Knowledge management presentation1 (3)
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Dr. John Persico Jr. discusses the importance of knowledge management and competitive intelligence in public sector organizations, emphasizing the need to transform knowledge into actionable information. He argues for a holistic approach to knowledge that includes emotional, moral, and spiritual quotients in addition to traditional metrics. The presentation outlines key principles and strategies for effective knowledge management, striving to create an open system that maximizes value for stakeholders.
Knowledge management presentation1 (3)
- 1. Using Knowledge Management and Competitive Intelligence Techniques in a Public Sector Organization Presented by Dr. John Persico Jr. ASQ Conference Minneapolis, Minnesota
- 2. Thoughts about Knowledge •Know thyself: -Socrates •Understand your abilities, win 1/2 your battles, understand your opponents, win 1/2 your battles, understand both yourself and your opponent, win all your battles: -Sun Tzu •Successful organizations have a theory of the business: -P. Drucker •We don’t have time to think in our organization, we are too busy fighting fires. We frown on people doing nothing: - A. Manager
- 3. Knowledge Management? Knowledge Administration Knowledge Creation Knowledge Sharing
- 4. Search Harvest Compile Organize Index Categorize Summarize Relate Associate Distribute Most Knowledge Management tools and software address the above components.
- 5. Model Metaphor Build Hypothesize Test Theory Construct Fantasize Dream Question Play Few if any tools address Knowledge Creation
- 6. Maybe Knowledge Management is the biggest Oxymoron of all time? •Do we really suppose that anyone is intelligent enough to manage knowledge? •If knowledge is only thought of as “Business Information” we leave out entire domains of thought and feelings that are germane, if not essential, to Wisdom.
- 7. Data Information Knowledge Wisdom Explicit Knowledge Tacit Knowledge
- 8. Wisdom = KQ + EQ + MQ + RQ + BQ + SQ KQ = Knowledge Quotient EQ = Emotional Quotient MQ = Moral Quotient RQ = Relationship Quotient BQ = Behavioral Quotient SQ = Spiritual Quotient
- 9. What wisdom can you find that is greater than kindness? Rousseau
- 10. So for us, Knowledge Management is only a convention that allows us to speak to others with some degree of mutual understanding. Our Goal: To facilitate an open system that finds, creates and allows the maximum transfer and understanding of data, information, knowledge and ideas into, between and out of our organization, with an end result of optimized value for our customers and stakeholders.
- 11. Seven Key Principles of Knowledge Management Leverage Balance Dynamism Vision Focus/Integration Shared Meaning Risk
- 12. Five Primary Strategies of Competitive Intelligence Professionals 1 Benchmarking 2 Internet/Documentation 3 Insider Information 4 Networking/Shows/Associations 5 Gaming/Modeling/Fantasy
- 13. Systems Thinking Total Quality Knowledge Management Galaxies, black holes, universes. The world is a very small place. The world is beyond our management. The world is very simple. Good is as important as Big. Big is most important. We learn by theory and experience We can learn by experience. Complexity Theory New Views Old Views
- 14. Systems Thinking Complexity Theory Total Quality Knowledge Management
- 16. Thank You Questions or comments please
Editor's Notes
- #12: Leverage at MCES is using tools, technology and teams smarter. We are trying to go from a vertical organization to a horizontally based organization. Cross functional teams provide the horsepower in our strategic development process to help create the transformation. Teams are being given training in MS Project, Front Page and Process Mapping techniques as well as many other tools and methodologies. Balance is a focus on insuring that we meet the needs of all stakeholders and customers. We recently conducted focus groups with two major customer groups and one major set of stakeholders. We annually participate in the U of M Omnibus Survey that addresses issues of the General Public. In 1999, we want to move to anticipation and prediction of customer needs and expectations. Dynamism is generated by emphasizing competition and entrepreneurism. The legislature recently past a bill allowing us to implement a gainsharing program for all employees. We want to encourage more risk taking and creativity and movement away from slow ponderous steps to “Think Big, Start Small and Deliver Quick.” Vision sustains and focuses all our efforts. Our Director emphasizes our vision and mission at every opportunity. Our new strategic plan is simple and to the point. It clearly focuses our efforts and activities. See example. Integration is essential to process thinking and breaking down artificial silos. We are attempting to integrate not only water treatment with water planning, but also transit, community development and water management. Systems thinking, scenarios and process mapping is helping us to see the possibilities in such integration. Shared meaning is achieved by our use of the Internet, teams, lowering of bureaucracy. Risk is something we must create an awareness of and build into our culture.
- #13: Benchmarking: At MCES we are actively involved in State, National and Local benchmarking efforts. Internet: Is a vital part of our effort to gather and share information that will help us to achieve our vision and mission. Insider information: We regularly meet with people from other organizations both private and public to discuss better ways of doing things. Networking/Shows/Associations: The MCES is active in many different Environmental and Water Management organizations and supports some through research and funding. Gaming/Modeling/Fantasy: We are beginning to look at alternate ways of visualizing possibilities through modeling and scenarios. We still need to generate a culture where gaming and even fantasy can be used to generate possibilities.