This document introduces a new paradigm for knowledge management (KM) that focuses on knowledge "manageability". It discusses six levels of KM including transfer, work, collaboration, sharing, assets, and infrastructure. It also outlines four KM management regimes: authoritative hierarchy, organizational structure, negotiated agreement, and responsible autonomy. These regimes describe different approaches to knowledge creation, organization, authorization, and evaluation. The document argues this framework provides a new way to think about moving knowledge across levels and regimes for effective KM.
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Knowledge manageability
1. Knowledge Managability:
A New KM Paradigm
Albert Simard
Knowledge Manager
Defence R&D Canada
Presented to
SIKM June 19, 2012
2. Definitions
• Paradigm: Shared
worldview, or knowledge
“landscape” and all its
implications within which a
discipline such as KM
legitimately operates
• Paradigm Shift: A
profound change in a
paradigm that increases its
capacity to explain observed
phenomena; a higher-order
understanding.
The Thinker - Rodin
2
3. Signs of Paradigm Problems
• Accumulating anomalies that
the paradigm cannot explain.
• Competing concepts,
theories, and principles.
• Diverse interpretations of
observations and experience.
• Anomalies, disagreements,
and diversity are increasingly
important.
3
4. What if…
Instead of the mantra that
organizational culture must
change for knowledge
management to succeed;
We ask the question: “Given an
existing culture, what can
knowledge management do
to leverage the value of
organizational knowledge
and increase the productivity
of knowledge work?”
4
6. Knowledge Management Levels
KM Levels
Transfer National Defence,
Markets
National Security,
Public Safety
Work Application
Creation
Collaboration Defence
R&D
Flow Canada
Sharing
Assets Stock
Infrastructure Resources Government
6
7. Knowledge Infrastructure KM Levels
data, risk analysis,
reports, monitoring, learning, motivation,
operations, policies People rewards, incentives,
staffing, skills
systems to
Processes Content, Tools capture, store,
Services share, and
process content
work routines
lessons learned,
best practices,
Governance roles, responsibilities,
authorities, resources
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8. Knowledge Assets KM Levels
• Capture: Represent explicit or tacit
knowledge on reproducible media
• Inventory: Find, list, and describe
knowledge; map to business needs,
value and prioritize
• Needs: What needs to be known to
accomplish organizational goals;
identify core knowledge
• Gaps: Difference between what is
known and what needs to be known
• Preserve: organize, store, search &
retrieval, maintain and migrate
throughout life-cycle
8
12. Knowledge Transfer KM Levels
• Communications: one-way dissemination of
approved messages and positions.
• Transaction: two-way exchanges of knowledge
products & services.
• Parallel: Transferring knowledge products &
services from or to two or more providers or users.
• Sequential: Multiple organizations sequentially
produce and transfer knowledge products &
services.
• Cyclic: Knowledge service “value chains”
continuously create and transfer new knowledge.
• Network: Interactions among large numbers of
participants in a “knowledge ecosystem.”
12
16. Engagement Creation
• Autonomy: (agreed task, flexible schedule, select
technique, choose team)
• Mastery: (is a mindset, it takes time and effort, it
is asymptotic)
• Purpose: (meaningful goals, words are important,
policies)
Daniel Pink (2009)
16
18. Communities Create &
Validation
Validate Knowledge
• Knowledge exists in the minds of people.
Experience is as important as formal knowledge.
• Knowledge is tacit as well as explicit.
Transferring tacit knowledge is more effective
through human interaction.
• Knowledge is social as well as individual.
Today’s knowledge is the result of centuries of
collective research.
• Knowledge is changing at an accelerating rate.
It takes a community of people to keep up with
new concepts, practices, and technology.
