knowledge maturing model v3

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MATURE Continuous Social Learning in Knowledge Networks Knowledge Maturing Model v3 (WP 1) UIBK, FZI 2 nd Annual Review May 5-6, 2010, Barcelona http://mature-ip.eu

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Page 1: Knowledge Maturing Model v3

MATUREContinuous Social Learning in Knowledge

Networks

Knowledge Maturing Model v3

(WP 1)

UIBK, FZI

2nd Annual ReviewMay 5-6, 2010,

Barcelona

http://mature-ip.eu

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2

Main route year 2

Function of the model & procedure in year 2

Focussed state of the art analysis

Knowledge Maturing Model Landscape• Knowledge maturing indicators• Knowledge maturing activities• Guidance• Phase model v3

Conclusions & Outlook

MATURE - Continuous Social Learning in Knowledge Networks

Maier
das gibt die Gliederung des 5. Kapitels wieder, m.E. sind aber auch die Activities im Projekt sehr wichtig geworden, ich würde das noch einmal betonen durch hier einen Spiegelstrich, da können wir vielleicht den derzeitigen Stand und die Rolle der Activities in Year3 ansprechen
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Function of the model

Conceptual anchor for the project and multiple boundary objects between the different strands of research, development and evaluation activities

Framework for analysis of company contexts, for interventions and the assessment of their effects

Foundation for systematic design of supporting solutions

MATURE - Continuous Social Learning in Knowledge Networks

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Process year 2

MATURE - Continuous Social Learning in Knowledge Networks

Page 5: Knowledge Maturing Model v3

MATURE - Continuous Social Learning in Knowledge Networks

Focussed state of the art analysis

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Is knowledge maturing a process of continuous evolutionary change?

Christensen: dichotomy between sustaining and disruptive innovation• sustaining innovation corresponds to an evolutionary

development of knowledge• disruptive innovation has as a prerequisite that you have

built up a new strand of knowledge (i.e., “revolutionary” knowledge development) before becoming an innovation

Consequence: • Evolutionary support: functionality for easily changing

things, collecting feedback and filtering of new ideas • Revolutionary support: creating rooms for new

developments, not constrained by existing knowledge structures, starting again from scratch.

MATURE - Continuous Social Learning in Knowledge Networks

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Is more mature always better?

Knowledge can enable and constrain effective action More knowledge is better: a questionable assumption Reflects a similar discussion on information

• Information demand, logistics, overload, filtering (for action)

Sedimentation also has two sides• Increases confidence of knowledge workers, identify “solid

knowledge rocks” out of the waves of transient knowledge• Increases core rigidity

Balancing by strategy & guidance It is not more knowledge, but

selected knowledge that is moremature that counts in our model.

MATURE - Continuous Social Learning in Knowledge Networks

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What is the role of artefacts for knowledge maturing?

Boundary objects = “objects that both inhabit several communities of practice and satisfy the informational requirements of each of them”• requires robustness on the one side, but also

interpretative flexibility

MATURE - Continuous Social Learning in Knowledge Networks

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9MATURE - Continuous Social Learning in Knowledge Networks

The knowledge maturing modellandscape

Maier
und hiernach könnten wir zumindestens eine Folie zu Knowledge Maturing Activities und MATURE Activity Systems einschieben, damit auch die Seite des Landscape Models behandelt wird
Page 10: Knowledge Maturing Model v3

Knowledge Maturing Criteria & Indicators

MATURE - Continuous Social Learning in Knowledge Networks

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11MATURE - Continuous Social Learning in Knowledge Networks

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Knowledge maturing indicators

operationalise the notion of knowledge maturing • how can we observe or assess knowledge maturing?

provide a basis for guidance activities in a closed-loop approach: • how can we systematically and traceably intervene into

knowledge maturing with the help of guidance activities?

help shaping goals and measures in broader initiatives for knowledge management • how can we align interventions into knowledge maturing with

the portfolio of management instruments already in use in an organisation?

