Upload
angel-mcbride
View
216
Download
0
Tags:
Embed Size (px)
Citation preview
Competencies:Current & Future In the
Knowledge Transfer Organization
Productivity Systems for the Knowledge Workforce652 Solitude Lane, Suite 100
Boyce, VA [email protected]
byArthur J. Murray, D.Sc.
SLA 2006Baltimore, MD
The Knowledge Life Cycle:
Capture
ShareApply
Source: Pan American Health Organization/WHO
Knowledge Life Cycle Check:
1. What is the desired result?
2. Has the right knowledge been identified and captured ?
3. Is that knowledge being made available to those who need it?
4. Is that knowledge being applied consistently, in the right way?
©2006 Applied Knowledge Sciences, Inc.
Acquire Information
Assess/Interpret
Decide
Act
Communicate
The Decision Cycle
©2006 Applied Knowledge Sciences, Inc.
Where Is Most of the Effort?
?
Acquire Information
Assess/Interpret
Decide Communicate
Act
©2006 Applied Knowledge Sciences, Inc.
Results: USA and Europe1
Acquire Information
Assess/Interpret
Decide Communicate
Act
Over
Greater % indicating over-investment
Over Under
UnderUnder
Greater % indicating under-investment 12003 survey of 99 managers and executives
Poor decisionsInconsistent decisions
Wrong interpretationsRepeated mistakes
Erroneous adviceWasted time and effort
Short-Changing the Assessment, Decision and Communication Phases Creates Errors
=Many times more expensive in the long run
React
Information Overload
Demand for immediate action
©2006 Applied Knowledge Sciences, Inc.
The “Multiplier Effect”
Can one decision do you in?
React
©2006 Applied Knowledge Sciences, Inc.
It’s a whole bunch of little ones…
React React
React
React
React
React
React
React
React
React
React
React
React
React
React
©2006 Applied Knowledge Sciences, Inc.
What is the biggest obstacle/barrier to sharing knowledge in your organization?
The Four Stages® of Contribution
1. Contributing Dependently
2. Contributing Independently
3. Contributing Through Others
4. Contributing Strategically
Source: Dalton & Thompson, The Four Stages® of Careers in Organizations, Novations Group, Inc., 1993.
Old (document-centric)
1. Document comes in
2. Classify and file document
3. Help people access the document when they need it
©2006 Applied Knowledge Sciences, Inc.
New (knowledge-centric)
1. Everything in the old model, PLUS
2. Cataloging people
3. Connecting people who need to be connected
4. Motivating them to collaborate and contribute their knowledge
©2006 Applied Knowledge Sciences, Inc.
Key Enablers
Core Capabilities
Performance Drivers
Key Process Areas
Mission
Strategic Objectives
Strategy
Vision
Organiza-tional and
Structural Capital
Human and
Social Capital
• Design from top-down
• Implement from bottom-up
Organizational Alignment
©2006 Applied Knowledge Sciences, Inc.
Tips to Remember
1. Always “Eat your own cooking”
2. Get others to link what they do directly to a strategic result
3. “Jump start” if necessary, but let them quickly take over the reins
©2006 Applied Knowledge Sciences, Inc.
THE FOUR PILLARS OFKNOWLEDGE MANAGEMENT1
M U L T I P L E D I S C I P L I N E S
KNOWLEDGE MANAGEMENTThe Architecture of Enterprise Engineering
1Michael Stankosky, ed., Creating the Discipline of Knowledge Management: The Latest in University Research, Elsevier Butterworth-Heinemann, 2005.
LEADERSHIP
TECHNOLOGY
ORGANIZATION
LEARNING
CompetencyFour KM Pillars Knowledge Life Cycle
L O T L C S A
1
2
3
4
5
Knowledge Sharing Competencies Worksheet
©2006 Applied Knowledge Sciences, Inc.
Challenges
Complexity
Compressed Time Cycles
Globalization
Shifting Demographics
Do More With Less
Corporate Social Responsibility
CommoditizationDisintermediation
Regulatory CompliancePrivacy
EnvironmentTerrorism
Public Health
Open Source
© 2006 Arthur J. Murray and Kent A. Greenes.
The Enterprise of Today
CEO
CFO COO CIO
Won’t solve these problems…© 2006 Arthur J. Murray and Kent A. Greenes.
People
Organizational Structures
Relation-ships
Work Environ-
ment
Competencies
Inputs• Capital• Resources• Raw materials of
the Knowledge Economy• Data• Information• Knowledge
Enabling Technologies
Strategy-Driven Processes Outputs• Products &
Services that deliver improved performance
Tangible and Intangible Asset Inventory
Enterprise of the Future
Innovation
Learning
© 2006 Arthur J. Murray and Kent A. Greenes.
“We are all knowledge
workers now”
© 2006 Arthur J. Murray and Kent A. Greenes.
ChangeHow We
Live
ChangeHow We
Work
ChangeHow We
Learn
Enterprise of the Future
+ Professional GrowthPersonal Satisfaction
= Fulfillment© 2006 Arthur J. Murray and Kent A. Greenes.
“You create the future by what you do today”
©2006 Applied Knowledge Sciences, Inc.