18
19. Community Benefits Validation
Participants Management
- Help with their work - Connect isolated experts
- Solve problems - Coordinate activities
- Find experts - Fast problem solving
- Receive feedback - Reduce development time
- Place to learn - Standardize processes
- Enhance reputation - Develop & retain talent
Outputs
- - Tangible: documents, reports, manuals,
recommendations, reduced innovation time and cost
- - Intangible: increased skills, sense of trust, diverse
perspectives, cross-pollinate ideas, capacity to
innovate, relationships, spirit of enquiry
19
20. Harvesting Methods Validation
• Service Center: repository for community
outputs; interface with communities, minimize
duplication, inform communities
• Leader: transfer community outputs; Identify
emerging trends, prioritize issues
• Sponsor: endorse community outputs; bridge
between the community and the organization,
provide support, minimize organizational barriers
• Champion: ensure adoption of community
outputs; communicate purpose, promote the
community
20
21. Organizational Structure Organization
Governance
direction
Social
work Research Manage
Common
Content Interface
support
Technology
21
22. Knowledge Services Value Chain
Organization
Centre for
S&T Partners Practitioners &
Security
Stakeholders
Science
Legend
Extract Use Use Use
Advance Internally Professionally Personally
Embed
Manage Transfer Evaluate
Create Transform Add Value
22
24. Service Governance Framework
Authorization
Authority Budget Laws
Mandate Responsibility Resources Staff Constraints TB Policies
Accountability Capacity DND Policies
Corporate
Reports, Governance Reports,
Advice, Advice
Issues Issues
Direction, Authority,
Program Resources Corp. Service
Governance Negotiation Governance
Other services:
Project Centre Service science, HR,
finance,
Governance Negotiation Governance purchasing…
Work KIT Services
Negotiation
Systems Technology Content
24
25. Authorization Authorization
• Understanding – Keep it simple; one message with
stories and multiple analogies from different perspectives.
• Experience – Do your homework; pre-brief decision
makers, solicit opinions, negotiate objections (to a point).
• Resources – Pick low-hanging fruit; plan low cost,
small effort, low impact activities.
• Management – Think big, start small; divide into small
projects with measurable, high-impact deliverables.
• Submission – Leadership is essential; bypass
unjustified objections, accept majority vote, authorize work.
25
26. Sustainability Authorization
• Leadership – Outputs must be delivered within a leader’s
tenure; preferably, get them institutionalized.
• Governance – Representative, federated decision making
is the only sustainable governance for knowledge work.
• Reorganization – Align a project/activity with the
organizational business model.
• Priorities – Align the project/activity with the organization’s
long-term strategy
• Support – Deliver initial outputs when & as promised; be
prepared to adapt to changing priorities.
• Culture – Develop favorable policies, reward desired
behavior, leverage work, implement helpful systems.
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30. Definitions Manageability
• Authoritative Hierarchy: Knowledge creation,
management, and use can be completely, totally, or
entirely mandated, governed, structured, and evaluated.
• Organizational Structure: Knowledge creation,
management, and use can be predominantly, generally,
or mostly mandated, governed, structured, and evaluated.
• Negotiated Agreement: Knowledge creation,
management, and use can be partly, nominally, or
incompletely mandated, governed, structured, and
evaluated.
• Responsible Autonomy: Knowledge creation,
management, and use can be slightly, minimally, or not
mandated, governed, structured, and evaluated.
30
31. Knowledge Agenda Manageability
Management Regimes
Management Authoritative Organizational Negotiated Responsible
levels Hierarchy Infrastructure Agreement Autonomy
Transfer Direction Products & Exchange Knowledge
Services markets
Work Mandate Process Agreement Self-interest
Collaboration Assignment Representation Partnership Voluntarism
Sharing Vertical Horizontal Community Network
Assets Embed Sole IP rights Joint IP rights Open source
Infrastructure Authoritative Standardized Connective Enabling
Boundaries are “Fuzzy.”
