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John Girard's presentation "Social Knowledge: Are you ready for the Future? at British Council, Khartoum Sudan
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www.johngirard.net [email protected] 1
It is all about People!
Sagology is dedicated to connec�ng people with people to facilitate collabora�on, learning, and knowledge sharing through keynotes, workshops, and consul�ng.
sagology [sāj-‐ol-‐uh-‐jee] -‐noun 1. the study of organiza�onal wisdom in all its forms, esp. with reference to
technology, leadership, culture, process, and measurement 2. the study of one venerated for experience, judgment, and wisdom. Origin: 2008; Canadian English, from Middle English sage + -‐ology. Sage [Middle English, from Old French, from Vulgar La�n *sapius, from La�n sapere, to be wise; see sep-‐ in Indo-‐European roots.] -‐ology [Middle English -‐logie, from Old French, from La�n -‐logia, from Greek -‐logiā (from logos, word, speech; see leg-‐ in Indo-‐
European roots) and from -‐logos, one who deals with (from legein, to speak; see leg-‐ in Indo-‐European roots).]
Knowledge Sharing – Nothing New?
Knowledge Management is the creation, transfer, and exchange of organizational knowledge to achieve a [competitive] advantage.
What Advantage?
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History of KM
Michael Polanyi
1950s
Aristotle
c. 350 BC
Classification of
Knowledge
Aristotle
Sir Francis Bacon
17th Century 1990s
Carla O’Dell
2000s
Jeff Howe
Where is the wisdom we have lost in
knowledge? Where is the knowledge we have
lost in information?
—T. S. Eliot, The Rock (1935)
CHAPTER 1
THE WHERE
The Problem – Enterprise Demen�a
2/3 of managers complained of Information overload (KPMG, 2000)
38% of the surveyed managers waste a substantial amount of time locating information (Wilson, 2001)
Managers “dwell on information that is entertaining but not informative, or easily available but not of high quality” (Linden, 2001, p.2)
43% of the managers delayed decisions because of too much information. (Wilson, 2001)
The number of books published annually has increased exponentially since the 16th century. At present, the prediction is that the number of books doubles every 33 years (Hanka & Fuka, 2000).
The total accumulated codified database of the world, which includes all books and all electronic files, doubles every seven years and some predict this will double twice a day by 2010 (Bontis, 2000).
Big Data
www.foreignaffairs.com/issues/2013/92/3
http://www.domo.com/
Big Data http://www.domo.com/
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http://www.domo.com/
http://www.dom
o.com/
Data Mining: Unknown Unknowns
Knowledge
Information
Data
Knowledge Edge
Wisdom
Understanding
Knowledge
Know
ledge
Cre
ation
“With 3,600 stores in the United States and roughly 100 million customers walking through the doors each week, Wal-Mart has access to information about a broad slice of America . . . The data are gathered item by item at the checkout aisle, then recorded, mapped and updated by store, by state, by region . . . By its own account Wal-Mart has 460 terabytes of data.” ( 750,000 CDs 1 terabyte ~ 1,000,000 MB)
14 November 2004
Hurricane
Lost in the data: Knowing what you see!
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“a group of obviously related units of which the degree and nature of the rela�onship is imperfectly known”
HP
What is knowledge?
knowledge is "defined broadly to include information, data, communication and culture”
(p. 293)
Communication
Data
Information
Culture
Knowledge:
Concepts, experience, and insight that provide a framework for creating, evaluating and using information (p. 373).
The Cogni�ve Hierarchy
Knowledge
Information
Data
Ackoff’s Apex Wisdom
Understanding
Knowledge
Wisdom:
The collective and individual experiences of applying knowledge to the solution of problems (p. 373).
The difference . . . Data to Knowledge
October 27, 1917
Q1 - What time is it?
Q2 – Where are these people?
Q3 – Why is the boy smiling?
Types of Knowledge
Michael Polanyi
Easier to replicate
Leads to competency
Harder to articulate
Harder to transfer
Harder to steal Higher competitive
advantage
Contributes to efficiency
Easier to document and share
20%
80%
Explicit
Tacit Carla O’Dell
O’Dell, C. (2002, May). Knowledge Management New Generation. Presented at the APQC’s 7th Knowledge Conference, Washington, DC.
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Exchange and Transfer of Knowledge
Ikujiro Nonaka Socializ
ation Externalization
Interna
lization C
ombination
TACIT
EXPLIC
IT
EXPLICIT
TACIT
The importance of sharing . . .
A New View of KM
LeadershipMeasurement
Process
Tech
nolo
gy Culture
A li�le TLC goes a long way!
Leadership
Transparency
Vision and example
Resources (including time) Technology
Help or hinder
Security issues
Tending toward free
Culture
Need to Share vs Need to Know
Privacy
Content Creators
LeadershipMeasurement
Process
Tech
nolo
gy Culture
New Technology
The Right Technology
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TLC: Leadership
Including Ray Downey, Special Operations Command lost 95 men that day – totaling 1,600 years of experience. (emphasis added)
A leader’s view on “knowing”. . .
“. . . there are known knowns; there are things we know that we know. There are known unknowns; that is to say there are things that we now know we don’t know. But there are also unknown unknowns — there are things that we do not know we don't know.”
Knowns and Unknowns
Unknown Knowns
Unknown Unknowns
Known Knowns
Known Unknowns
Comp Intell
HP
Unknown unknowns
The Genera�on Game
Digital Na�ve or Digital Immigrant?
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Genera�on Z
Are we ready for them?
The Right Message
h�p://www.youtube.com/watch?v=Hzgzim5m7oU
Storytelling by Steve Denning
Purpose of Story Ø Sparking ac�on Ø Communica�ng who you are Ø Transmi�ng values Ø Fostering collabora�on Ø Taming the grapevine Ø Sharing knowledge Ø Leading people into the future
www.stevedenning.com/SIN-136-HBR-publishes-Telling-Tales.html
HBR May 2004
In June of 1995, a health worker in a �ny town in Zambia went to the Web site of the Centers for Disease Control and got the answer to a ques�on about the treatment for malaria. Remember that this was in Zambia, one of the poorest countries in the world, and it happened in a �ny place 600 kilometers from the capital city. But the most striking thing about this picture, at least for us, is that the World Bank isn't in it. Despite our know-‐how on all kinds of poverty related issues, that knowledge isn‘t available to the millions of people who could use It. Imagine if it were. Think what an organiza�on we could become.
Wri�ng the Future
Snowden, ‘we can always know more than we can tell, and we will always tell more than we can write down.’
However, Snowden suggests: I can speak in five minutes what it will otherwise take me two weeks to get round to spend a couple of hours wri�ng it down. The process of wri�ng something down is reflec�ve knowledge; it involves both adding and taking away from the actual experience or original thought. Reflec�ve knowledge has high value, but is �me consuming and involves loss of control over its subsequent use.
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Guiding Leaders into the Future
Ø excite change in a very large bureaucra�c organiza�on
Ø Five years in the future Ø Balance of real and imaginary
Cri�cal Success Factors:
Ø Look of the story Ø Believable Ø Execu�ve Support
For complete stories see: www.johngirard.net
Powerful Messages
