KM: Where Has it Been and Where is it Going? - Nancy Dixon
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KM: Where Has it Been and Where is it Going? - Nancy Dixon
- 1. KM: Where Has it Been and Where is it Going? SIKM December 17 , 2013 Nancy M. Dixon, Common Knowledge Associates www.commonknowledge.org 1 © Common Knowledge Associates 2013
- 2. 3 Eras of KM Complexity Idea Management – Leveraging Analytic Knowledge – Web 2.0 • Using collective knowledge to: • address complex Issues • create new knowledge • grow innovation • Enablers: Cognitive diversity, transparency and convening • Processes: Collective sensemaking and crowdsourcing • Opening vertical knowledge exchange for organizational learning Experience Management – Leveraging Tacit Knowledge - www • Communities of practice • Expertise locators • Team/Project learning – before, during, and after • Conversational-based processes Supporting horizontal knowledge sharing for productivity improvement Information Management – Leveraging Expicit Knowledge – Internet • Capturing documents • Best practice repositories • Lessons learned databases Enhancing individual learning for increased employee capability 1995 Collection 2000 2008 Connection 2013 Conversation 2 © © Common Knowledge Associates 2013 2013 Common Knowledge Associates
- 3. Assumption About Knowledge Before 1990s Knowledge = Training If each member of the organization is fully trained their combined effort will lead to an effective organization 3 © Common Knowledge Associates 2013
- 4. A new way of thinking about Knowledge: “Knowledge is an asset we need to manage” 4 © Common Knowledge Associates 2013 Peter Drucker
- 5. 3 Eras of KM Connect people to content Information Management – Leveraging Expicit Knowledge – Internet • Capturing documents • Best practice repositories • Lessons learned databases Enhancing individual learning for increased employee capability 1995 2000 2008 2013 5 © © Common Knowledge Associates 2013 2013 Common Knowledge Associates
- 6. se hou re Wa output input Put knowledge where it will be available when and where ever it is needed. 6 © Common Knowledge Associates 2013
- 7. Leveraging Explicit Knowledge • Standardization of practices • Reduction in the duplication of effort • The perception that KM yields few results • We’ve only been looking at explicit knowledge. What about the tacit knowledge in peoples’ heads? • Knowledge is not a stable commodity, it 7 changes rapidly © Common Knowledge Associates 2013
- 8. 3 Eras of KM Connect people to people Experience Management – Leveraging Tacit Knowledge - www • Communities of practice • Expertise locators • Team/Project learning – before, during, and after • Conversational-based processes Supporting horizontal knowledge sharing for productivity improvement Information Management – Leveraging Expicit Knowledge – Internet • Capturing documents • Best practice repositories • Lessons learned databases Enhancing individual learning for increased employee capability 1995 2000 2008 2013 8 © © Common Knowledge Associates 2013 2013 Common Knowledge Associates
- 9. Leveraging Experiential Knowledge The new way of thinking about Knowledge: Critical “know how” is embedded in the minds of those that do the work – those on the frontline 9 © Common Knowledge Associates 2013
- 10. Knowledge lives in teams and communities – it is social 10 © Common Knowledge Associates 2013
- 11. You have to deal with tacit knowledge in a different way than explicit knowledge 11 © Common Knowledge Associates 2013
- 12. Leveraging Experiential Knowledge • Improvement in productivity 23-28% is possible • Greater awareness of what other parts of the organization are doing – reduction in silos • We have only been moving knowledge laterally • We have only been dealing with existing knowledge. What about creating new knowledge? • We have only been addressing “how to” knowledge. What about the difficult problems organizations are facing? 12 © Common Knowledge Associates 2013
- 13. 3 Eras of KM Integrating Ideas Idea Management – Leveraging Analytic Knowledge – Web 2.0 • Using collective knowledge to: • address complex Issues • create new knowledge • grow innovation • co-creation • Enablers: Cognitive diversity, transparency and convening • Processes: Collective sensemaking and crowdsourcing • Opening vertical knowledge exchange for organizational learning Experience Management – Leveraging Tacit Knowledge - www • Communities of practice • Expertise locators • Team/Project learning – before, during, and after • Conversational-based processes Supporting horizontal knowledge sharing for productivity improvement Information Management – Leveraging Expicit Knowledge – Internet • Capturing documents • Best practice repositories • Lessons learned databases Enhancing individual learning for increased employee capability 1995 Collection 2000 2008 Connection 2013 Conversation 13 © © Common Knowledge Associates 2013 2013 Common Knowledge Associates
- 14. 14 © Common Knowledge Associates 2013
- 15. The new way of thinking about Knowledge • Leaders convene the conversations but do not control the content or outcome • New knowledge/innovation is created through the intersection of ideas from different disciplines • No single person, no matter how intelligent or highly placed, is smart enough to deal with the wicked/complex problems organizations now face • Knowledge workers who are involved in doing the work have insight into how to construct a solution to the problems © Common Knowledge Associates 2013 15
- 16. Collective Sensemaking Collective Sensemaking is a conversational event where people intentionally come together for the purpose of using their varied perspectives and cognitive abilities to make sense of an issue or problem they are mutually facing. 16 © Common Knowledge Associates 2013
