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www.kmmiddleeast.com [email protected] 1 Making Sense of Knowledge Management KM Middle East 2011 15 March ?
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Making Sense of Knowledge Management
KM Middle East 2011
15 March
?
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What is the primary strategic intent for conducting KM in your organisation?
Better planning / decision-making / strategy-setting
Transformation / Culture Change
Improved capacity development / organisational learning
Improved flexibility / adapt as things emerge
Deeper understanding of meaning / exploring different ways of knowing
(YOU CAN ONLY PICK ONE)
KM as an Ecosystem
Australian KM Standard
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KM as Enabling Action
Australian KM Standard
KM as an Integrated
Support System
Vines, Hall, Naismith
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KM is not easy
• Bain and Company’s global surveys of the use of Management Tools has consistently found that KM is ranked by companies in the bottom five for satisfaction with results
KM is all about change
Knowledge Desire
Skills
Optimism
Facilitation Stimulation
Reinforcement
I know I should I want to I can
It’s worthwhile
It’s easy I’m joining in
Well done
Robinson 1998 “People change what they do less because they are given an analysis that
shifts their thinking than because they are shown a truth that influences their
feelings”
Kotter and Cohen – The Heart of Change
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But KM has changed
TIME
KM has emerged
from •HR •Library •IM •IT •OD •CM •QM •others …
Knowledge as Objects
Knowledge also as Waves
Information sharing and systems
SECI
CoPs
Knowledge creation
Social computing
Narrative Taxonomy
Sensemaking
“The only good is knowledge and the
only evil is ignorance”
Socrates
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Known and Unknown • [T]here are known
knowns; there are things we know we know.
• We also know there are known unknowns; that is to say we know there are some things we do not know.
• But there are also unknown unknowns – the ones we don't know we don't know.
Certainty and Uncertainty What you know
Uncontested/Accepted
Forecasts/Data
What you don’t know
Challenges to given reality
Learn from others – be conscious
What you know you know
Science – hypothesis testing
High degree certainty -
information
What you don’t know you know
Unconscious understanding
Intuitive foresight and wisdom
What you know you don’t know
Scenarios to contour uncertainty
Knowledge
What you don’t know you don’t
know
Enter other ways of knowing
Cross paradigms, epistemology
Sohail Inayatullah
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Managing what you know
Content management
Communities of Practice
Knowledge sharing
Knowledge mapping
Managing what you don’t know
Sense making
Strategic Foresight
Anti-fragility
Trial and Error
Making sense in situations of ambiguity and ignorance
Exploring critical uncertainties and generate future scenarios
Turning a lack of knowledge into decisions
Identifying what works in particular situations and failing quickly
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Cynefin Model
COMPLEX Cause and Effect do not repeat Pattern management Probe-Sense-Respond Emergent Practice
CHAOS No Cause - Effect relationship Crisis management Act-Sense-Respond Novel Practice
KNOWABLE (COMPLICATED) Cause and Effect separated Reductionist Approaches Sense-Analyse-Respond Good Practice
KNOWN (SIMPLE) Cause and Effect repeat Process engineering Sense-Categorise-Respond Best Practice
Tools for the Complex Domain
• Narrative Inquiry and Archetype Development
• Safe-fail Experiments
• Pattern Management
– Disruption and Stabilisation of Patterns
• Situational Awareness
• Collaboration
• Inter-organisational networks
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Just Doing Something Can Make a Difference
What are you going to do as a result of this conference?
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Building a KM Community
• Are there people in the UAE and Middle East interested in establishing a local community for those interested in continuing these conversations?
• KM is a never-ending journey and we can learn from each other and help solve each other’s problems
