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Knowledge Management: Its Evolution to a Standard and Its Future(s)

Knowledge Management: Its Evolution to a Standard and Its Future(s). Luke Naismith Corporate Strategy Manager Strategic Directions Unit Department of Justice (Vic). Who am I?. 2005-07 Vic Dept Justice – Corporate Strategy Knowledge Futures Consulting – A Dream

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Knowledge Management: Its Evolution to a Standard and Its Future(s)

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  1. Knowledge Management:Its Evolution to a Standard and Its Future(s) Luke Naismith Corporate Strategy Manager Strategic Directions Unit Department of Justice (Vic)

  2. Who am I? • 2005-07 Vic Dept Justice – Corporate Strategy • Knowledge Futures Consulting – A Dream • 19 years Australian Public Service career (IT, IM, Strategy, Technology, Public Policy) • 1999-2005 DCITA-NOIE Forward Strategy • Previous - IT, IM, Records, Library, Strategy, Border Technologies, Biological Sciences • Member of the Standards Australia KM Committee • Recently completed Masters of Strategic Foresight at Swinburne University of Technology

  3. Outline • Knowledge versus Information • KM Standard: Background and Development • KM Standard: the Why, What and How • Can you have too much of a good thing? • The Energy of Knowledge • Some Futures for KM

  4. The Ubiquitous DIKX Pyramid SUPREMEENLIGHTENMENT KNOWLEDGE INFORMATION DATA

  5. Paradigmatic Incommensurability • Where different paradigmatic schools find it difficult to impossible to discuss their differences around the same topic rationally - mainly because there is no common language. Although the schools may use the same words in their vocabularies, the tacitly held clouds of knowledge and experience surrounding the words are quite different - and hence, without surfacing and discussing all these differences, the different sides simply think the other is talking or writing nonsense. Quote from Bill Hall

  6. Information is …….. because …….. • Fill in the blanks to make a sentence. • Information is cool because it has structure and can be classified • Information is necessary because we need it to make better decisions. • No metaphors - not allowed to use the word “like” • Information is like water because it shapes to fit the container that you put it in.

  7. Knowledge is …….. because …….. • Fill in the blanks to make a sentence. • Knowledge is fun because we get to play with people’s minds. • Knowledge is hard because it is complex. • No metaphors - not allowed to use the word “like” • Knowledge is like soap because if you try to grab hold of it hard, it slips away

  8. Information and Knowledge INFORMATION • Organised data • Tends to be factual • Closer to objective truth • Diffused in texts and technologies • More about the stuff that is out there in the world (explicit) KNOWLEDGE • Results from sensemaking of information • Includes values and beliefs that are more open and pliable • Closer to socially constructed truths (contextual) • Diffused through communication and relationships • More about the stuff that is in our heads (tacit)

  9. Knowledge is …. • Power (Bacon) • Both a social construct and an internalised model (Snowden) • Not just knowing but doing (know-how and know-what) • Not enough, also need imagination (Castaneda) • A capacity to act (Sveiby) • The frame of enquiry (Cognitive science) • Complex (but can also be simple) • Learning new things and having fun in the process • A dangerous thing • Needed to convert data to information

  10. Knowledge Management is:… • Records management is about managing records • Information management is about managing information • Document management is about managing documents • Therefore: • Knowledge Management is managing knowledge • Agree or Disagree? • If not, how is it different to managing knowledge?

  11. What is KM? • KM is managing what we know • KM is creating a knowledge-sharing environment • KM is developing a standard knowledge-base for consistent decision-making • KM is about organisational learning • KM is managing shared contexts

  12. What is the primary strategic intent for conducting IM/KM in an organisation? (ONLY PICK ONE) • Better planning / decision-making / strategy-setting • Transformation / Culture Change • Improved capacity development / organisational learning • Improved flexibility / adapt as things emerge • Deeper understanding of meaning / exploring different ways of knowing

  13. The Australian KM Standard • Launched November 8 2005 by Catherine Livingston • The first ‘real’ KM Standard in the world • Now available for purchase from the Standards Australia website

  14. Committee Reps • Australian Industry GroupAustralian Information Industry AssociationAustralian Library and Information AssociationAustralian Securities and Investment CommissionAustralian Society of ArchivistsCommittee IT-021 LiaisonComputer Human Interaction Special Interest GroupCSIRODepartment of Communications, Information Technology and the ArtsDepartment of Defence (Australia)Griffith UniversityInstitute for Information ManagementLaw Council of AustraliaRecords Management Association of AustralasiaUniversity of Technology, Sydney

  15. The development of a ‘standard’ New ‘standards’ to assist performance by bringing all of the pieces of the puzzle together rather than conformance Standards are one tool for: defining, aggregating, sharing practice Inclusive not exclusive KM Standard Consensus • ‘Not one approach’

  16. Standards Development Challenges • Process Committee Structure and Members Building collaboration and consensus Collecting public feedback • Product Target audience? Format and style Limits on acknowledging intellectual inputs • Content Trans disciplinary nature of KM Tensions – what and how, diversity and complexity

