)
2. Spend
15
minutes
reviewing
the
cards,
drawing
and
discarding
as
you
wish
3. Iden�fy
the
three
quotes
that
are
most
meaningful
to
you
(or
your
organiza�on)
4. explain
you
reasoning
to
the
group
115
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
The best thing about the future is that it comes
only one day at a time.
—Abraham Lincoln
CHAPTER 8
THE FUTURE
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
116

59. www.sagology.com
info@sagology.com
59
The
Genera�on
Game
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
117
Digital
Na�ve
or
Digital
Immigrant?
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
118

60. www.sagology.com
info@sagology.com
60
Genera�on
Z
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
119
Are
we
ready
for
them?
Are
You
Ready?
h�p://socialnomics.net/
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
120

61. www.sagology.com
info@sagology.com
61
121
Marshmallow
Challenge
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
122
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
h�p://wearesocial.sg/blog/2015/01/digital-­‐social-­‐mobile-­‐2015/

62. www.sagology.com
info@sagology.com
62
123
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
124
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net

63. www.sagology.com
info@sagology.com
63
125
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
126
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net

64. www.sagology.com
info@sagology.com
64
127
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
128
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net

65. www.sagology.com
info@sagology.com
65
129
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net
130
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net

66. www.sagology.com
info@sagology.com
66
131
KM
Singapore
2015
-­‐
John
P.
Girard,
Ph.D.
-­‐
www.johngirard.net