best practice in knowledge creation

8/8/2019 Best Practice in Knowledge Creation

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Knowledge Management and Organisational Learning

Best Practices in knowledge creation and exchange: Whats

working, Whats not (contd)

Wisdom

Tacit/ Intuitive

Knowledge

Explicit Knowledge

Information

Data

Fragmented

Integrated

Insights

Information

Hierarchy of Knowledge


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Good

Practices

Nurturing

BusinessValues

Developingthe

Systems

CreatingCommon

Mindsets

Competitor benchmarking

Groupware/ intranet

Search engine

Balanced scorecard

Metrics

Team-based rewards

Contractual obligations

Selection criteria forrecruiting

Competencies

Virtual teamsCommunities of practice

Knowledge coordinators

Broad vision

Bussiness community

X-functional teamworking

Knowledge champions

Role models - GurusCoaching mentoring

Encourage Experimentation

Personal legacy

Action learningInterdependancy -

were all in it together

Reciprocity-

receive by givingNew language

No jargon

True storiesMetaphors

Identification-

this is for meValues-

this is worthwhile

Beliefs -

thisll work for me

Soft rewards

Learning by trying

Tolerate mistakes

Retain reject poolRecognise successes

Real-time feedback

Honest feedback

Gut feel index

Three Elements of Knowledge Culture


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High Commitment

Non-Routine Work Routine Work

Low Commitment

Inner - Driven Outer - Driven

Reward - Driven Sustenance - Driven

Elite guard Sergeant major

Mercenary Conscript

Four Kinds of Employee Groups


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Best Practices in knowledge creation and exchange: Whats working,

Whats not (contd)

Excelle

ncedriv

en

Achieve

mentdriven

Rules,

processe

s,system

sdriv

endriven

Entitlem

ent/ascription

driven

BarbariansInnovators

Enthusiasts Bureaucrats

Aristocrats

Maharajas

Pioneering Growth Maturity Decline Decay

Organ

isational

performa

nce

Organisational life cycles

Cultures and Mindsets in Different Stages of Organisational Evolution


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The Manager

Administers

Is a copy

Maintains

Focuses on systems and structure

Relies on control

Has a short range view

Asks how and when

Has his eye always on the bottom line

Imitates

Accepts status quoIs the classic good soldier

Does things right

The Leader

Innovates

Is an original

DevelopsFocuses on people

Inspires trust

Has a long range perspective

Asks what and why

Has his eye on the horizon

Originates

Challenges itIs his/ her own person

Does the right thing

Difference between Managers and Leaders


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Benefits for the learner

Ideas: a sounding board

Expertise: high level, just - in - time consultancy

Creativity: a risk free environment

Advancement: skills development Sensitivity: understanding paradoxes and diversity

Confidence: venturing outside the comfort zone


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Benefits for the mentor

Enhanced intuition: understand subconscious processes

Deeper insights: personal mastery

Laboratory experimentation: testing ideas

Self learning: by listening and empathy Self knowledge: physician heal thyself

Personal legacy: what do I want to be remembered for?


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Sharing knowledge implies increasing knowledge: because ideasgenerate more ideas - thereby increasing knowledge

Way to increase knowledge is going to the right person and asking the

right questions

Meetings without agenda help to bring out things in people

Organisations are also born, mature, decline and die like individuals

Organisations should be more like spider plants wherein the mother

plants give rise to healthy baby plants plants I.e. creating very good

umbilical cords

Nurturing

Innovative

Knowledge sharing


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To share knowledge one has to understand people Recognising people leads to:

Creating a responsibility in them to share

Creating a pressure to role model

Encourage communication between individuals

Listening is the most important in communicationas it implies:

Respect for the other

Internalise and produce new knowledge


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Personal mastery is about converting tacit knowledge to explicitknowledge (concepts) or tacit to tacit (by working together)

Knowledge should create more knowledge

Create a web page for each employee (recognition too!)

The problems we face cannot be resolved at the same level of thinking

as that which gave rise to them - Albert Einstein

To share knowledge create:

Yellow pages for employees - Who knows? - and designate some

authentic knowledgeable stars as Gurus- so people can refer to

them in times of need

Databases of specifics of what the organisation knows

Use search engines to hunt for knowledge Create a pool of ideas which did not work and document them too! -

they may be useful at another time!


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Chrysler created a Book of engineering knowledge - one of the finestpieces of documentation of engineering knowledge

Good ideas were captured everyday

It is a dynamic book

It provides recognition for individuals

Have X-functional teams working on areas, projects, subjects about

which one knows nothing to have a common mental model/s


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Remember, in a war situation Take your enemy by surprise

Different soldiers need different triggers I.e. understand the drivers

of different types of people

Will the line managers buy the Knowledge Management initiatives

Major reasons for failed projects:

Too much reliance on technology/ technologists

They were not looked at from the individualsl angle

Sustaining something is very difficult!

Relying on IT beyond a point doesnt work

Top down initiatives dont work


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Leadership issues must be addressed - Fish starts rotting from thehead!

Culture of the organisation must be addressed

Knowledge management is a subset of change management


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Against Knowledge management

We can only improve the efficiency/ effectiveness of the knowledgeworker

We cant put together knowledge which exists in several people

Knowledge and market change too fast

Knowledge management systems do a lousy job of containing tacit

knowledge

Knowledge cannot be managed

Knowledge cannot be limited by IT

Inturnship, Mentoring and Job rotation are the only ones which really

work

Know whats important!