- 17. The power of the leader to address adaptive challenges does not lie in inventing solutions, rather it lies in using leadership authority to convene the conversations. Ron Heifetz 17 © Common Knowledge Associates 2013
- 18. 3 Eras of KM • Where is knowledge located Develop ways to create it Enough confidence to act on then learn from the experience Convene groups Intersection between disciplines • Whose knowledge is critical Collective as a sensemaking body • Source of Knowledge Sensemaking capacity of unit • What is KM’s task • How validity is determined • How to move knowledge • What is KM’s task Develop ways to share it • How validity is determined Demonstrated through experience • How to move knowledge • Where is knowledge located Connect People Teams and projects • Whose knowledge is critical Knowledge workers • Source of Knowledge Tacit Knowledge in the minds of people • What is KM’s task Develop ways to make it easy to find • How validity is determined Scientific, authorized, vetted • How to move knowledge • Where is knowledge located Dissemination & search Individuals • Whose knowledge is critical Experts and high level managers • Source of Knowledge Documents 1995 2000 2008 What else has changed? © Common Knowledge Associates 2013 2013 18
- 19. 3 Eras of KM Complexity Idea Management – Leveraging Analytic Knowledge – Web 2.0 • Using collective knowledge to: • address complex Issues • create new knowledge • grow innovation • co-creation • Enablers: Cognitive diversity, transparency and convening • Processes: Collective sensemaking and crowdsourcing • Opening vertical knowledge exchange for organizational learning Experience Management – Leveraging Tacit Knowledge - www • Communities of practice • Expertise locators • Team/Project learning – before, during, and after • Conversational-based processes Supporting horizontal knowledge sharing for productivity improvement Information Management – Leveraging Expicit Knowledge – Internet • Capturing documents • Best practice repositories • Lessons learned databases Enhancing individual learning for increased employee capability 1995 Collection 2000 2008 Connection 2013 Conversation 19 © Common Knowledge Associates 2013
- 20. Nancy Dixon Common Knowledge Associates nancydixon@commonknowledge.org commonknowledge.org nancydixonblog.com 20 © Common Knowledge Associates 2013
Editor's Notes
- All are needed – and we get better at Infomration management and experience management – we are just starting to understand Idea Management -
- it was about individual learning. Knowledge is something an individual has to gain through school or training.
- Then in early 198s0s Drucker began to write about knowledge as an asset , equally important to capital or land. People began to talk about knowledge “as our most critical asset” and KM was born ! And people in organization began to realize that what made them – we were coming into the information age.
- What made this possible was the internet – now plants 200 miles away could draw on the same information – push system
- KM professionals began to create systems to collect the organization’s knowledge so it could be made available, not just in class rooms but where and where ever it was needed. The image KM professionals carried in their head was of a warehouse where knowledge could be stored and where those who needed it could come to get it
- It is old thinking to believe that if individuals become more competent, the organization will be more effective. It is team that are the unit of learning. People had spent a great deal of money on these systems and with some notable exceptions were seeing little use of them. KM had not lived up to its promise. Search systems were not very good. And as documents accumulated it became difficult to find anything useful - 15,000 cases that software engineers have written and for the most part no one reads them. Webegan to hear around 1998, 99 that KM was dead
- team or project learning – seeking the movement of tacit knowledge
- Knowledge is not only in documents but much knowledge is in people’s mind – and it is not just the SMEs that have knowledge – people who are doing the work are constantly learning and that experience should be shared with others. We know more than we can say and we can say more than we can write
- John Sealey Brown – K is distributed across an organization – it lives a community of professionals. It is not the possession of individuals. People began to pay attention to Nonaka’s work in Japan. And a very important book that didn’t get as much publicity as nonaka but that laid out an important principle The Knowing Doing Gap
- Employees began to act on the ideas they got from their peers. In Iraq a group just back from patrol but up a note on the community web site that they had just discovered that terrorist had placed bombs behind posters that were telling americans to go home. When soldiers attempted to tear the posters down the bombs exploded. That type of knowledge did not have time to go up the chain of command and back down again – the only way was for soldiers to tell soldiers
- All are needed – and we get better at Infomration management and experience management – we are just starting to understand Idea Management -
- The extreme impact of certain kinds of rare and unpredictable events. How to function in a world of uncertainty
- My book came out in 2000 and I choose a cover for it that depicted front line workers figuring out an issue. Knowledge is not stable it is dynamic. Knowledge repositories assume knowledge can be captured and stored – and some can, but much critical knowledge is constantly changing.
- All are needed – and we get better at Infomration management and experience management – we are just starting to understand Idea Management -
- All are needed – and we get better at Infomration management and experience management – we are just starting to understand Idea Management -