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Knowledge Management
Do we understand what it its?
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Data
Knowledge
Recommendation
Recommendation
Sharing
DecisionKnowledge
KnowledgeSharing
DecisivenessTimelinessJudgment
In-FormationToo-Much?Too-Little?
Accurate?Current?
Relevant?
Knowledge Components
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Balanced Knowledge ManagementUNCLASSIFIED
UNCLASSIFIED
People
Technology Processes
KM
Operational View
Led by S3 or XO
Mission FocusPulling it all together
FM 6.01.1 “Knowledge Management Section”
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Unbalanced Views of KMUNCLASSIFIED
UNCLASSIFIED
People
Technology ProcessesTechnology
KM
KM Led by technology enthusiasts
Enabler FocusIT software, tools, and toys will fix all your problems
This approach tends to under-emphasize the human factors the turn data and information into knowledge and wisdom. Employment of cutting edge software and advanced technical solutions is more important than usability and overall workplace efficiencies.
People
Technology Processes
KM
KM Led by an expert who doesn’t leave his desk
Loner or Theorist FocusFlow charts, diagrams, concepts, and models will fix all your problems
This approach tends to undervalue the benefits of engaging people in the process of discovering solutions. Often more interested in developing solutions that "look good on paper". May be content with technical solutions that sound good in theory but do not meet user requirements.
Technology Processes
People
KM
KM Led by through force of character
"Get Er Done" FocusPeople will fix things eventually if we just get busy and talk to each other.
This approach tends to throw more and more manpower at problems. Often fostered by impatient, talkative people who take no time to brainstorm, write things down, or try new methods. Efficiency consistently takes a backseat to near term execution of tasks.
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Knowledge ManagementUNCLASSIFIED
UNCLASSIFIED
People
Technology Processes
KM
TACIT KNOWLEDG
E
EXPLICITKNOWLEDGE
OPTEMPO
File Management
Social Networks
Info Relevancy
Collab Tools
Networks
Storage
Meetings
ReportsIT Systems
Applications
Training
Leadership
Compliance
Enforcement
Info Quality
Who Needs to Know
UnderstandableUsability
Briefings
Displays
Acquisition Decisions
Acquisition Proposals
Change Management
Sequences
KM Metrics
WorkgroupsTests / Experiments
Vertical / Horizontal Sharing
Right-Seat Ride
Content ManagementAAR
Priorities
DatabaseConfiguration
Upgrades
Knowledge Gaps
Physical Layout
Templates
Portals
Web Mgmt
Compatibility
Naming Conventions
Forums
Best Practices
POC Lists
Smart Books
Efficiency
Productivity
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Points to ConsiderSample of KM Concepts and Pitfalls
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The Tools We Use for KM
Considering
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KM Tool OversightsUNCLASSIFIED
UNCLASSIFIED
Remote CollaborationCollab Tools • Cost, Not Used, Training, Config
Portals Primary Function – A means for users to post to web site
• Not well organized• Not populated or updated
Database Applications
Common repository for volumes of data
• Database population/ maintenance• Data formatting, data length• Compatibility with other resources• Training investment• Ease of Use
Specialized Applications
Geographical display of data • Training Investment• Compatibility with other resources• Dynamic vs static displays• Challenge to reduce clutter and
manage colorsLicenses, SYSAD, and Manpower Costs
Utility / Function Common Shortcomings
StandardsSOP, TTP Personnel Turnover
Leadership Preferences
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Why not buy all of these?
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Fallacy: Appeal to Novelty
Appeal to Novelty is a fallacy that occurs when it is assumed that something is better or correct simply because it is new.
Old New
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KM Tool Considerations
1. Need / Requirement2. Initial Cost3. Sustainment / Lifecycle Cost4. Ease of use5. Training Investment / Cost6. Complexity of configuration7. Compatibility with other software8. Impact on IT resources9. Duplication of existing capabilities10. Capability shortfalls11. Security
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The Processes We Use for KM
Considering
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KM Academia
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KM “Experts”
Szulanski [43] reported the findings of systematic empirical investigation of internal stickiness. He analyzed the internal stickiness of knowledge transfer and tested a transfer model with canonical correlation analysis. Contrary to conventional wisdom that placed primary blame on motivational factors, he found that barriers related to knowledge, such as the recipient's lack of absorptive capacity, causal ambiguity, and an arduousness of the relationship between source and recipient, were most important impediments to knowledge transfer within firms.
