KM: Where Has it Been and Where is it Going? - Nancy Dixon
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Transcript of KM: Where Has it Been and Where is it Going? - Nancy Dixon
© Common Knowledge Associates 2013
KM: Where Has it Been and Where is it Going?
SIKM
December 17 , 2013
Nancy M. Dixon, Common Knowledge Associateswww.commonknowledge.org
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3 Eras of KM
1995 2000 2008
Information Management – Leveraging Expicit Knowledge – Internet• Capturing documents • Best practice repositories• Lessons learned databasesEnhancing individual learning for increased employee capability
Experience Management – Leveraging Tacit Knowledge - www• Communities of practice • Expertise locators• Team/Project learning – before, during, and after• Conversational-based processesSupporting horizontal knowledge sharing for productivity improvement
Idea Management – Leveraging Analytic Knowledge – Web 2.0
• Using collective knowledge to:• address complex Issues• create new knowledge • grow innovation
• Enablers: Cognitive diversity, transparency and convening• Processes: Collective sensemaking and crowdsourcing • Opening vertical knowledge exchange for organizational learning
© Common Knowledge Associates 2013
Complexity
Collection
Conversation
Connection
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If each member of the
organization is fully trained -
their combined effort will lead to an effective
organization
Assumption About Knowledge Before 1990sKnowledge = Training
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A new way of thinking about Knowledge:
Peter Drucker
“Knowledge is an asset we need to manage”
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3 Eras of KM
1995 2000 2008
Information Management – Leveraging Expicit Knowledge – Internet• Capturing documents • Best practice repositories• Lessons learned databasesEnhancing individual learning for increased employee capability
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Connect people to content
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Warehouse
input
output
Put knowledge where it will be available when and where ever it is
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• Standardization of practices
• Reduction in the duplication of effort
• The perception that KM yields few results
• We’ve only been looking at explicit knowledge. What about the tacit knowledge in peoples’ heads?
• Knowledge is not a stable commodity, it changes rapidly
Leveraging Explicit Knowledge
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3 Eras of KM
1995 2000 2008
Information Management – Leveraging Expicit Knowledge – Internet• Capturing documents • Best practice repositories• Lessons learned databasesEnhancing individual learning for increased employee capability
© Common Knowledge Associates 2013
2013
Experience Management – Leveraging Tacit Knowledge - www• Communities of practice • Expertise locators• Team/Project learning – before, during, and after• Conversational-based processesSupporting horizontal knowledge sharing for productivity improvement
Connect people to people
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© Common Knowledge Associates 2013
Leveraging Experiential KnowledgeThe new way of thinking about
Knowledge:
Critical “know how” is embedded in the minds of those that do the work – those on the frontline
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Knowledge lives in teams and communities – it is social
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You have to deal with tacit knowledge in a different way than explicit knowledge
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• Improvement in productivity 23-28% is possible
• Greater awareness of what other parts of the organization are doing – reduction in silos
• We have only been moving knowledge laterally
• We have only been dealing with existing knowledge. What about creating new knowledge?
• We have only been addressing “how to” knowledge. What about the difficult problems organizations are facing?
Leveraging Experiential Knowledge
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3 Eras of KM
1995 2000 2008
Information Management – Leveraging Expicit Knowledge – Internet• Capturing documents • Best practice repositories• Lessons learned databasesEnhancing individual learning for increased employee capability
Experience Management – Leveraging Tacit Knowledge - www• Communities of practice • Expertise locators• Team/Project learning – before, during, and after• Conversational-based processesSupporting horizontal knowledge sharing for productivity improvement
Idea Management – Leveraging Analytic Knowledge – Web 2.0
• Using collective knowledge to:• address complex Issues• create new knowledge • grow innovation• co-creation
• Enablers: Cognitive diversity, transparency and convening• Processes: Collective sensemaking and crowdsourcing • Opening vertical knowledge exchange for organizational learning
© Common Knowledge Associates 2013
Collection
Conversation
Connection
2013
Integrating Ideas
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© Common Knowledge Associates 2013
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• Leaders convene the conversations but do not control the content or outcome
• New knowledge/innovation is created through the intersection of ideas from different disciplines
• No single person, no matter how intelligent or highly placed, is smart enough to deal with the wicked/complex problems organizations now face
The new way of thinkingabout Knowledge
• Knowledge workers who are involved in doing the work have insight into how to construct a solution to the problems
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Collective Sensemaking
Collective Sensemaking is a conversational event where people intentionally come together for the purpose of using their varied perspectives and cognitive abilities to make sense of an issue or problem they are mutually facing.
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The power of the leader to address adaptive challenges does not lie in
inventing solutions, rather it lies in using leadership authority
to convene the conversations.Ron Heifetz
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3 Eras of KM
1995 2000 2008
• What is KM’s task
• How validity is determined
• How to move knowledge
• Where is knowledge located
• Whose knowledge is critical
• Source of Knowledge
• What is KM’s task
• How validity is determined
• How to move knowledge
• Where is knowledge located
• Whose knowledge is critical
• Source of Knowledge
• What is KM’s task
• How validity is determined
• How to move knowledge
• Where is knowledge located
• Whose knowledge is critical
• Source of Knowledge
© Common Knowledge Associates 2013
2013
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Documents
Tacit Knowledge in the minds of people
Sensemaking capacity of unit
Experts and high level managers
Knowledge workers
Collective as a sensemaking body
Individuals
Teams and projects
Dissemination & search
Intersection between disciplinesConvene groups
Connect People
Scientific, authorized, vetted
Demonstrated through experience
Enough confidence to act on - then learn from the experience
Develop ways to make it easy to find
Develop ways to share it
Develop ways to create it
What else has changed?
3 Eras of KM
1995 2000 2008
Information Management – Leveraging Expicit Knowledge – Internet• Capturing documents • Best practice repositories• Lessons learned databasesEnhancing individual learning for increased employee capability
Experience Management – Leveraging Tacit Knowledge - www• Communities of practice • Expertise locators• Team/Project learning – before, during, and after• Conversational-based processesSupporting horizontal knowledge sharing for productivity improvement
Idea Management – Leveraging Analytic Knowledge – Web 2.0
• Using collective knowledge to:• address complex Issues• create new knowledge • grow innovation • co-creation
• Enablers: Cognitive diversity, transparency and convening• Processes: Collective sensemaking and crowdsourcing • Opening vertical knowledge exchange for organizational learning
© Common Knowledge Associates 2013
Complexity
Collection
Conversation
Connection
2013
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© Common Knowledge Associates 2013
Nancy Dixon
Common Knowledge Associates
commonknowledge.orgnancydixonblog.com
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