Albert Simard Knowledge Manager Defence R&D Canada Presented to SIKM June 19, 2012

1. Knowledge Managability: A New KM Paradigm Albert Simard Knowledge Manager Defence R&D Canada Presented to SIKM June 19, 2012

2. The Thinker - Rodin 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.

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.

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?”

5. Outline • Management Levels • Management Regimes • Creation • Validation • Organization • Authorization • Knowledge Manageability

6. Transfer Markets National Defence, National Security, Public Safety Application Work Creation Collaboration Defence R&D Canada Flow Sharing Stock Resources Government Assets Infrastructure Knowledge Management Levels KM Levels

7. People data, risk analysis, reports, monitoring, operations, policies learning, motivation, rewards, incentives, staffing, skills Tools Processes Content, Services systems to capture, store, share, and process content work routines lessons learned, best practices, Governance roles, responsibilities, authorities, resources Knowledge Infrastructure KM Levels

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

9. Knowledge Sharing KM Levels Explicit Knowledge • Dissemination (Provider Pushes – transmission, semantics, effectiveness) • Access (User Pulls – awareness, permission, accessibility, searching, retrieval) • Exchange (Market Trades – reciprocity, trust, signals, inefficiencies, pathologies) Tacit Knowledge • Methods (conversations, Q&A, capturing, advising, teaching, storytelling, mentoring, presenting) • Place (meetings, workshops, conferences, on-site, demonstrations, classrooms, symposia, communities) • Technology (telephone, e-mail, video conference, chat rooms, bulletin boards, on-line forums, blogs, micro blogs, social network sites)

10. Collaboration KM Levels • 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 • Balanced accessibility and security • Collective, not individual benefit

11. Knowledge Work(DRDC) KM Levels Inputs Governance Monitoring Intelligence Needs Priorities Establishment Transformation Programs Services Acquire Create Develop Mobilize Learn Output Report Integration Innovation Mitigation Advice Adaptation DND (management) (R & D) Clients

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.”

13. Outline • Management Levels • Management Regimes • Creation • Validation • Organization • Authorization • Knowledge Manageability

14. Authorization Organization Organizational Knowledge Flow Regimes Creation Validation

15. Incentives Creation • Compliance(you will) • Pay, job security, duty, work ethic,penalties • Military, manufacturing, law, regulation, policies • Meet quotas, minimum standards, routine tasks • Motivation(you’ll be rewarded) • Ambition, challenges, bonuses, rewards, recognition • Efficiency, productivity, quality • Increases, improvements • Engagement(would you like to?) • Meaningfulness, ownership, self-esteem, enjoyment • Creativity, innovation, discovery • Commitment, involvement, willingness, enjoyment

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)

17. Eliciting Methods Creation • Conversations, discussions, dialogue (colleagues, peers) • Questions & answers, problems & solutions (novice/expert) • After-action reviews, lessons learned (event/group) • Capture, document, interview, record (expert/facilitator) • Extraction, identify, codify, organize (expert/know engineer) • Advising, briefing, recommending (subordinate/superior) • Teaching, educating, training (teacher/student) • Storytelling, narratives, anecdotes (teller/listener) • Explaining, demonstrating, describing (technician/user) • Presentations, lectures, speeches (speaker/audience)

18. Communities Create & Validate Knowledge Validation • 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.

19. Community Benefits Validation Participants -Help withtheir work - Solve problems - Find experts - Receive feedback - Place to learn - Enhance reputation Management - Connect isolated experts - Coordinate activities - Fast problem solving - Reduce development time - Standardize processes - 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

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

21. Governance direction Social Research Manage Common Content Interface support Technology Organizational Structure Organization work

22. Legend Centre for Security Science S&T Partners Practitioners & Stakeholders Extract Advance Embed Use Internally Use Professionally Use Personally Manage Transfer Evaluate Create Transform Add Value Knowledge Services Value Chain Organization

23. Organizing Knowledge Organization • Classification systems • Indexes, catalogues • Thesauri, Taxonomies • Ontologies, Mind maps • Folksonomies • Automated methods • Artificial intelligence

24. Authority Responsibility Accountability Budget Staff Capacity Laws TB Policies DND Policies Mandate Resources Constraints Corporate Governance Reports, Advice, Issues Reports, Advice Issues Direction, Authority, Resources ProgramGovernance Corp. Service Governance Negotiation Other services: science, HR, finance, purchasing… Project Governance Centre Service Governance Negotiation Work KIT Services Negotiation Systems Technology Content Service GovernanceFramework Authorization

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.

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.

27. Outline • Management Levels • Management Regimes • Individuals • Communities • Organization • Authorization • Knowledge Manageability

28. Knowledge Authority Management Regimes Manageability

29. Manageability and the Cynefin Framework Manageability

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.

31. Knowledge Agenda Manageability Management Regimes Boundaries are “Fuzzy.”

32. high knowledge assets structured processes Relative Importance generation capacity individual abilities low Organizational Structure Partnership Agreement Responsible Autonomy Authoritative Hierarchy Management Regime Management Regimes and Strategic Trends Manageability Sustainability Competitiveness

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”

34. Time for Dialogue albert.simard@drdc-rddc.gc.ca