Note: If interested in more of this, search for the Authors : Heeseok Lee, Byounggu Choi
Wow !Impressive !
I WAS JUST GOING TO SAY THAT MYSELF!!
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KM Terms
Templates
Strategies
Viscosity
Models
Modes
Socialization
Internalization
Formulas
Paradigms
Velocity
Benchmarking
Volatility
Methodologies
Communities of Practice
Complexity Science
Dimensions
Epistemology
Axiology
Ontology
Ethnography
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Stupid
Not So Stupid
Average
Not So Smart
Smart
Smarter
Really Smart
Really Stupid
Clin
gm
an
Kn
ow
led
ge M
od
el
STOPHERE
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KM Metrics
How important is it to you to measure how well you are doing?
Are detailed KM metrics really going to provide you better clarity on performance?
How much are the metrics worth?$ - Manpower - Time
Question: What metrics measurement technique did you use last night to decide whether to cook dinner or order out for fast food?Did you use a matrix or chart?Were you happy with your decision?
Do 100 subjective data points really provide more fidelity than 10 subjective data points?
Perceived Intensities: Low – Medium - High
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Leadership Support to KM
Considering
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Path to Success
Goal
Example of Derailed Efforts
GoalDiversions
Distractions
Reluctance
Inadequate Understanding of the Problem
Failure to Scope the Problem
Unrealistic Timeframe
Problem Solving
Lack of Commitment
Vague Objectives
Inadequate Resources
Bureaucratic Methods
Execution
TeamworkAdaptable
LogicalSimple Clear
OrderlyFocused
What Works
Incremental
Reluctance to Listen Lack of Humility
Trying to please everyoneOveractive Egos Self-Delusion
BiasesRigidity
BullishnessTimidity
Human Factors
Impatience
20TasksTasks
Supervisor Filter
Supe
rviso
r Filt
er
Leadership Filtering
Data
Info
KnowledgeData
Data
Info
KnowledgeInfo
Info
Data Data
DataInfo
Data
InfoLeader
1. Xxxxx2. Xxx3. Xx Xxxxx4. Xxxx Xxx-----------------5. Xxxxxxxx
Data
Dep
t. H
ead
- Prio
ritizi
ng F
ilter
2
4
1
3
5
Personal Filter
Knowledge
Decisions&
Guidance Tasks
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Bias Filter
Elitist Filtering
Operational WorkforcePractitionersCritical ThinkersSeasoned ProfessionalsHard Knocks CrowdProducersExperienced Old-timersCommunity of PracticeSenior Staff MembersWorkgroups and TeamsLessons LearnedLeaders and ManagersEnergetic novicesSkeptics and criticsContent managersTTP developersPeer OrganizationsAffected stakeholders
Current Knowledge Base
Geniuses (Genii)ExpertsKnow-it-allsWhiz KidsElitistsTheoristsAcademicsIlluminati
The Chosen
Previous PublicationsPrevious Geniuses (Genii)Previous ExpertsPrevious Know-it-allsPrevious Whiz KidsPrevious ElitistsPrevious TheoristsPrevious AcademicsPrevious WorkforcePrevious PractitionersSeasoned ProfessionalsProducersExperienced Old-timersCommunity of PracticeSenior Staff MembersWorkgroups and TeamsLeaders and ManagersSkeptics and criticsContent managersTTP developersPeer OrganizationsAffected stakeholders
Historical Knowledge Base
Ego Filter
Arrogance Filter
Wisdom
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•Don’t hold a meeting just to have a meeting•End the meeting …
–The moment the objectives are achieved or …–When progress toward meeting them ceases
•An meeting planned for an hour can be adjourned early–Address what needs to be addressed and then get on with your work
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Meeting Duration
•Set a time limit–Helps people schedule their day–Establishes incentive to stay on topic–Problem solving meetings may need to be more
open ended–It may be best to maintain momentum instead
of adjourning and rescheduling•Don’t pack the agenda too tightly–Plan realistically how long each issue will take
•Plan for Breaks–Ten minute break each hour (50 min / 10 Min)