EYEING THE KNOWLEGEMENT MANAGEMENT SEAS: Exploring the Surface and Delving its Depths

1. EYEING THE KNOWLEGEMENT MANAGEMENT SEAS: Exploring the Surface and Delving its Depths Luke Naismith Corporate Strategy Manager, Vic Dept of Justice actKM – Canberra – 2 May 2006

2. Summary • Interactive, Exercises, Conversation • Information and Knowledge • KM Basics – A common launching pad • Exploring knowledge values • Eyeing the KM Seas • Intention and Behavioural Change • I know what the act in actKM stands for!

3. The Ubiquitous DIKX Pyramid SUPREMEENLIGHTENMENT KNOWLEDGE INFORMATION DATA

4. 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) • The frame of enquiry (Cognitive science) • Complex (but can also be simple) • Learning new things and the basis for action • A dangerous thing • Needed to convert data to information • Understood by the receiver • Different to information

5. Knowledge is like …….. because …….. • Fill in the blanks with a sentence. • Knowledge is like wet soap because if you try to really grab hold of it hard, it slips away. • Knowledge is like teenage sex because everyone says that they are using it, but few are actually using it, and very few are using it well.

6. Information and Knowledge Compared 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)

7. Knowledge Management is … • Records management is about managing records • Information management is about managing information • Document management is about managing documents • Therefore: • Knowledge Management must be about managing knowledge

8. Knowledge eco-system – the what

9. 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

10. What is the primary strategic intent for conducting 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

11. Where does K fit in this hierarchy? • Experience • Behaviour • Attitudes • Feelings • Understanding • Beliefs • Values • What about skills? Know-how rather than know-what?Desires and strategic intent? • Or is this all about Wisdom rather than Knowledge? • Knowledge Values Exercise

12. Eyeing the Knowledge Management Seas

13. Eyeing the Knowledge Management Seas • What is the map that frames your knowledge to navigate the seas? • Is having no map better than having a false map? • How do you know if your map is false? • If someone tells you that your map is wrong, how do you know that they are right?

15. 1. The eye of INTELLECT • Beta waves – “normal” thought processes • “Rational Economic Man” • Deductive Reasoning • Logic, maths, sciences • Expertise • Sharing to learn • Studying, understanding, drawing connections

16. The eye of INTELLECT • Like eyesight – intellect is arguably the most important of the eyes of knowledge • Technofabulism and Naturalistic Evolution • Ordered and Complex • Information Processes and Pattern Processing • Explicit (Content) and Narrative • Science as a dominant metanarrative and re-emergence of narrative to describe cultures • INFORMATION – INTELLIGENCE (KNOWLEDGE)

17. Beware the eye of INTELLECT • Gathering more information does not necessarily make us more intelligent or lead us to making better decisions • Knowing less can be more valuable (use of heuristics) • Concept of flatland (Wilber) or materialistic science (Schumacher) • Experts have entrained patterns • Generally not allow creativity or alternatives • Innovation often comes from outside

18. 2. The eye of INSTINCT • Initial Response to Sensory Input • Malcolm Gladwell - BLINK – the rational thinking that forms quickly into instant conclusions (snap judgements – first impressions – rapid cognition - thinslicing) • Police, Emergency Services, Military, Doctors • Sometimes, having less information leads to better decisions (particularly for complex problems) • Gain IMMEDIACY (of action)

19. The Eye of Instinct • “The (BLINK) approach is more appropriate for the vast majority of … decisions made in the fluid, rapidly changing conditions … when time and uncertainty are critical factors, and creativity is a desirable trait.” - US Marines • Quickly evaluate risks, act decisively on imperfect and contradictory information

20. Beware the eye of INSTINCT • Stereotypes and generalisations • Category problems – GLADWELL ARTICLE • When there is more than 150 different items

21. 3. The eye of IMAGINATION • Dreams, Aspirations, Visualisation, Visioning • “We are limited, not by our abilities, but by our vision.” - Anon • “Imagination is more important than knowledge. Knowledge is limited. Imagination encircles the world.” - Albert Einstein • “I have a dream that one day …” Martin Luther King • Gain INTENTION (desire) and INSPIRATION

22. Beware the eye of IMAGINATION • Be careful what you wish for – it just might come true • 22 x 11 • Affluenza and Wellbeing • Ground the Vision with Process • 70% Australia = “S”

23. The Eye of IMAGINATION • Appreciative Inquiry • Discovery: The Appreciative Inquiry approach to personal or organisational change is to begin by looking for what is working -APPRECIATING the best of our experience. • Dream: This is to consider what might be - ENVISIONING RESULTS • Design: What should be the ideal?-CO-CONSTRUCTING • Destiny: How to empower, learn and adjust or improvise? SUSTAINING • Daniel Pink – A Whole New Mind • Design. Story. Symphony. Empathy. Play. Meaning.

