1. Albert Simard
Defence R&D Canada
Presented to
Knowledge Strategy Exchange Network
Toronto, ON May 13-14, 2013
New Approaches to Knowledge
Management (part 2)
2. The Knowledge Management Dichotomy
Structured Approach:
Systems and Technology
Unstructured Approach:
Social Interactions
7. Vertical Knowledge Flow
Organization
National Defence,
National Security,
Public Safety
Markets
Resources
Government
Application
Stock
Flow
Defence
R&D
Canada
Creation
Assets
Sharing
Work
Transfer
Infrastructure
Collaboration
Unstructured
Structured
16. Knowledge Infrastructure
People
learning, motivation,
rewards, incentives,
staffing, skills
Content,
Services
data, risk analysis,
reports, monitoring,
operations, policies
Tools
systems to
capture, store,
share, and
process content
Architecture
roles, responsibilities,
authorities, resources
Governance
work routines
lessons learned,
best practices,
Processes
17. Architecture - Core Model
Who
Work
(What)
Input Output
Service
(How)
When
Where
Need
(Why)
Schedule
No schedule
Physical space
Cyberspace
Architecture
Zachman (1987)
Rudyard Kipling (1902)
18. User-Centric Architecture
Tools that are easy and intuitive use.
System interfaces that can be customized.
Systems that help people do their work.
Content that is easy to find and access.
Work processes that facilitate knowledge flow.
Knowledge flow that is primarily horizontal.
Diversity and flexibility are encouraged.
The architecture promotes desired behavior.
System architecture plays a key roll in individual
behavior, group dynamics, and cultural norms.
User-centric design can double employee participation
Architecture
20. Social Interaction Framework
Competition
defence or victory
aggressive approach
no trust
secretive, hostile
Goals
Compatible Conflicting
Interests
Mutual
Autonomous
Collaboration
peer production
partnership approach
high trust
diverse, synergistic
Negotiation
mutual agreement
adversarial approach
nominal trust
structured, formal
Sharing
leverage knowledge
passive approach
moderate trust
benign, supportive Sports
Business
Military
Purchasing
Contracts
Merger
Conversation
Posting
Publication
Work Group
Community
Network
21. Sharing Attributes
Exchange content
Incentives and motivation
Trust and safety
Organizational culture
Content security
Individual privacy
Different expertise
Control and hoarding
Large distances
Different languages
(Autonomous interests, compatible goals)
26. Service Framework for Sharing Tacit Knowledge
Work Person / Group Input / Output Services
Provide Incentives manager, leader,
knowledge holder
tacit knowledge /
willingness to share
engagement,
motivation, compliance
Provide Place manager, facilitator,
coordinator
physical place, time facilities, scheduling
Technology Support network manager,
application specialist,
facilitator,
coordinator
connectivity,
digital site
telephone, e-mail,
on-line forum,
web portal,
expertise directory,
collaboration site,
social network apps.,
facilitation
Interact knowledge holder,
recipient, facilitator
shared knowledge conversation, dialogue,
after-action review,
capturing, teaching,
storytelling,
demonstrating,
presenting, mentoring
27. Collaboration Attributes
Synergy and joint production
Dialogue, conversations in groups
Sharing, exchanges among peers
Candor, freedom of expression
Trust, safety, honesty
Transparency, openness
Agreed rules of conduct
Diversity, flexibility, outliers
Equality, meritocracy of ideas
Collective, not individual benefit
(Mutual interests, compatible goals)
29. Collaboration - Social Context
Organizational
Work
engagement
counseling
feedback
human resources
Work ServiceCollaborate
motivation
compliance
engagement
human resources
rules & norms
guidance
facilitation
support
Influence
Attitudes
Affect
Behavior
Foster
Relationships
Evolve
Culture
formation
change
org. learning
enjoyment
candor
openness
ethics
altruism
participation
commitment
involvement
creativity
trust & safety
equality
meritocracy
synergy
diversity
flexibility
freedom
learning
transparency Social Structure
Technology
Input/Output
30. Collaboration - Technology Support
Organizational
Work
Collaborate
Group Site
User Access
Connectivity
Security
architecture
server, site
expertise directory
search engine
content repository web portal
user interface
help files & desk
trainingInternet
Intranet
LAN & WAN
access control
network security
content security
Work Service
Operation
installation
maintenance
upgrades
recovery Social Structure
Technology
Input/Output
31. Negotiation Attributes
Reaching an agreement
Debate and discussion
Positions and interests
Bargaining and compromise
Proposal and response
Attempt to establish trust
Win/win vs. win/loose
(Mutual interests, conflicting goals)
33. Negotiation - Preparation
decision
office app.
template
Goals
agreement
relationship
strategy
collaboration
decision
Interpret
values
options
intelligence
analysis app.
Establish
Position
alternatives
possibilities
collaboration
office app.
briefing template
Compile
Content
context
situation
monitoring
sharing
web portal
search engine
Revise
position
Negotiate
Preliminary
Analysis
Recommend
Position
decision support
analysis tools
out
Work Service
Social Structure
Technology
Input/Output
34. Negotiation - Bargaining
Social Structure
Technology
Input/Output
deception
ethics
emotions
distrust
embarrassment
negotiation service
content mgt.
Position
questions
assumptions
unknowns
uncertainty
Identify
Counter
Power
Influence
Benefits
coalition
leverage
attack
threats
multiple issues
expansion
total benefits
contingency
losses & gains
momentum
justification
references
concessions
Revise
position
Organization
new
information
?
important
no
routine
Conclude
negotiation service
office app.
agreement template
Work Service
35. Competition Attributes
Victory, gain, or defence
Act, sense, and respond
Speed of analysis and action are critical
No trust, secretive, misleading actions
Rules: dominant, important, minimal
Ongoing process, requires recurring analysis
(Autonomous Interests, conflicting goals)
39. Main Messages
Knowledge work is performed
by people in a context of social
and technological structures.
Social interaction involves
mutual or autonomous
interests as well as compatible
or conflicting goals.
Knowledge management must
consider all of these contexts.
albert.simard@drdc-rddc.gc.ca