Let's start to manage knowledge, not information
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This document discusses principles of sensemaking and managing knowledge in complex situations. It outlines seven rules for naturalizing sensemaking, including that knowledge can only be volunteered and not conscripted, and that we know more than we can say or write down. It also discusses how the world is becoming more complex and it is difficult to know when there is sufficient information to make decisions, as data and algorithms provide what but lack the human motivational component of why. The document promotes approaches like real-time journaling and mapping attitudes to surface unarticulated needs and motivations beyond what is explicitly said.
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Let's start to manage knowledge, not information
- 1. Material in this presentation is Copyright Š 2018 Cognitive Edge Pte Ltd All Rights Reserved. Protected in part by copyright, patent and trademark and other law The CyneďŹn Centre Making sense of complexity MAKING SENSE IN A COMPLEX⨠WORLD. SENSEMAKERÂŽ 1
- 2. Material in this presentation is Copyright Š 2018 Cognitive Edge Pte Ltd All Rights Reserved. Protected in part by copyright, patent and trademark and other law The CyneďŹn Centre Making sense of complexity SEVEN RULES OF MANAGING KNOWLEDGE: NATURALISING SENSE-MAKING ⢠Knowledge can only be volunteered it cannot be conscripted ⢠We only know what we know when we need to know it. ⢠In the context of real need few people will withhold their knowledge. ⢠Everything is fragmented. ⢠Tolerated failure imprints learning better than success. ⢠The way we know things is infrequently the same as the way we report we know things. ⢠We always know more than we can say, and we will always say more than we can write down. 2
- 3. Material in this presentation is Copyright Š 2018 Cognitive Edge Pte Ltd All Rights Reserved. Protected in part by copyright, patent and trademark and other law The CyneďŹn Centre Making sense of complexity UNDERSTANDING THE âWHYâ THE WORLD IS BECOMING MORE COMPLEX EVERYDAY, AND IT IS DIFFICULT TO KNOW WHEN YOU HAVE SUFFICIENT INFORMATION TO MAKE THE RIGHT DECISIONS. DATA AND ALGORITHMS OFFER THE âWHATâ, BUT LACK THE HUMAN (MOTIVATIONAL) COMPONENT, THE âWHYâ. 3
- 4. Material in this presentation is Copyright Š 2018 Cognitive Edge Pte Ltd All Rights Reserved. Protected in part by copyright, patent and trademark and other law The CyneďŹn Centre Making sense of complexity 4 Esta situaciĂłn necesita atenciĂłn ⨠o mejoras en... Procesos o procedimientos CoordinaciĂłn o colaboraciĂłn DirecciĂłn u orientaciĂłn Personas Productividad Productividad This strong pattern of very common high- risk situations requires attention. More like these, fewer like those ⌠Real time journaling and ambiguous enquiry Mapping attitudes (lead indicators) https://pulsesenseevolve.com MassSense - engagement in situational assessment & scenario planning
- 5. Material in this presentation is Copyright Š 2018 Cognitive Edge Pte Ltd All Rights Reserved. Protected in part by copyright, patent and trademark and other law The CyneďŹn Centre Making sense of complexity ⢠âHow do we surface the unarticulated needs of our clients : how do we go beyond what they say, into what they feel, and what truly motivates themâ 5