KMA in DC 2016 John Lewis - Meetupfiles.meetup.com/9306532/KMA in DC March 2016 John Lewis...
Transcript of KMA in DC 2016 John Lewis - Meetupfiles.meetup.com/9306532/KMA in DC March 2016 John Lewis...
Organizational Learning:
The Deeper Purpose of
Knowledge Management
3/18/2016 KMA World Bank
Dr. John Lewis, Ed.D.
@ExplanationAge
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Topics
Mental Models (What is Sense-Making?)
Mental Models of Learning
The Innate Lesson Cycle
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Treasure Map Exercise (1 of 2)
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YOUAREHERE
Which way to the treasure?
1 – Left then Right
2 – Right then Right
3 – Right then Left
Treasure Map Exercise (2 of 2)
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YOUAREHERE
Directions are “Left then Right.”
Use which treasure map? A or B?
B
A
Sense-Making: Requires Inference Between Descriptive and Prescriptive Knowledge
Why do people press elevator
buttons repeatedly?
Incorrect Mental Model
Correct Inference
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Mental Model:(Descriptive)
MapsHow You Think It Works
Actions:(Prescriptive)
DirectionsHow You Try To Work It
Inference
Sense-Making: Requires Inference Between Descriptive and Prescriptive Knowledge
Why do people press elevator
buttons repeatedly?
Incorrect Mental Model
Correct Inference
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Mental Model:(Descriptive)
MapsHow You Think It Works
Actions:(Prescriptive)
DirectionsHow You Try To Work It
Inference
(Black Box) (Craft)
The Power of Mindset(Do you believe your intelligence is static, or can be developed?)
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Mental Model:(Descriptive)
Fixed MindsetGrowth Mindset
Actions:(Prescriptive)
Desire to Look SmartDesire to Learn
Inference
In the Fixed Mindset, when you fail, you’re a Failure
In the Growth Mindset, when you fail, you’re Learning
Knowledge Sharing(Do you believe in the conversion of knowledge types?)
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Mental Model:(Descriptive)
SECI: Knowledge Types
Actions:(Prescriptive)
Knowledge Sharing
Inference
Knowledge & Innovation Management(Do you believe KM is based on knowledge types or learning?)
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Mental Model:(Descriptive)
Learning Models
Actions:(Prescriptive)
Knowledge & Innovation Management
Inference
“A Change Agent is only as good as their model”
Topics
Mental Models
Mental Models of Learning (What Does Learning Look Like?)
The Innate Lesson Cycle
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Learning as Fundamental
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Non-Learning Organization Learning Organization
Product / Service
Learning Product / Service
Learning
The average life expectancy of a Fortune 500 corporation is 40 – 50 years.
Those that exceed this life expectancy are adaptive, learning organizations.
Learning Levels(There is No Organizational Learning Without Individual Learning)
Organizational Learning
Team / Group Learning
Individual Learning
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Speak from a Single Voice
Organizational Memory
Authoritative Answers KM
Speak from Several Voices
Collective Memory
Collaborative KM
Speak from a Single Voice
Individual Memory
Personal KM
Inadequate Mental Models of Learning
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Problem Solution
ExpertNovice
HINT: An Arrow does NOT provide sufficient explanation of the process
Or it doesn’t work.It either works..
Single and Double Loop Learning (Argyris)
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Governing Variables
Action Strategy
Consequences
Single-loop Learning
Double-loop Learning
Chris Argyris
Single and Double Loop Learning (Lewis)
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Model Manage Measure
Productive Learning
Inventive Learning
John Lewis, The Explanation Age: Model-Manage-Measure Framework
Single and Double Loop Learning (Matrix)
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Product ive
Inv
en
tiv
e
Expert
Pioneer
Novice
Thought Leader(Fear Area)
John Lewis, The Explanation Age: Knowledge Economy Learning Matrix & The Learning “S-Curve”
Measure: Reaching Wisdom via DIKW
Wisdom
Knowledge
Information
Data
The inclusion of Informationwithin this model is problematic since Wisdom is also presented through information.
There is also not a path to wisdom which is readily supported by the other elements.
DIKW is not a working maturity model.
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Measure: Reaching Wisdom via DKDLW
Wisdom
Lessons
Decisions
Knowledge
Data
Knowledge Systems need to have the goals of providing data, producing knowledge from data, presenting data and knowledge to support decision making, presenting lessons learned from decisions, and finally, presentingexamples of wisdom, in how the learnings of lessons are being leveraged.