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Improving Organisational competence

Learning is an investment not a cost

Communicate, Collaborate, Coordinate


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Improving Organisational competence (contd)

Learning points

Assault as many senses as possible

Combine face to face and virtual/ remote collaboration

Top down commitment is a must

Make learning a part of the job

Reward right behaviour

Enrol the understudys manager

Make 2 hrs a week available to the subordinates Build world class solutions

Best if people learn on the job

Deploy strategy rapidly

Publish retention and not attrition status

Grow your assets

Become a hiring magnet Have a competitive advantage/ edge


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Turning Knowledge Management strategy into practice and results

BP AMOCO

Created web pages of experiences and new procedures/ innovations fordrilling work and managed to save several millions of dollars!

BUT,

Focus on meeting the real business needs

Focus on minimising barriers to sharing

Do not develop things for their own sake


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Creating Living Systems of Learning and Knowledge

Knowledge is born out of Living people/ systems

Take Ownership - Dont Belong

Knowledge resides in the pathways networking one another


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Creating Living Systems of Learning and Knowledge (contd)

What we commonly refer to as knowledge in organisations is at bestdocumented information, partially useful but dead

Knowledge is the very process of life: of survival, development and

growth; for organisations it represents their inner journey

Knowledge emerges out of a patterned network of cognitive

relationships


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Knowledge pathways Knowledge in an organisation does not exist objectively as a given but

emerges out of a patterned network of relationships

Knowledge originates in the totality of the system; the knowledge a tree

needs to grow is contained in the pathways that connect the tree to the

soil, earth and sun

Knowledge as a resource lies dormant in an organisations story; itsculture; and in its ability to self-organise itself into new patterns of

thought and action


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KnowledgeArchitect

Knowledge

Exploiter

Knowledge

Catalyst

Knowledge

Animator

N

E

S

W KNOWLEDGE

Youthful, competitive

- the world of the hunter

- exploiting knowledge

Adult, conserving-the world of the herder

-consolidating knowledge

Mid-life, catalytic

-the world of the gardener

-transformation through

knowledge

Mature, co-creative

-the world of the steward

-knowledge for sustainable

development

Knowledge Creating Community


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The West: Competing for Knowledge

The Western world: First order change - The world of Competitive Strategy

Arising out of simple habit formation, without any formulation or re-

conceptualisation, involving experiential learning and the development

of practical, change skills

Solve problems by defining their identity

Assume the existence of a singular truth

Skills of effective experimentation

The North: Consolidating Knowledge

The Northern World: Second order change - The world of strategic Intent

Assimilating and consolidating new concepts and knowledge, using

mental constructs based on a sense of reality

Models and formulae to create order and coherence

Documentation and replication

Focussing on core competencies


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The East: Knowledge renewal

The East: Third order change - The world of Strategic Dynamics

Driven by contradiction and paradox, and by anomalies between

practice and theory in the first and second orders, and involving

learning to work in spaces beyond habitual bondage

Inviting divergence

Working through complex learning and questioning mental models The South: Knowledge as Value

The South: Fourth order change - The World of Co-creative Strategy

Involving active and reflective transformations in the evolutionary

process of human, organisational and societal processes

Creating and adding value through knowledge

Creating a community and managing a high-value enterprise


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Developing Intellectual Capital at Skandia

Stretch your brains to see Money economy is at its end

What knowledge has impact on future learning?

Measures

Efficiency

Risk

Rejuvenation


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Developing Intellectual Capital at Skandia (contd)

The main components of the new Economy are going to be Human andStructural Capital

We destroy more intellectual capital than we create

How much Intellectual Capital or Knowledge do you have?

Intellectual Capital is a potential - where are you on a scale of 1 - 100?

Move from Head Office to Heart office

Measure Market potential rather than Market share

Share holder value = Money + Brains (Intellectual Capital)


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Developing Intellectual Capital at Skandia (contd)

Human Capital is the currency of the future

Indulge in Knowledge Care - nurture it

Imagination is more important than Knowledge - can you nourish it?

Intellectual Capital is the language of Leadership

Use all senses

Patterns of relationship is very important

Look for shapes of relationships

Imagination is maximum at a Spa

Knowledge exchange takes place at futurizing.com


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Wheres the Knowledge in Knowledge management ?

How is knowledge generated and diffused?

Knowledge is the capacity for effective action

Knowledge is expressed only in action

Learning is a process that enhances knowledge

Teams are battling with How to Learn

Fear cramps imagination

Teams is the fundamental unit of learning


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Wheres the Knowledge in Knowledge management ? (contd)

All formal or informal knowledge is generated in teams

A team is any group of people who need each other to get something

done

Work is a process by which people produce value

Learning occurs while working

Knowledge cant be managed like a thing

Knowledge generation is a deeply human process

Technology enables things it does not create them


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Knowledge spreads only through interacting in informal settings

Networks is about exchange of information

Communities of practice is about exchange of knowledge

All learners assess/ judge their own learning

Aspiration is a continuum

Rhythms between teams and communities

Infrastructure, values and communities are missing in the Fifth

Discipline

K l d M d O i i l L i


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Communities share practices

Community logic

Give value

Get value

Have an identity

Have meaning

Be aware of who you are

Be aware of what you are

Binding force


Ask for help properly and

you will get it

best practice in knowledge creation

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