David Bennet KMME 2013
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This document discusses the importance of knowledge sharing in decision-making and implementation. It covers several key topics: 1) Knowledge is the human capacity to take effective action in uncertain situations. Sharing knowledge, which can include feelings, insights, and past experiences, is more difficult than sharing information. 2) Effective knowledge sharing requires trust, respect, honesty, open dialogue, and social bonding between individuals. The brain is designed to learn through social interactions and affective attunement with others. 3) Knowledge comes from processes like awareness, understanding, creativity, and intuition. Learning occurs through the knowledge cycle of social interaction, experience, thinking, and feedback. Knowledge creation supports better decisions, problem solving, and
David Bennet KMME 2013
- 1. The Role of Knowledge Sharing in Decision-Making and Implementation Dr. David Bennet Mountain Quest Institute david@mountainquestinstitute.com What is knowledge and why is it critical to our success? Hypothesis: The Performance of your organization every day depends completely upon what every individual in your organization does that day--Actions. So, what determines what they do that day? Do they want to do what is best for the Organization? Do they know what is best for the Organization? Are they empowered to do what is best? Do they know what to do that is best for the Organization? www.km-‐me.com 1 info@km-‐me.com
- 2. Basic Concepts Information is: any non-random pattern. Knowledge is: …the human capacity (potential & actual ability) to take effective action in varied and uncertain situations. Knowledge tells us: What actions to take How to implement those actions The Knowledge Cycle Social Interaction Create Morale Ideas Make Take Experience Learning Knowledge Decisions Performance Action Solve Thinking Problems Empowered Feedback Learning = The creation of knowledge! www.km-‐me.com 2 info@km-‐me.com
- 3. What goes into the creation of knowledge? Processes that support knowledge creation: Awareness Understanding Meaning Insight Intuition Creativity Judgment Anticipating the results of your actions Intuition Intuition is the sense of knowing coming from inside that influences decisions/ actions. Patterns in the unconscious developed through experience, contemplation, and unconscious processing. Becomes a natural part of our being. Continuous learning through experience. “The mysterious mechanism by which we arrive at the solution of a problem without reasoning toward it” (Damasio, 1994) www.km-‐me.com 3 info@km-‐me.com
- 4. The Systems Space Levels of Knowledge Information Surface knowledge Complicated Shallow knowledge Complex Deep knowledge www.km-‐me.com 4 info@km-‐me.com
- 5. Characterization of Organizational Needs ORG LEVELS PROBLEMS ORG DECISIONS SOLUTION SOURCES ONTOLOGICAL Purpose Higher Mission Authority Values Leadership Complex Leadership CRITICALITY OF DECISIONS STRATEGIC DEEP Management Situations Decisions Complicated Management OPERATIONAL SHALLOW Supervisory Situations Decisions Simple Routine SURFACE TACTICAL Situations Decisions NUMBER OF DECISIONS Routine decisions made in organizations are at the surface level. Decisions requiring deep knowledge are fewer, and tend to be more critical. Decision-Making in a MECHANISMS FOR Complex Environment UNDERSTANDING Observation Analysis Reasoning A Critical thinking B Intuition Lucid dreaming Synthesis Dialogue Effortful COMPLEX ADAPTIVE reflection EMERGENT IDENTITY MESS New Boundaries INFLUENCE behaviors People New ontology Networks New structure Events, trends AS A FUNCTION OF TIME New Culture leadership MECHANISMS Structure FOR INFLUENCE New culture Emergence Ontology Feedback loops Tipping points Boundary Nonlinearities Power laws management Surprise prone Time delays Auto catalysis Absorption Multiple Butterfly effects Correlations Optimum Unknown but can connections Relationships Unpredictable complexity be characterized Trends & patterns Simplification similarly Events & Sense and processes respond Sinks & sources Amplification Seeding Key success CURRENT LANDSCAPE factors FUTURE LANDSCAPE The decision strategy is a sequence of actions to move the situation from A toward B. www.km-‐me.com 5 info@km-‐me.com
- 6. Sharing Knowledge Sharing information is easy—talk and listen. Sharing knowledge is much harder--? You may be sharing feelings, hunches, and past experiences You may be explaining an insight you have You may have to explain a judgment call You may not know how or why you know what you know about the situation Mind/Brain Support for the Sharing of Knowledge Over the course of evolution physical mechanisms have developed to enable us to learn through social interactions. The brain actually needs to seek out an affectively attuned other for learning. People are in continuous, two-way interaction with those around them, and the brain is continuously changing in response. www.km-‐me.com 6 info@km-‐me.com