31
32. Management Regimes Manageability
and Strategic Trends
kn
high ow
led
str ge
uc as y
ilit
Relative Importance
t ur se
ed ts b
pro ina
ce sta
ss
es Su
y Co
cit mp
pa e ti
ca es tiv
i on i liti en
rat al
ab es
ne
ge i du s
in di v
low
Authoritative Organizational Partnership Responsible
Hierarchy Structure Agreement Autonomy
Management Regime
32
33. Main Messages
• There are six KM levels.
• There are four KM
regimes
• KM moves knowledge
across all levels and
regimes.
• This framework provides
a new paradigm for KM.
Escher (1957)
“Cube with Magic Ribbons”
33
34. Time for
Dialogue
albert.simard@drdc-rddc.gc.ca
34
Hinweis der Redaktion
This presentation is divided into three parts. We’ll start by describing why and how the knowledge services framework was developed. The knowledge organization will compare content management and knowledge service approaches for structuring knowledge management in an organizational context. The knowledge environment will consider how an organization interacts with its clients and, in the case of governments, with all citizens. So, let’s look at how the framework was developed.
This is an organizational infrastructure that includes pretty much everything that is needed to run CSS. This applies to KM as well as anything else that we do. Simply put, people use tools and process within a governance structure to increase the value of content and services. It isn’t a matter of focussing on one or more parts of the infrastructure. All parts must be reflected in a task, project, or program if it is to succeed.
This presentation is divided into three parts. We’ll start by describing why and how the knowledge services framework was developed. The knowledge organization will compare content management and knowledge service approaches for structuring knowledge management in an organizational context. The knowledge environment will consider how an organization interacts with its clients and, in the case of governments, with all citizens. So, let’s look at how the framework was developed.
Many departments are mandated to produce content and to use it to achieve sector outcomes. Knowledge services show the flow of departmental outputs from generation through final use. We can think of the flow of services as a value chain, with several stages. Each stage involves one of three processes – embedding, advancing, and extracting value Four stages embed value; three advance it along the value chain, and three stages extract value from knowledge services. As previously, all of the organizational infrastructure and hierarchy are involved in every stage. The first five stages of the value chain are internal to a department – what can be managed. The last four stages relate to the sector and society – these can only be influenced. Content management is a key part of the management stage. The provider/user market model is represented by the vertical line between the organization and the sector. As you can see, knowledge services involve a lot more than transferring content. It also involves more than service delivery. Achieving sector outcomes and results for Canadians requires that the services be actually used to fulfill a want or need.
There are many ways to organize knowledge, each with strengths and weaknesses. Librarians have been classifying knowledge since ancient times; departments do this through subject classification indexes. Every scientist is also familiar with discipline-specific thesauri for organizing terminology. These are, naturally, incompatible with departmental subject-based classification systems. Computers brought on automated keyword systems. Except that terms used by an author often don’t match those used by someone else. More recently, artificial intelligence has been used to developed “concept maps” of ideas rather than words. With Web 2.0 we are seeing “folksonomies,” where knowledge is organized by participants in social networks, based on popularity of usage. These are the bane of librarians and records managers. All of these methods are faced with interdisciplinary issues. For example, terms such as risk analysis have very specific meanings in the CFIA which differ from their meanings in other disciplines. And then there are familiar linguistic issues where terms don’t really have a counterpart in another language. The only solution is to provide multiple criteria for organizing and searching, so that regardless of a user’s perspective, they will find what they are looking for quickly and efficiently. Ultimately, if it isn’t easy, simple, and fast for people to organize their knowledge, the way they work , they won’t do it.
Managers won’t fund what they don’t understand. Managers won’t abandon what worked (or didn’t) before. Managers will oppose loss of resources. Managers want short-term-low-risk deliverables.
This presentation is divided into three parts. We’ll start by describing why and how the knowledge services framework was developed. The knowledge organization will compare content management and knowledge service approaches for structuring knowledge management in an organizational context. The knowledge environment will consider how an organization interacts with its clients and, in the case of governments, with all citizens. So, let’s look at how the framework was developed.