  17. A five year journey….. • 2000 Handbook – “A framework for succeeding….” • 2003 Interim standard • 2004 Handbook – “terminology and readings– An Australian guide” • 2005 Standard AS 5037-2005 • 2005/6 Handbook – “KM and SMEs” • The journey continues……………

  18. 2001Handbook

  19. The Interim Standard Model Key messages: Alignment with strategy Understand of culture and capability Understand knowledge gaps Balance “elements” Balance enablers “one size does not fit all” Aim: Describe and clarify NOT constrain or limit diversity

  20. KM Standard Objectives • Provide a non-prescriptive easy to read guide on knowledge management; • Help individuals and organisations deepen their understanding of knowledge management concepts; • Assist organisations to understand the environment best suited for enabling knowledge management activities; and • Offer a scalable and flexible framework for designing, planning, implementing and assessing knowledge interventions that respond to an organisation's environment and state of readiness.

  21. A definition ?…a starting point only!Knowledge management is…. Interim definition: “ a multi disciplinary approach to achieving organisational objectives by making the best use of knowledge”. (2003) “ a trans disciplinary approach to achieving organisational outcomes and learning, through maximising the use of knowledge. … the design, review and implementation of both social and technological activities ….to improve creating, sharing and applying or using knowledge.”(AS5037-2005)

  22. Knowledge eco-system – the what

  23. Map/Build/Operationalise Cycle – the how Mapping context and culture Building experiences and linkages Operationalising initiatives and capabilities

  24. Looking at the ecosystem through a ‘knowledge lens’ MAPPING : context and culture What is current state? Should be/ need to be ? People, process, technology and content Gaps ? Best way to move forward

  25. BUILDING: experiences and linkages Stimulating via enablers Pilots and prototyping Communicating Champions and advocates Moving towards change OPERATIONALISE: initiatives and capabilities Sustainability… Champions… Competencies and skills… Success indicators Introducing knowledge ‘interventions’

  26. Early draft of Australian KM Standard’s Continuum of the Knowledge Ecosystem

  27. Key themes and content of the Standard (2005) • Context is crucial • The knowledge eco-system • A cyclical approach • From alignment to transformation • Balance • Connectivity & boundary spanners • Wide range of enablers • Evaluating and measuring • Emerging issues and trends – innovation • Useful appendices

  28. The Knowledge Management in AS 5037(2005) is about: • innovation and sharing behaviours, • managing complexity and ambiguity through knowledge networks and connections, • exploring smart processes and deploying people-centric technologies. How and when you apply it depends on the context of your organisation!!

  29. Beyond the KM Standard • Working Groups established: • Vocabulary • Sustainability • Personal KM • Foresight and Futures • Social Network Analysis • Social Software

  30. Affluenza • The bloated, sluggish and unfulfilled feeling that results from efforts to keep up with the Joneses. • An epidemic of stress, overwork, waste and indebtedness caused by dogged pursuit of the Australian dream. • An unsustainable addiction to economic growth. • Attachment to money and material possessions robs us of autonomy – fails to give happiness Clive Hamilton: Affluenza 2004

  31. Infoluenza • The frustrated, overwhelmed and unfulfilled feeling that results from continued efforts to extend information management systems. • An epidemic of confusion, vendor hype, paralysis by analysis, and suspect decision-making caused by dogged pursuit of ECM Nirvana. • An unsustainable addiction to incorporating more and more information. • Attachment to content and information resources robs us of deeper meaning – fails to give contentment

  32. Infoluenza responses • More information can confuse good decision making • We don’t need better information, we need better connections and relationships • Diversity of information is better than just more of the same type of information • Look at your part in the wider system/environment • Look at your role in providing access to external information

  33. Energising Knowledge • KE = ½ mv2 • Ug = mgh

  34. The KM Equation E = mc2 • Knowledge Shared is Knowledge Squared

  35. Evolution of Knowledge Management • Dave Snowden - (1) pre-1995: focus on computerisation, structuring information. (2) Conversion of knowledge between tacit and explicit states. (3) Organic approach, embrace paradox, complexity and narrative • Illka Tuomi – (1) information sharing and systems. (2) tacit knowledge, social learning, CoPs. (3) Link knowing and action, Schumpeterian creative destruction, flexibly and rapidly reconfigure and generate competencies • Mark McElroy – (1) knowledge sharing, supply-side (2) knowledge making, supply and demand sides

  36. Potential KM Futures • A Fad • Putting knowledge to work for knowledge workers in the knowledge economy • Narrative and Story-Telling • Collaboration and Co-opetition • Value Networks • Sense-making and Social Computing

  37. Conclusion • Knowledge and information are different • The KM Standard as a generic approach • Technological reductionism is only partial • Infoluenza fails to give contentment • Examine the energy in knowledge and KM • Implementation needs to be persistent and open to further potential to realise value

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