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Topics
Mental Models
Mental Models of Learning
The Innate Lesson Cycle (What if business looked like learning?)
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The Innate Lesson Cycle (ADIIEA):(pronounced uh-dee-uh – follows natural storytelling pattern)
Starting from our normal routine
(Automation), we encounter
something out of the ordinary
(Disruption) and begin to look
deeper into the situation
(Investigation).
Then we think of some ideas
(Ideation) and put a plan into
action (Expectation).
With a sound plan, we eventually
see positive results (Affirmation),
and over time, we settle into a
new routine (Automation).
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ADIIEA Mindsets: 3 Workability Beliefs
Some people say that “it either works or
it won’t work.”
But they are skipping over the
workability belief that all projects must
operate within: “it could work.”
Working is sometimes defined as
including a certain amount of loss,
waste, harm, relearning, or even failure.
Our fundamental disputes are usually
about the definition of workability.
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ADIIEA Mindsets: 3 Response Modes
In reviewing the world’s languages, the first fundamental commonality we find is for the types of thoughts we wish to convey—and the clues are found at the end of each sentence
The mind is either:
Asking a question, and we communicate this using a question mark (?)
Making a reflective statement, and we communicate this using a period (.)
Making an emphatic reactive statement with conviction, and we communicate this using an exclamation point (!)
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6 Phases of Learning / Change (ADIIEA)(pronounced uh-dee-uh - aka Innate Lesson Cycle, and CoHero Change Cycle)
1. Automation – (A State of Mind)Does Work / Reactive (Routine)
2. Disruption –Won’t Work / Reactive
3. Investigation –Won’t Work / Questioning
4. Ideation –Could Work / Questioning
5. Expectation –Could Work / Reflective
6. Affirmation –Does Work / Reflective
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ADIIEA vs Kolb Experiential Learning Cycle(Full-Cycle Learning)
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1. Concrete Experience
2. Reflective
Observation
3. Abstract Conceptualization
4. Active
Experimentation
ADIIEA vs B.F. Skinner’s Programmed Instruction(Half-Pipe Learning)
Traditional education is based on
“half-pipe” instruction, which only
supports half of our natural
learning cycle
Drill & Practice
“The 1st fire drill is disruption
– the 10th is routine”
Education & Training
“Here’s what works – now
you try it”
Half-Pipe Learning worked for
the Industrial Age, but not the
Knowledge Economy
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Operant
Conditioning
Questioning Skills(Design Thinking)
Einstein is seen as creative for his
theory of relativity, but he asked a
question: “What would I see if I
could ride on a beam of light?”
Some teachers feel that providing
students with questioning skills will
undermine the authority they need
to deliver the answers
Providing students with learning
questions, instead of just learning
objectives, will move the mind out
of the half-pipe to begin experiential
learning (not just rote)
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?“Imagination is more important
than knowledge” -- Einstein
Management IS Learning
“We will never transform the
prevailing system of management
without transforming our
prevailing system of education.
They are the same system.”
W. Edwards Deming
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Management IS Learning
“Learning may be the only
sustainable competitive advantage.”
“Fragmentation, or making learning
an “add-on” to people’s regular work,
has limited more organizational
learning initiatives than any other
factor.”
