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Institutional Memoryand
Knowledge Management
Harold Jarche jarche.comSunday, 11August, 2013
Part 1Knowledge Structuring
Sunday, 11August, 2013
event memories: e.g. construction of new facilities
process memories: how things are done in order to repeat them
decision memories: how & why we chose one course of action over another
http://www.gongol.com/institutionalmemory/
Types of Institutional Memory
Sunday, 11August, 2013
Artifacts left by projects
Information & outputs produced [explicit]
Expertise [implicit]
A network of connections [implicit & explicit]
https://km4meu.wordpress.com/2013/06/30/modern-musings-on-a-km-evergreen-institutional-memory/
Sunday, 11August, 2013
Events Processes Decisions Connections
jarche.com
ExpertiseOutputs
increaseddifficulty to codifyand share
knowledge explicit implicit
Codifying Knowledge
Sunday, 11August, 2013
Events Processes Decisions Connections
jarche.com
ExpertiseOutputs
Big KM Little KM Personal KM
Knowledge Structuring Methods
knowledge explicit implicit
Sunday, 11August, 2013
Big KM
structured & organizationally contextual
Little KM
provides ways for groups to try new methods, safely
Personal KM
gives individuals tools & time to seek, sense & share
http://www.theappgap.com/three-kms.html
Sunday, 11August, 2013
decision memories:
how & why we chose
one course of action
over another
Sunday, 11August, 2013
Decision Memories:
part implicit & part explicit knowledge
Bridge to Connections & Expertise
Big KM as input
Little KM to make it work
PKM to make it stick
Sunday, 11August, 2013
http://institutionalmemory.hbs.edu/
Big KM*
* enterprise-wideSunday, 11August, 2013
Little KM*
Curation
Communities of Practice
Mentoring
Collaboration ...
* solving immediate problems
Sunday, 11August, 2013
“Curation is about making sense
of a topic / issue / event / person / product, etc.
for a specific audience.”
- Robin Good, Master New Media
Your Team is Your Audience
Little KM
Sunday, 11August, 2013
A set of processes, individually constructed,
to help each of us make sense of our world
& work more effectively.
jarche.com/pkm
Sunday, 11August, 2013
Institutional Memory feeds off:
strong personal knowledge management [PKM] among individual staff members ...
https://km4meu.wordpress.com/2013/06/30/modern-musings-on-a-km-evergreen-institutional-memory/
Sunday, 11August, 2013
Personal – according to one’s abilities, interests & motivation (not directed by external forces).
Knowledge – connecting information to experience (know what, know who, know how).
Management – getting things done (not being managed).
PKM
Sunday, 11August, 2013
Sensecreate
team
Seek
Share
CoP
socialnetwork
team
CoP
filter
discern
Seek - Sense - Share*filtering from our networks; creating individually and with our teams
& then discerning with whom and when to share
socialnetwork
*Personal KMjarche.com/pkm
Sunday, 11August, 2013
Events Processes Decisions Connections
jarche.com
ExpertiseOutputs
knowledge explicit implicit
Content Management
Communities of Practice
Network Mapping/Analysis
Collaboration Tools
Self-publishing
Examples:
Sunday, 11August, 2013
Part 2Complexity
Sunday, 11August, 2013
connect implicit knowledge
for complex work
through narration & stories
Sunday, 11August, 2013
“strong interpersonal relationships that allowed discussion, questions, and feedback
were an essential aspect of the transfer of complex knowledge”
Pamela J. Hinds & Jeffrey PfefferWhy Organizations Don’t ‘‘Know What They Know’’
in Sharing Expertise: Beyond Knowledge Management2003
Sunday, 11August, 2013
complex (customized) work is highly contextualand requires greater implicit knowledge
Routine Technical
Craft Knowledge
Major Categories of Work
CustomizedWork
StandardizedWork
knowledgeexplicit implicit
implicit knowledge is best shared through conversations (stories & narration) and strong social relationships
Sunday, 11August, 2013
Cynefin Domains
Simple, in which the relationship between cause and effect is obvious to all, the approach is to Sense - Categorise - Respond and we can apply best practice.
Complicated, in which the relationship between cause and effect requires analysis or some other form of investigation and/or the application of expert knowledge,
the approach is to Sense - Analyze - Respond and we can apply good practice.
Complex, in which the relationship between cause and effect can only be perceived in retrospect, but not in advance, the approach is to Probe - Sense - Respond
and we can sense emergent practice.
Chaotic, in which there is no relationship between cause and effect at systems level, the approach is to Act - Sense - Respond and we can discover novel practice
- Wikipedia
Cynefin Framework (Snowden & Kurtz)
Best practices do not work in complex domains
Sunday, 11August, 2013
Cynefin Framework, Dave Snowdencognitive-edge.com
Big KMLittle KM
Personal KM
complex environments require emergent practicesusing a P-S-R approach
Sunday, 11August, 2013
ProbeMake a change
Sense & Review
Respond/Act
Question the Context
“We conduct safe-fail experiments. We don’t do fail-safe design.
