1. Knowledge Management: Its Evolution to a Standard and Its Future(s)
Luke Naismith
Corporate Strategy Manager
Strategic Directions Unit
Department of Justice (Vic)

2. Who am I? 2005-07 Vic Dept Justice – Corporate Strategy
Knowledge Futures Consulting – A Dream
19 years Australian Public Service career (IT, IM, Strategy, Technology, Public Policy)
DCITA-NOIE Forward Strategy
Previous - IT, IM, Records, Library, Strategy, Border Technologies, Biological Sciences
Member of the Standards Australia KM Committee
Recently completed Masters of Strategic Foresight at Swinburne University of Technology

3. Outline Knowledge versus Information
KM Standard: Background and Development
KM Standard: the Why, What and How
Can you have too much of a good thing?
The Energy of Knowledge
Some Futures for KM

4. The Ubiquitous DIKX Pyramid
SUPREME ENLIGHTENMENT
KNOWLEDGE
INFORMATION
DATA

5. Paradigmatic Incommensurability
Where different paradigmatic schools find it difficult to impossible to discuss their differences around the same topic rationally - mainly because there is no common language. Although the schools may use the same words in their vocabularies, the tacitly held clouds of knowledge and experience surrounding the words are quite different - and hence, without surfacing and discussing all these differences, the different sides simply think the other is talking or writing nonsense.
Quote from Bill Hall

6. Information is …….. because ……..
Fill in the blanks to make a sentence.
Information is cool because it has structure and can be classified
Information is necessary because we need it to make better decisions.
No metaphors - not allowed to use the word “like”
Information is like water because it shapes to fit the container that you put it in.

7. Knowledge is …….. because ……..
Fill in the blanks to make a sentence.
Knowledge is fun because we get to play with people’s minds.
Knowledge is hard because it is complex.
No metaphors - not allowed to use the word “like”
Knowledge is like soap because if you try to grab hold of it hard, it slips away

8. Information and Knowledge
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)

9. 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)
A capacity to act (Sveiby)
The frame of enquiry (Cognitive science)
Complex (but can also be simple)
Learning new things and having fun in the process
A dangerous thing
Needed to convert data to information

10. Knowledge Management is:…
Records management is about managing records
Information management is about managing information
Document management is about managing documents
Therefore:
Knowledge Management is managing knowledge
Agree or Disagree?
If not, how is it different to managing knowledge?

11. 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

12. What is the primary strategic intent for conducting IM/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

13. The Australian KM Standard
Launched November by Catherine Livingston
The first ‘real’ KM Standard in the world
Now available for purchase from the Standards Australia website

14. Committee Reps
Australian Industry Group Australian Information Industry Association Australian Library and Information Association Australian Securities and Investment Commission Australian Society of Archivists Committee IT-021 Liaison Computer Human Interaction Special Interest Group CSIRO Department of Communications, Information Technology and the Arts Department of Defence (Australia) Griffith University Institute for Information Management Law Council of Australia Records Management Association of Australasia University of Technology, Sydney

15. The development of a ‘standard’
New ‘standards’ to assist performance by bringing all of the pieces of the puzzle together rather than conformance
Standards are one tool for:
defining, aggregating, sharing practice
Inclusive not exclusive
KM Standard
Consensus
‘Not one approach’

16. Standards Development Challenges
Process
Committee Structure and Members
Building collaboration and consensus
Collecting public feedback
Product
Target audience?
Format and style
Limits on acknowledging intellectual inputs
Content
Trans disciplinary nature of KM
Tensions – what and how, diversity and complexity

17. A five year journey….. 2000 Handbook – “A framework for succeeding….”
2003 Interim standard
2004 Handbook – “terminology and readings– An Australian guide”
2005 Standard AS
2005/6 Handbook – “KM and SMEs”
The journey continues……………

18. 2001 Handbook

19. The Interim Standard Model
Key messages:
Alignment with strategy
Understand of culture and capability
Understand knowledge gaps
Balance “elements”
Balance enablers
“one size does not fit all”
Aim: Describe and clarify NOT constrain or limit diversity

20. KM Standard Objectives
Provide a non-prescriptive easy to read guide on knowledge management;
Help individuals and organisations deepen their understanding of knowledge management concepts;
Assist organisations to understand the environment best suited for enabling knowledge management activities; and
Offer a scalable and flexible framework for designing, planning, implementing and assessing knowledge interventions that respond to an organisation's environment and state of readiness.