Peter Senge
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ADIIEA vs Waterfall DevelopmentA Linear Approach
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1. Requirements
Analysis
2. Design
3. Develop
4. Test
5. Deploy / Maintain
ADIIEA vs Agile DevelopmentA Non-Linear Approach
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1. Requirements
Analysis
2. Design
3. Develop
4. Test
5. Deploy / Maintain
ADIIEA vs Requirements / Project ManagementProject Management Institute (PMI) Methodology with 5 Process Groups
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1. Initiating
2. Planning 3. Executing
4. Controlling
5. Closing
Plan-Do-Check-Act (PDCA Thinking Model)
1. Plan
Establish Objectives and
Create a Plan of Action
2. Do
Implement the Plan
3. Check
Compare Actual Results with
Expected Results
4. Act
Investigate Reasons Why
Results Are Not As Expected
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4. Act
1. Plan
(A Prescriptive Path Through ADIIEA to Manage Change)
2. Do
3. Check
Six Sigma (DMAIC Thinking Model)
1. Define & Measure
Define problem; measure variation
2. Analyze
Use statistical methods to
determine root causes
3. Improve
Create ideas for improvement
and implement plan
4. Control
New routines should reduce
production variations to less
than 3 defects per million units
(6 sigma measurement)
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Define &
Measure
Analyze
Improve
(A Prescriptive Path Through ADIIEA to Reduce Defects)
Improve
Improve
Control
SOAP (Healthcare Documentation Model)
1. Subjective
The patient’s complaint of the
problem or symptom
2. Objective
The healthcare provider’s
initial observations
3. Assessment
A medical diagnosis/analysis
4. Plan
The strategy for treatment
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Assessment
Plan
(A Prescriptive Path Through ADIIEA)
Subjective
Objective
Managing Grief Emotions
1. Denial of the Disruption
2. Anger about the Disruption
3. Frustration of Feeling Stuck
4. Depression of Won’t Work
5. Exploration of Could Work
6. Decision to Move On
7. New Hope in Expectation
8. New Confidence in Affirmation
9. Integration into New Routine
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1. Denial
2. Anger
6. Decision
(Adapted from Kubler-Ross Grief Change Curve)
8. New
Confidence
7. New
Hope
9. Integration
4. Depression
3. Frustration
5. Exploration
Policy Making (not politics)
1. Complaints - dissatisfied with status quo
2. Research - Determine root causes
3. Ideas - Improvement ideas generated
4. Selection - Improvement idea selected (submit bill)
5. Support - Finding support (votes) for new idea
6. Agreement - Finding agreement (bill signed)
7. New Policy - Mandated routine (law) for status quo
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3. Ideas 4. Selection
(Policies are made in homes, organizations, and countries)
1. Complaints
2. Research 5. Support
6. Agreement
7. New Policy
Psychology of Business & Leadership(Thinking Fast & Slow: Individuals AND Organizations)
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Full-Cycle (R&D):
Thinking Slow
Transformational Leadership
Half-Pipe (Operations):
Thinking Fast
Transactional Leadership
Leadership IS Leading Change in a Learning Organization
Leaders can be evaluated
against the requirements of
Transformational Change
Team Strengths and
Weaknesses Identified
Innovation is more
than “creativity”
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Enthusiasm
Self-Efficacy
Boldness Integrity
Resilience
Vision
Accountability
Composure
Authenticity
Patience
Courage
Stamina
Team Member Dynamics
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Why do they keep adding features, when we are already out of
time?
Why do they keep resisting change, when some of my ideas are
actually brilliant?
Why do they keep guessing and testing,
when we have evidence-based facts?
Why do they keep launching new projects without understanding
root causes?
Why do they keep deploying projects
without preparing for the obvious risks?
Why do they keep making changes to what is working, when I have
work to do?
Example: Team Member Distribution(Are All Phases Represented? What Team Dynamics Do You Expect?)
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Patrick Freeman
Larry Jones
Brian Frank
Steve Lee
Jane Doe
Leslie Moore, Bill Smith
Denise Hamilton, Susan Lewis,
Daniel Washington
Organizational Cultures(3 Companies/Cultures involved in making the PC mouse an industry standard)
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3. Microsoft made Mouse/GUI
the industry norm
1. Xerox invented the first PC
with a Mouse and GUI 2. Apple launched the Lisa,
then the Macintosh
Knowledge & Innovation Management(Supporting the Full-Cycle of Learning with KM Systems/Processes/People)
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Answer
Systems
BI
Systems
Business Rules
Systems
Workflow
Systems
Case-based
Systems
Ideation
Systems
Collaboration
Systems
Dashboard
Systems
Project-based
Systems
Risk/Decision
Systems
Discovery
Systems
Generalized Robotics will Own Automation
World Economic Forum 2016:
5.1 million jobs lost to disruptive labor market changes by 2020
First time in recorded history that most humans are not just “labor”
Education / Leadership / KM need to move us into Innovation
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Summary: The Explanation Age
“Lewis poses the tantalizing
proposition that poor results in
education, innovation and
policy-making are rooted in a
breakdown between the rational
mind and the fundamental
models that govern institutions.” – Kirkus Discoveries
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Dr. John Lewis, Ed.D.
@ExplanationAge