drdc knowledge agenda
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More than Managing Knowledge
Albert SimardKnowledge ManagerDefence R&D Canada, DRDKIM
Presented to SIKM December 21, 2010
A Knowledge Agenda:
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Information Society
Knowledge Economy
Organizational Environment
changecomplex technology
DRDC
growing networks
global connectivity
complex issues
engaged citizens
security
abundant information
knowledge assets
sharing network value
knowledge markets
government
public security
innovation
public safety
science & technology
national defence
Knowledge Environment Background
Background
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DRDC Inputs and Outputs
Defence R&D Canada
Intelligence, Intelligence, IntegrationIntegration
Knowledge Network
Policy, Strategy
Priorities, Priorities, AdviceAdvice
outcomes, services
S & T capacity, S & T capacity, Innovation Innovation
Science & Technology
existing, new knowledge
experience, products
Response, Operations
Operational Operational needsneeds
Reduced Reduced riskrisk
GovernmentMandate,Mandate,
ReportsReports
BackgroundBackground
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Organizational Knowledge Cycle
CreationCreation ValidationValidation
OrganizationOrganizationAuthorizationAuthorization
AgendaAgenda
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Knowledge Agenda
Management levels
Authoritative Hierarchy
Organizational Infrastructure
Negotiated Agreement
Responsible Autonomy
Knowledge Infrastructure
Authorize Organize Collaborate Create
Knowledge Assets
Control Sole IP rights Joint IP rights Open source
Knowledge Sharing
Vertical Horizontal Group Ecosystem
Knowledge Work
Mandate Structure Agreement Interest
Knowledge Transfer
Promulgate Products & Services
Exchange Knowledge markets
Management RegimesManagement Regimes
AgendaAgenda
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Management Levels
Knowledge Assets
Knowledge Sharing
Knowledge Work
Knowledge Transfer
Knowledge Infrastructure
Stock
Flow
Business
National Defence, National Security, Public Safety
Defence R&D Canada
Markets
Resources Government
AgendaAgenda
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Management Regimes
Authoritative Hierarchy
Organizational Infrastructure
Negotiated Agreement
Responsible Autonomy
Purpose (Why) Authorize Organize Collaborate Create
Entity (What) Decisions & Actions
Objects & Tasks
People & Connectivity
Environment & Interests
Process (How) Decide & Act Capture & Structure
Connect Communities
Engage people
Interactions Hierarchy Work Process Agreements Dialogue
Knowledge Authoritative Explicit Tacit Innate
AgendaAgenda
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Management Regimes: Strategic Trends
Authoritative Hierarchy
Organizational Infrastructure
Partnership Agreements
Responsible Autonomy
knowledge assets
generation capacity
structured processes
individual abilities
Re
lativ
e Im
por
tanc
ehigh
low
Management Regime
Competitiveness
Sustainability
AgendaAgenda
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Knowledge Infrastructure
Processes
work routineslessons learned, best practices,
Peoplelearning, motivation,
rewards, incentives,
staffing, skills
Governance roles, responsibilities, authorities, resources
Content, Services
data, risk analysis, reports, monitoring, operations, policies
Toolssystems to capture, store, share, and process content
LevelsLevels
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Knowledge Assets
• Capture: Represent explicit or tacit knowledge on reproducible media
• Inventory: Find, list, and describe knowledge; map to business needs, value and prioritize
• Needs: What needs to be known to accomplish DRDC goals; identify core knowledge
• Gaps: Difference between what is known and what needs to be known
• Preserve: organize, store, search & retrieval, maintain and migrate throughout life-cycle
LevelsLevels
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Knowledge Sharing
• Exchange: Develop & implement internal systems to enable people to find and retrieve knowledge.
• Integrate: Combine diverse knowledge from many sources to create a holistic view of complex issues.
• Transfer: Disseminate knowledge from DRDC to enable use by the Forces, partners, practitioners, and Canadians.
• Monitor: Acquire knowledge from the environment to identify events and developments of interest to the CSS or public safety.
• Monitor: Acquire knowledge from the environment to identify events and developments of interest to the CSS or public safety.
LevelsLevels
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Knowledge Work • Input-Related: apply the mandate, monitor the
environmental, analyze external content, operational needs analysis, set priorities, establish projects
• Transformation: manage programs, provide corporate services, generate knowledge, develop products & services, mobilize knowledge, learn from experience
• Output-Related: reports, integrated knowledge, open innovation, trusted advice, risk mitigation, organizational adaptation
LevelsLevels
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Knowledge Transfer• Communications: one-way dissemination of
approved messages and positions.