24. 4. The eye of INTUITION • Delta waves (subconscious mind) – emotional understanding rather than theoretical or intellectual understanding • Build relationships and connections • Build empathy and emotional commitment, EQ • Flow, Peak Experience • Gain INTEGRITY and INTERCONNECTIVITY

25. The eye of INTUITION • Owner-pet interactions • Agreement, Alignment, Attunement • Psychic phenomena – telepathy, clairvoyance, remote sensing • Meta-analysis – statistically significant • Better if emotional relationship, artistic, reduced sensory input, young children • Worse if sceptical, stressed, repeated experimentation over time

26. The eye of INTUITION • Placebos, forebodings, premonitions • Presentiment before showing emotionally arousing pictures • Intuition can be explored scientifically but yet to be explained scientifically • Morphic fields, psi, chi (qi), microvita

27. Beware the eye of INTUITION • Ungrounded people • The subtle is often dominated by the physical or obvious (crowded out) • Dependence can lead to lack of or mis-understanding of the physical • Not accurate or the truth

28. 5. The eye of INSIGHT • Theta waves (storehouse of creative inspiration) • Eureka moments • Right Hemisphere – Anterior Superior Temporal Gyrus • Brain waves associated with memory and coordinated mental activity decrease before a creative solution is found. Theta waves increase. • Gain IMPROVISATION IN-TIME

29. The eye of INSIGHT • Archimedes • XI + I = X • Sauce, pine, crab • Business Process Reengineering

30. Beware the eye of INSIGHT • Not always accurate • Often lacks evidence • Difficult to be “managed” or “measured” • Leads to disruption and instability • Don’t confuse with innovation (generate through starvation, pressure, perspective shift – Snowden)

31. Seeing Knowledge Through 6 Different Eyes • Intellect • Beta waves – “normal” thought processes. • Instinct • Response to Sensory Input • Imagination • Dreams, Aspirations, Visualisation, Visioning • Intuition • Delta waves (subconscious mind) – emotional understanding rather than theoretical or intellectual understanding • Insight • Theta waves (storehouse of creative inspiration)

32. 6. The Eye of Ignorance Certainty Uncertainty Sohail Inayatullah

33. The 6th Eye - Ignorance • Meanwhile, as the [AWB] hearings roll on, it's clear that the government knew nothing about the bribery in exactly the same way as Bill Clinton did not have sexual relations with that woman, Miss Lewinsky. Indeed, looking at the things they didn't know, it's testimony to their organisational ability that they could manage to know exactly what they needed not to know, without ever being told. • John Quiggin

34. The 6th Eye - Ignorance • It is never possible to know everything, or even a lot of things, well. • Knowledge stands in the way of innovation • Sustained inattentional blindness • Peripheral Vision / Environmental Scanning • Strategic alliances – an ignorance management tool (SNA Bridge) • Gain INQUIRY and INTERVENTION

35. Beware the Eye of IgnorancePlausible Deniability • Despite the fact that AWB had lied to the Government, Downer had displayed “frightening ignorance”. While AWB has been deceitful, the minister has been comprehensively fooled. • Both from Kerin, AFR, 31 March

36. Summary of the Eyes • Intellect Information (Knowledge) • Instinct Immediacy • Imagination Intention Inspiration • Ignorance Inquiry Intervention • Intuition Integrity Interconnectivity • Insight Improvisation In-time • Leads to a better understanding of you as “Integral I” • Important to build Internal capability for your Identity.

37. The Knowledge Management Seas • Collaborative / Connected / Caring / Capable / Competent / Conscious / Committed / Creative / Communicating Communities

38. Behavioural Change – 7 steps I want to I know I should I can Knowledge Desire Skills Optimism It’s worthwhile Reinforcement Well done Stimulation Facilitation I’m joining in It’s easy Robinson 1998

39. Conclusions • Knowledge and information are different • Knowledge values driving strategic intent • 6 types of knowledge “eyes” • Knowledge is not just intellectual • Knowledge is not enough for behavioural change