If an experiment succeeds, we amplify it. If an experiment fails, we dampen it.”
- Dave Snowden
* Little KM can enable groups to practice P-S-R
COMPLEXITY
decision memories
Sunday, 11August, 2013
Connections drive innovation.
We need input from people with a diversity of viewpoints
to help generate innovative new ideas.
If our circle of connections grow too small,
or if everyone in it starts thinking the same way,
we’ll stop generating new ideas.
- Tim Kastelle, University of Queensland
2010
Sunday, 11August, 2013
Image: Verna Allee
most organizations are designed for complicated order;need to foster networks to deal with complex un order
Sunday, 11August, 2013
Collaboration:working together for a common objective.
Cooperation:openly sharing, without any quid pro quo.
jarche.com
Sunday, 11August, 2013
Work Teams
Communitiesof Practice
Social Networks
Hierarchical
Informal
Goal-oriented Opportunity-driven
Collaboration& Cooperation
for knowledge work
Collaboration
Cooperation
Collab & Co-op
jarche.com
share complex knowledge
increase innovation
test new ideas
Sunday, 11August, 2013
Part 3Storytelling & Narration
Sunday, 11August, 2013
Openness
TransparencyDiversity
ofIdeas
enables reinforces
fosters
trust
effective knowledge networks are open
trust emerges through transparency and
acceptance of diverse ideas & opinions
jarche.com
Sunday, 11August, 2013
1. build an explicit strategy for maintenance
2. identify key things for everyone to know or do & turn this to an explicit expectation.
3. create processes to capture & curate institutional knowledge [e.g. PKM]
- Ron Ashkenashttp://blogs.hbr.org/ashkenas/2013/03/how-to-preserve-institutional.html
How to Preserve Institutional Knowledge(make it explicit)
Sunday, 11August, 2013
Openness
TransparencyDiversity
ofIdeas
enables reinforces
fosters
trust
narration
socialnetworks
innovation
make knowledge explicit through narration & storytelling
jarche.com
Sunday, 11August, 2013
data + story = context
data + knowledge = information
knowledge & stories are personal
jarche.com
Sunday, 11August, 2013
http://www.anecdote.com.au/archives/2011/01/the_uncanny_val.html
Little s:anecdotesexamplesrecounts
Big S:mythslegendsepics
Take the Story Test:http://thestorytest.com/
Big KMLittle KM
Personal KM
Sunday, 11August, 2013
Storytelling and narration
for Big KM ...
Sunday, 11August, 2013
Qualcomm Story Criteria:
1. Does the story fit into one of the company’s values, such as execution or innovation?
2. Does it meet some other organizational goal?
3. Is it memorable?
http://clomedia.com/articles/view/storytelling_drives_knowledge_and_information_sharing_across_qualcomm/2
Sunday, 11August, 2013
Storytelling and narration
for Little KM ...
Sunday, 11August, 2013
Story = Character
+ Predicament + Attempted Extrication
Would it be more effective if
organizational knowledge
was developed as stories?
http://www.jarche.com/2013/07/the-storytelling-animal/
Sunday, 11August, 2013
“the simplest advice for beginners
is to make a point,
tell a story illustrating that point,
then give your reasons,
and then reiterate that point.”
- Shawn Callahan, Anecdote
Sunday, 11August, 2013
Storytelling and narration
for Personal KM ...
Sunday, 11August, 2013
Comprehension
is
mapping your
stories onto mine- Roger Schank
in good stories, we do not
give answers
http://www.jarche.com/2013/07/institutional-memory/Sunday, 11August, 2013
“Information is a weak form of communication.”
- Viola Spolincreator of “Theater Games” actor training system
“Story becomes important in the ordering of all this information.”
- Gary Schwartzfounder Intuitive Learning System
Sunday, 11August, 2013
Higher Value
Institutional Knowledge
is often found in the
Complex Domain of Work ...
Sunday, 11August, 2013
Environment,Problem Type,
Situation
Optimal Work Practices
Optimal Interaction & Communication Method
Simple (1) Best Practices Coordination
Complicated (2) Good Practices Collaboration
Complex (3) Emergent Practices Cooperation
Chaotic (4) Novel Practices Action
1: Can usually be addressed by procedures and enterprise software2: Can be addressed through work practices & assisted by enterprise software3: Requires greater human involvement and sharing implicit knowledge4: A state to be avoided, or a crisis to be immediately addressed
Sunday, 11August, 2013
Institutional Memory: Big + Little + Personal KM
Get people together for regular activities where they can talk to each other.
Ensure “knowledge capture” tools are available and easy to use - like
whiteboards, mobile devices, social networks, file-sharing,
self-publishing, etc.
institutionalcoffeetime
jarche.comSunday, 11August, 2013