• Transaction: two-way exchanges of knowledge products & services.
• Parallel: Transferring knowledge products & services from or to two or more providers or users.
• Sequential: Multiple organizations sequentially produce and transfer knowledge products & services.
• Cyclic: Knowledge service “value chains” continuously create and transfer new knowledge.
• Network: Interactions among large numbers of participants in a “knowledge ecosystem.”
LevelsLevels
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Incentive FrameworkType of Incentive
Individual Response
Organizational Results
Compliance Behavior Functionality
Motivation Attitudes Productivity
Engagement Willingness Creativity
Peter Stoyko (2010)Peter Stoyko (2010)
EngagementEngagement
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Incentives
• Compliance (you will)– Pay, job security, duty, work ethic, penalties– Military, manufacturing, law, regulation, policies– Meet quotas, minimum standards, routine tasks
• Motivation (you’ll be rewarded)– Ambition, challenges, bonuses, rewards, recognition– Efficiency, productivity, quality– Increases, improvements
• Engagement (would you like to?)– Meaningfulness, ownership, self-esteem, enjoyment– Creativity, innovation, discovery– Commitment, involvement, willingness, enjoyment
EngagementEngagement
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Engagement• Autonomy: (agreed task, flexible schedule, select
technique, choose team)
• Mastery: (is a mindset, it takes time and effort, it is asymptotic)
• Purpose: (meaningful goals, words are important, policies)
Daniel Pink (2009)Daniel Pink (2009)
EngagementEngagement
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Engagement Signals
Positive
• Mutual expectations
• Listen to ideas
• Ask for help & advice
• Jointly review progress
• Freely share information
• Work collaboratively
• Delegate decisions
Negative
• Monitor closely
• Don’t include in planning
• Ignore suggestions
• Seldom interact
• Withhold information
• Control tightly
• Approve all decisions
Tosti & Nickols (2010)Tosti & Nickols (2010)
EngagementEngagement
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Community of Practice
People who share common expertise, skill, or profession (position, work, colleagues)
• Government, department
• Sector, branch, division staff
• Scientists, engineers, lawyers
• Policy analysts, regulators
• Finance, purchasing officers
• Information, communication specialists
CommunitiesCommunities
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Communities and Knowledge Management
• Knowledge exists in the minds of people. Experience is as important as formal knowledge.
• Knowledge is tacit as well as explicit. Transferring tacit knowledge is more effective through human interaction.
• Knowledge is social as well as individual. Today’s knowledge is the result of centuries of collective research.
• Knowledge is changing at an accelerating rate. It takes a community of people to keep up with new concepts, practices, and technology.
CommunitiesCommunities
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Participants- Help with their work- Solve problems- Find experts- Receive feedback- Place to learn- Latest information- Enhance reputation
Participants- Help with their work- Solve problems- Find experts- Receive feedback- Place to learn- Latest information- Enhance reputation
Management- Connect isolated experts- Coordinate activities- Fast problem solving- Reduce development time- Quickly answer questions- Standardize processes- Develop & retain talent
Management- Connect isolated experts- Coordinate activities- Fast problem solving- Reduce development time- Quickly answer questions- Standardize processes- Develop & retain talent
Community Benefits
Outputs- - Tangible: documents, reports, manuals,
recommendations, reduced innovation time and cost- - Intangible: increased skills, sense of trust, diverse
perspectives, cross-pollinate ideas, capacity to innovate, relationships, spirit of enquiry
Outputs- - Tangible: documents, reports, manuals,
recommendations, reduced innovation time and cost- - Intangible: increased skills, sense of trust, diverse
perspectives, cross-pollinate ideas, capacity to innovate, relationships, spirit of enquiry
CommunitiesCommunities
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NetworksInterconnection among many individuals groups
or organizations with common interdependencies, interests, or purpose
• Networks are much bigger than communities (100s to 1,000,000s of nodes
• Participants don’t know most other participants, limiting trust and security
• Large numbers of nodes leads to complex behavior and emergence
CommunitiesCommunities
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Social Networks – SWOT Analysis
• Strengths – rapid development, world-class solutions, emergent properties, creative synergies, vibrant collaboration, openness
• Weaknesses – constant change, unknown quality, less used by mature individuals, need to motivate participants, cannot be forced
• Opportunities – leverage internal capacity, provides creative solutions, easy to implement, low cost, can monitor emerging trends