- 7. Sharing Knowledge Occurs both consciously and unconsciously Not necessary to make knowledge explicit in order to share it! Example: Mentoring and shadowing (through imitation and mimicry) Mirror Neurons Group learning – Where communities/teams engage in dialogue and, over time, develop a common frame of reference, language and understanding Knowledge Sharing: Key Factors Trust Social Bonding Respect Listening Honesty Affective Open Mind Attunement Dialogue Empathic Interaction Good Holding Environment www.km-‐me.com 7 info@km-‐me.com
- 8. ACTIVE EXPERIMENTATION (ACTION) Premotor and Sensory motor and CONCRETE postsensory Frontal ABSTRACT EXPERIENCE Integrative CONCEPTUALIZATION cortex (APPREHENSION) (COMPREHENSION) al x or rte mp co Te tive ra integ REFLECTIVE OBSERVATION (REFLECTION) The learning cycle arises naturally from the structure of the brain. Sensing CONCRETE Feeling EXPERIENCE Awareness (Senses; Reliance on Attention direct information from the world) Intuition A Physical mechanisms have developed in our brain to Understanding enable us to learn through social interactions. Meaning REFLECTIVE OBSERVATION Truth/How things work B Physical and mental exercise Intuition (What happens during reflection) and social bonding are significant sources of Integrate/Look for unity Neuroscience Kolb/Zull Model Finding Area (8) stimulation of the brain. of Experiential SOCIAL Concepts, ideas, logic Learning (Kolb, 1984; Zull, 2002) INTERACTION C Social interaction mechanisms Problem solving foster the engagement in ABSTRACT affective attunement, consider Creativity CONCEPTUALIZATION the intentions of others, Build models and theories understand what another (Creation and use of person is thinking and think Anticipation representative ideas, about how we want to interact. concepts, patterns, Control, rigor, discipline pictures) Act on environment Focus attention ACTIVE EXPERIMENTATION Object-based logic (Action; Testing of Heightened boundary abstractions) perception Sensory feedback to brain SUBITEMS SUBELEMENTS www.km-‐me.com 8 info@km-‐me.com
- 9. Sensing Feeling CONCRETE EXPERIENCE Awareness (Senses; Reliance on Attention direct information from the world) A Language and social Intuition relationships build and shape the brain. Understanding B Adults developing complex Meaning REFLECTIVE neural patterns need emotional OBSERVATION support to offset discomfort of Truth/How things work Neuroscience Finding Area (9) this process. Intuition (What happens during reflection) SOCIAL Integrate/Look for unity SUPPORT C Affective attunement Kolb/Zull Model of Experiential contributes to the evolution Learning and sculpting of the brain. Concepts, ideas, logic (Kolb, 1984; Zull, 2002) Problem solving D The brain actually needs to ABSTRACT Creativity seek out an affectively attuned CONCEPTUALIZATION other for maximum learning. Build models and theories (Creation and use of Anticipation representative ideas, concepts, patterns, pictures) Control, rigor, discipline Act on environment Focus attention ACTIVE EXPERIMENTATION Object-based logic (Action; Testing of Heightened boundary abstractions) perception Sensory feedback to brain SUBITEMS SUBELEMENTS Knowledge creates the path and moves us into the future. KNOWLEDGE OF WHY KNOWLEDGE OF The WHAT AND WHERE Knowledge Journey KNOWLEDGE OF HOW KNOWLEDGE SHARING KNOWLEDGE SHARING X KNOWLEDGE SHARING Knowledge Sharing provides an accurate map. www.km-‐me.com 9 info@km-‐me.com
- 10. Further Reading Bennet, A. and D. Bennet. “Leaders, Decisions, and the Neuro-Knowledge System” in Wallis, S., Cybernetics and Systems Theory in Management: Tools, Views and Advancements, IGI Global, Hershey, PA, 2010. Bennet, A. and D. Bennet. “The Decision-Making Process for Complex Situations in a Complex Environment” in Handbook on Decision Support Systems 1: Basic Themes, Springer-Verlag, Berlin, 2008. Bennet, A. and D. Bennet. Organizational Survival in the New World: The Intelligent Complex Adaptive System (A New Theory of the Firm). Elsevier, Boston, MA, 2004. Bennet, D. and A. Bennet. “The Depth of Knowledge: Surface, Shallow or Deep?” in VINE: The Journal of Information and Knowledge Management Systems, Vol. 38, No. 4, 2008. Bennet, D. and A. Bennet. “Engaging Tacit Knowledge in Support of Organizational Learning” in VINE: The Journal of Information and Knowledge Management Systems, Vol. 38, No. 1, 2008. www.km-‐me.com 10 info@km-‐me.com