Download - Wright, Smarter Not Harder
Smarter not harder...
Enhancing knowledge worker performance
3 themes
1. Think about your work as a “knowledge worker”
2. Knowledge workers as “problem solvers”
3. Considering your personal “knowledge management” practices
Work practices have changed
We have entered the knowledge worker era
Wilson, what exactly is a knowledge worker,and do we have any on staff?
Don’t all workers work with knowledge?
Yes, but....
Knowledge workers ... “have high degrees of expertise,
education or experience and the primary purpose of their
jobs involves the creation, distribution, or application of
knowledge” (Tom Davenport (2005) Thinking for a Living)
... some “think for a living”
Some workers have always been knowledge workers
E.g., Artist, inventor... Leonardo Da Vinci
Knowledge workers are now involved in...
Pharmaceutical research
Entertainment
Engineering and Design
... and so much more
There is growing attention being paid to knowledge workers
Richard Florida illustrates the rapid growthof the knowledge economy (he uses the term “creatives” and “supercreatives”)
How many knowledge workers?
Our changing world has seen an explosion in numbers of knowledge workers
2005
1980
1940
0 12.5 25.0 37.5 50.0
Working
Service
Agriculture
Creative
Super Creative
Creative Class - 38m U.S. workers -
30% of workforce but over 50% of income
Super-creative Class (subset of creative) - 12% of workforce
Knowledge workers are rapidly becoming
the largest single group in the work forces
of every developed country.
The central challenge will be make knowledge
workers more productive.
Peter Drucker (1999)
... supporting knowledge worker productivity requires different approaches than those used for industrial workers
Improving productivity requiresunderstanding how knowledge workers work
What do knowledge workers do?
Do some of the terms on the next slide describe what you do?
Analyzing Sharing Diagnosing
Planning Searching Assessing
Writing Reading Treating
Compiling Investigating Monitoring
Interpreting Collaborating ...
Knowledge workers... as problem solvers
The common theme...
What do we know about problem solving?
Define the problem
Identify the decision criteria
Allocate weights to the criteria
Develop alternatives
Evaluate alternatives
Select the best
alternative
We tend to assume that problem
solving involves a rational, sequential,
logical process
In reality, problem solving is...
While decision making is typically presented as a process of
deductive, logical thinking... in reality, research shows that
as much as 90% of decisions are based on intuition, our
ability to make sense of situations and understand patterns.(Gary Klein (1999) Sources of Power: How People Make Decisions)
highly intuitive, based on how we make sense
and identify patterns in problems
Think of problem solving as a process that
looks like this...
Situation
Cues
Patterns
Action
Scripts
Mental
Simulation
Mental
Models
generates
that let
you
recognizethat
activate
to affect
the
using
your
which you
assess by
Gary Klein, Intuition at Work
(Occurring in real time at a mostly unconscious level)
Sense-Making
Pattern Recognition
Action andFeedback
Klein,G. (1999) Sources of Power: How people make decisions
We use intuitive decision making when?
Task conditionsIntuition-
based DM
Rational-
Logical DM
Greater time pressure More Likely
Higher experience level More Likely
Dynamic Conditions More Likely
Ill-defined goals More Likely
Need for justification More Likely
Conflict Resolution More Likely
Optimization More Likely
Greater Computational
ComplexityMore Likely
This is thework ofknowledgeworkers
Knowledge workers...
• add value through their problem solving
• bring experience and expertise to their problem
solving abilities
• apply sense making and pattern recognition skills
• continuously blend four core knowledge
processes in their work
Knowledge work is a blend of science and craft
Four dimensions support knowledge work
Analytical Information
Social Learning
Four inter-related dimensions
Each described in more detail in the following slides...
Analytical Dimension
Includes the following five elements:
Interpret - recognize patterns and make sense of problems
Envision - create mental models to solve problems
Apply - apply techniques and models to understand and address problems
Create - imagine new options, redefine issues
Context - understand system elements and complexity of problems
Information Dimension
Includes the following five elements:
Source - find and retrieve high quality information resources
Assess - analyze value of sourced information, examine and identify useful elements
Organize - order, name, store and cull information for future use
Aggregate - assemble, summarize, synthesize, edit and combine information
Communicate - present information in written and oral forms
Social Dimension
Includes the following five elements:
Find - identify and interact with others who can help you address problems
Collaborate - engage in effective teamwork and collaboration activities
Close Networks - develop and maintain high trust networks within work and interests
Extended Networks - expand and maintain networks outside of immediate focus
Dialogue - ask questions and share knowledge with others
Learning Dimension
Includes the following five elements:
Sense - expand one’s pattern recognition and sense making capacity
Reflect - continuously engage in thoughtful reflection
Develop - develop new knowledge
Improve - engage in continuous personal improvement
Extend - support the work of others by sharing knowledge
To quickly review...
the four dimensions of personal
knowledge management include:
Analytical Information
Social Learning
Competency Explanation
InterpretRecognize patterns and make
sense of problems
EnvisionCreate mental models to solve
problems
ApplyApply techniques and models to
understand and address problems
CreateImagine new options, redefine
issues
ContextUnderstand system elements and
complexity of problems
Analytical Dimension
Competency Explanation
SourceFind and retrieve high quality
information resources
AssessAnalyze value of sourced
information, examine and identify useful elements
OrganizeOrder, name, store and cull information for future use
AggregateAssemble, summarize, synthesize,
edit and combine information
CommunicatePresent information in written and
oral forms
Information Dimension
Competency Explanation
FindIdentify and interact with others
who can help you address problems
CollaborateEngage in effective teamwork and
collaboration activities
Close NetworksDevelop and maintain high trust
networks within work and interests
Extended Networks
Expand and maintain networks outside of immediate focus
DialogueAsk questions and share knowledge
with others
Social Dimension
Competency Explanation
SenseExpand one’s pattern recognition
and sense making capacity
ReflectConsciously engage in thoughtful
reflection
Develop Develop new knowledge
ImproveEngage in continuous personal
improvement
ExtendSupport work of others by sharing
knowledge
Learning Dimension
Moving forward...
Suggestions and tips
Make a plan
Rethinking Knowledge Work
Supporting work and learning through
personal knowledge management
Kirby Wright
KRW KnowledgeResources
2007
www.knowledgeresources.caAnd companion planning guide
PKM Guide
We rarely take the time toreflect on our work.
Engage in an assessment ofyour work and develop apkm plan
Available
Enhance your sense making capacity
Expand your experience (depth and breadth)
Be more conscious of your practices
Obtain feedback from trusted peers
Improve your searching abilities
Assess the quality of the information you find
Practice more purposeful, systematicand creative search skills
Multiple searches using different tools anda variety of key words
Develop structured, consistent approachesto assessing the quality of information
Strengthen your networks
Build a plan to strengthen your networks
Focus on building social capital and developingreciprocal, trusting relationships
Identify your network, including key expert contacts
Focus on being more reflective
Develop a routine and process forpersonal reflection
Personal reflection requires openness, a willingness to engage inself-criticism and being prepare to examine your core values and workpersonal reflection
Where possible seek feedback from trusted colleagues
Created by: Kirby Wright
Knowledge Resources
www.knowledgeresources.ca