Are based on context-dependent assumptions • no universal indicators, but a “construction kit”

MATURE - Continuous Social Learning in Knowledge Networks

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Problems with Indicators v1

First version defined on the basis of the ethnographic studies

However:• Not clear what they actually measure and how it relates

to knowledge maturing• Differentiation needed between

o State-based (measuring maturity) and event-based (measuring maturing) indicators

o Levels of granularity (knowledge maturing of a certain piece of knowledge vs. knowledge maturing processes in a company in general)

MATURE - Continuous Social Learning in Knowledge Networks

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Criteria

Artefact-related • measure something related to any form of artefact

Individual capability-related • individual’s experience, competence, or knowledge.

Sociofact-related • quality of social interaction or meta-competencies on a collective

level

Alignment of artefacts and cognifacts. • aligning the maturity or formality of artefacts with the maturity

of the cognifacts, avoiding over- and under-formalization.

Impact & Results. • measure maturity of knowledge through the output it generates

MATURE - Continuous Social Learning in Knowledge Networks

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Artefact-related

MATURE - Continuous Social Learning in Knowledge Networks

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Sociofact-related

MATURE - Continuous Social Learning in Knowledge Networks

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Guidance

MATURE - Continuous Social Learning in Knowledge Networks

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18MATURE - Continuous Social Learning in Knowledge Networks

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Guidance

any influence on the direction (“goal”) or the quality of knowledge maturing processes by entities not directly involved in them.

can range from • an unintended “influence” (e.g., via the mere existence

of artefacts) • via explicit shaping of context conditions (e.g., giving

room for collaboration, recommendation of artefacts) • up to direct interventions into the setting of goals or

even operational procedures (e.g., decisions on what to pursue and what to discard, prescription of artefacts).

not limited to persons as the “guiding” entity

MATURE - Continuous Social Learning in Knowledge Networks

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Forms of guidance

Artefact-based guidance• Awareness of existence• Legitimation, commitment• Quality and usefulness• Level of formality

Sociofact-based guidance• Culture• Collaboration and communication structures• Shared practices

Managerial guidance• Setting goals and thus giving priority• Shape work environment and work organisation• Organise and coach learning processes

MATURE - Continuous Social Learning in Knowledge Networks

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Knowledge Maturing Phase Model

MATURE - Continuous Social Learning in Knowledge Networks

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22MATURE - Continuous Social Learning in Knowledge Networks

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Phase Model v3

Splitting an instructional and an experimental path (major strands from interviews)

Separating large-scale roll-out from the standardisation phase without necessarily a wider standardisation (major need for clarification in the interviews)

Institutionalization has two perspectives:• external (black box; output specification, service, product) • internal perspective (white box; process, practice, roles,

responsibilities, feedback mechanisms etc.)

MATURE - Continuous Social Learning in Knowledge Networks

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Conclusions

MATURE - Continuous Social Learning in Knowledge Networks

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Summary

Improved understanding through theoretical work as well as reflection in empirical work

Take-up of experiences made with demonstrators Major extension of the Knowledge Maturing Model

into a Landscape of Models Refining of Concepts of Knowledge Maturing Impact on Coordination of Year 3 Activities

• Prototype development• Evaluation• In-depth Study• Conceptual refinement of KMMM

MATURE - Continuous Social Learning in Knowledge Networks

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Advancing the state of the art

Knowledge maturing model landscape provides a unique system for• Analysing knowledge development processes and their

existing barriers (motivational, organisational etc.)• Identifying key activities to improve• Designing socio-technical systems intending to

overcome barriers• Making knowledge maturing and the effects of

intervention measurable• Linking knowledge maturing to other organisational

functions

MATURE - Continuous Social Learning in Knowledge Networks

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Future plans

Guidelines for knowledge maturing support

Alignment of KM indicators with standard reporting system (KPIs)

Consideration of complementary initiatives, such as innovation management, quality management, high performance management

Interventions and levers as proposals for guidance activities

MATURE - Continuous Social Learning in Knowledge Networks