New Approaches to Knowlege Management (part 2)
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Albert Simard's presentation outlines new approaches to knowledge management, emphasizing a dichotomy between structured and unstructured methods. It discusses the necessity of balancing technology and social interactions in managing knowledge within organizations, particularly in defense and security sectors. The document elaborates on various frameworks and architectures that facilitate knowledge sharing, collaboration, and negotiation while addressing organizational culture and governance.
New Approaches to Knowlege Management (part 2)
- 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
- 3. Knowledge Services Architecture Semi- structured TechnologyStructured Work Processes Social StructuresUnstructured Knowledge-Based Products & Services
- 4. Outline Organization Architecture Social Interaction Sharing Collaboration Negotiation Competition
- 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
- 8. Organizational Knowledge Flow Creation Validation OrganizationAuthorization Organization
- 9. Knowledge Manageability Management levels Authoritative Hierarchy Organizational Infrastructure Negotiated Agreement Responsible Autonomy Transfer Direction Products & Services Exchange Knowledge markets Work Mandate Process Agreement Self-interest Collaboration Assignment Representation Partnership Participation Sharing Vertical Horizontal Community Network Assets Embed Sole IP rights Joint IP rights Open source Infrastructure Authoritative Standardized Connective Enabling Management Regimes Organization
- 10. Outline Organization Architecture Social Interaction Sharing Collaboration Negotiation Competition
- 11. Three Pillars of Knowledge Work Technology Processes SocialStructures Architecture
- 12. Technological Support Telephony Video conferencing E-mail Chat rooms Bulletin boards On-line forums Web portal Sharing sites Collaboration sites Expertise locator Blogs, microblogs Wikis Architecture
- 13. Social Structures Social Context Individual attitudes (trust, values, beliefs) Individual behavior (participation, sharing, voluntarism) Interpersonal relationships (trust, safety, equality) Organizational culture (norms, expectations, practices) Social Interactions Sharing (leveraging, passive, moderate trust) Collaboration (peer production, partnership, high trust) Negotiation (agreement, adversarial, nominal trust) Competition (victory, aggressive, no trust) Architecture
- 14. Work-Flow Processes Linear Hub and Spoke Architecture Parallel Feedback / Bypass Branch Circular
- 15. Knowledge Services Architecture Hierarchy Reference Architecture Work Organization Specific Architecture Function (Meta View) (View) (Sub View) Architecture
- 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
- 19. Outline Organization Architecture Social Interaction Sharing Collaboration Negotiation Competition
- 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)
- 22. Sharing Overview Share Provide Incentives Time & Place Technology Interact Explicit tacit Content Access Shared Content Social Structure Technology Input/Output
- 23. Sharing Explicit Content Explicit Content Shared Content Provide Incentives engagement motivation compliance reciprocity Provide Content e-mail publishing distribution content repository metadata template Retrieve Content web browser web portal content repository search engine help desk Work Service network permission interoperability awareness Enable Access Interact telephone meeting collaboration e-mail Social Structure Technology Input/Output
- 24. Service Framework for Sharing Explicit Content Work Person / Group Input / Output Services Provide Incentives manager, leader existing content / sharing environment engagement, motivation, compliance, reciprocity Provide Content provider, author, owner, holder available content e-mail, publishing, distribution, content repository, metadata template Enable Access content manager, content security, communicator, network manager accessible content network, permission, interoperability, awareness Retrieve content repository manager, application specialist, content manager, facilitator transferred content web browser & portal, content repository, search engine, help desk, facilitation Interact provider, author, recipient, user recipient understanding, capacity telephone, e-mail, meeting space, collaboration site
- 25. Sharing Tacit Knowledge Tacit Knowledge Shared Knowledge Provide Incentives engagement motivation compliance reciprocity Provide Place Technology Support Interact meeting space workshop conference site visit classroomtelephone on-line forum group apps. e-mail web portal expertise directory collaboration site social network apps. conversation after action review capturing extraction advising teaching storytelling demonstrating presenting mentoring Work Service Social Structure Technology Input/Output
- 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)
- 37. Competition - Intelligence Social Structure Technology Input/Output usable multi-media evaluated accessible secure Acquire Organize Analyze public non-public SWOT competition mental models present activity human factor soft info. integration collection repository content management content acquisition knowledge mobilization Synthesize Response futures analysis analysis apps. statistical apps. Direction Action Identify Actions synthesis apps. systems analysis expertise collaboration scenario analysis gaming Work Service
- 38. Competition - Action Adapt analysis apps. synthesis apps. Document Store Recommend Authorize Outcome yes no decision Monitor content acquisition knowledge mobilization intelligence repository office apps template Intelligence Victory/ Defeat Learn org. learning Evaluate after-action review Social Structure Technology Input/Output
- 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