21. A definition ?…a starting point only! Knowledge management is….
Interim definition: “ a multi disciplinary approach to achieving organisational objectives by making the best use of knowledge”. (2003)
“ a trans disciplinary approach to achieving organisational outcomes and learning, through maximising the use of knowledge.
… the design, review and implementation of both social and technological activities ….to improve creating, sharing and applying or using knowledge. ” (AS )

22. Knowledge eco-system – the what

23. Map/Build/Operationalise Cycle – the how
Mapping
context and culture
Building experiences and linkages
Operationalising initiatives and capabilities

24. Looking at the ecosystem through a ‘knowledge lens’
MAPPING :
context and culture
What is current state?
Should be/ need to be ?
People, process, technology and content
Gaps ? Best way to move forward

25. Introducing knowledge ‘interventions’
BUILDING: experiences and linkages
Stimulating via enablers
Pilots and prototyping
Communicating
Champions and advocates
Moving towards change
Sustainability…
Champions…
Competencies and skills…
Success indicators
OPERATIONALISE:
initiatives and capabilities

27. Early draft of Australian KM Standard’s Continuum of the Knowledge Ecosystem

28. Key themes and content of the Standard (2005)
Context is crucial
The knowledge eco-system
A cyclical approach
From alignment to transformation
Balance
Connectivity & boundary spanners
Wide range of enablers
Evaluating and measuring
Emerging issues and trends – innovation
Useful appendices

29. The Knowledge Management in AS 5037(2005) is about:
innovation and sharing behaviours,
managing complexity and ambiguity through knowledge networks and connections,
exploring smart processes and deploying people-centric technologies.
How and when you apply it depends on the context of your organisation!!

30. Beyond the KM Standard Working Groups established: Vocabulary
Sustainability
Personal KM
Foresight and Futures
Social Network Analysis
Social Software

31. Affluenza
The bloated, sluggish and unfulfilled feeling that results from efforts to keep up with the Joneses.
An epidemic of stress, overwork, waste and indebtedness caused by dogged pursuit of the Australian dream.
An unsustainable addiction to economic growth.
Attachment to money and material possessions robs us of autonomy – fails to give happiness
Clive Hamilton: Affluenza 2004

32. Infoluenza
The frustrated, overwhelmed and unfulfilled feeling that results from continued efforts to extend information management systems.
An epidemic of confusion, vendor hype, paralysis by analysis, and suspect decision-making caused by dogged pursuit of ECM Nirvana.
An unsustainable addiction to incorporating more and more information.
Attachment to content and information resources robs us of deeper meaning – fails to give contentment

33. Infoluenza responses More information can confuse good decision making
We don’t need better information, we need better connections and relationships
Diversity of information is better than just more of the same type of information
Look at your part in the wider system/environment
Look at your role in providing access to external information

34. Energising Knowledge
KE = ½ mv2
Ug = mgh

35. The KM Equation
E = mc2
Knowledge Shared is Knowledge Squared

36. Evolution of Knowledge Management
Dave Snowden - (1) pre-1995: focus on computerisation, structuring information. (2) Conversion of knowledge between tacit and explicit states. (3) Organic approach, embrace paradox, complexity and narrative
Illka Tuomi – (1) information sharing and systems. (2) tacit knowledge, social learning, CoPs. (3) Link knowing and action, Schumpeterian creative destruction, flexibly and rapidly reconfigure and generate competencies
Mark McElroy – (1) knowledge sharing, supply-side (2) knowledge making, supply and demand sides

37. Potential KM Futures A Fad
Putting knowledge to work for knowledge workers in the knowledge economy
Narrative and Story-Telling
Collaboration and Co-opetition
Value Networks
Sense-making and Social Computing

38. Conclusion Knowledge and information are different
The KM Standard as a generic approach
Technological reductionism is only partial
Infoluenza fails to give contentment
Examine the energy in knowledge and KM
Implementation needs to be persistent and open to further potential to realise value