• Threats – knowledge leaks, free expression poses risk, is the crowd wise, documents subject to ATIP, compatibility with mandate
CommunitiesCommunities
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Capturing Value
Bring it into the organizational structure
Stabilize it; make it work
OrganizationOrganization
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People• Workers – who, what, when,
where, why, how
• Human capital – workforce, skills, productivity, salaries
• Human nature – behavior, attitudes, interests
• Communities – connectivity, functionality, impacts
• Culture – domain, ideology, values, norms, rituals
• Human Resources – staffing & retention, supervision & performance, training & development
OrganizationOrganization
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Governance• Mandate – Purpose, goals, authority, responsibility,
accountability, roles, resources
• Decisions – Hierarchy, structure, collaboration, autonomy
• Planning – Charter, business case, strategy, communication, budget, project plan, work schedules
• Manage – Lead, organize work, coordinate activities, monitor progress, report results
OrganizationOrganization
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DRDC Work Flow
Inputs
Mandate
Monitoring
Analysis
Needs
Priorities
Establishment
Transformation
Programs
Services
Create
Develop
Mobilize
Learn
Outputs
Report
Integration
Innovation
Mitigation
Advice
Adaptation
LevelsLevels
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Technology• Control – Security, central, standards, user-centric
• Computers – Mobile, desktops, work stations, servers, supercomputers, cloud computing
• Applications – e-mail, text processing, spread sheets, graphics, databases, analysis
• Systems – acquire, organize, store, process, provide access, and retrieve content
• Communication – Efficiency, semantics, effectiveness
• Networks – one-to-many (distribution, blogs), many-to-one (ordering, surveys), many-to-many (collaborate, wikis)
OrganizationOrganization
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Products and Services• Content – collections, libraries, data, information,
documents, records, knowledge
• Products – databases, scientific papers, reports, communications materials, maps, statistics, standards, policies, regulations, systems, devices
• Services – answers, advice, teaching, facilitation, support, laboratory, research
OrganizationOrganization
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Approval
• Understanding – Keep it simple; one message with stories and multiple analogies from different perspectives.
• Experience – Do your homework; pre-brief decision makers, solicit opinions, negotiate objections (to a point).
• Resources – Pick low-hanging fruit; plan low cost, small effort, low impact activities.
• Management – Think big, start small; divide into small projects with measurable, high-impact deliverables.
• Submission – Leadership is essential; bypass unjustified objections, accept majority vote, authorize work.
AuthorityAuthority
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Implementation
• Communication - awareness, understanding, consensus, participation
• Mandate - purpose, objectives, authority, responsibility, accountability, resources
• Infrastructure - people, governance, work processes, technology, content
• Plans – milestones & deliverables, work schedules, evaluation criteria, risks
Execute – supervise, processes, technology, systems, analysis, outputs
• Monitor – indicators, measure, interpret, report progress, next steps
AuthorityAuthority
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Sustainability• Leadership – Outputs must be delivered within a leader’s
tenure; preferably, get them institutionalized. • Governance – Representative, federated decision making
is the only sustainable governance for knowledge work.• Reorganization – Align a project/activity with the
organizational business model. • Priorities – Align the project/activity with the organization’s
long-term strategy• Support – Deliver initial outputs when & as promised; be
prepared to adapt to changing priorities.• Culture – Develop favorable policies, reward desired
behavior, leverage work, implement helpful systems.
AuthorityAuthority
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Conclusion
• Documentation – purpose, objectives, review, approach, data, analysis, plans, accomplishments, outputs.
• Evaluation – administration, efficiency, effectiveness, outcomes
• Extension – recommended applicability, limits, enhancements, data requirements, costs & benefits.
• Learning – positive & negative lessons, problem / opportunity, solution / approach, resources
AuthorityAuthority
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Key Messages
Key Messages
Management authorizes the use of knowledge to enable action.
Management authorizes the use of knowledge to enable action.
A knowledge organization engages people to enhance creativity
A knowledge organization engages people to enhance creativity
Community collaboration validates individual knowledge
Community collaboration validates individual knowledge
Community knowledge must be put into an organizational context.
Community knowledge must be put into an organizational context.