1. 1 1 Knowledge Management Do we understand what it its?

2. 2 2 Data Knowledge Recommendation Sharing Decision Knowledge Knowledge Sharing Decisiveness Timeliness Judgment Decisiveness Timeliness Judgment In-Formation Too-Much? Too-Little? Too-Much? Too-Little? Accurate? Current? Relevant? Accurate? Current? Relevant? Knowledge Components

3. 3 3 Balanced Knowledge Management UNCLASSIFIED People Technology Processes KM Operational View Led by S3 or XO Mission Focus Pulling it all together Mission Focus Pulling it all together FM 6.01.1 “Knowledge Management Section”

4. 4 4 Unbalanced Views of KM UNCLASSIFIED People Technolog y Processes Technology KM KM Led by technology enthusiasts Enabler Focus IT software, tools, and toys will fix all your problems Enabler Focus IT software, tools, and toys will fix all your problems This approach tends to under-emphasize the human factors the turn data and information into knowledge and wisdom. Employment of cutting edge software and advanced technical solutions is more important than usability and overall workplace efficiencies. People Technology Processes KM KM Led by an expert who doesn’t leave his desk Loner or Theorist Focus Flow charts, diagrams, concepts, and models will fix all your problems Loner or Theorist Focus Flow charts, diagrams, concepts, and models will fix all your problems This approach tends to undervalue the benefits of engaging people in the process of discovering solutions. Often more interested in developing solutions that "look good on paper". May be content with technical solutions that sound good in theory but do not meet user requirements. Technology Processes People KM KM Led by through force of character "Get Er Done" Focus People will fix things eventually if we just get busy and talk to each other. "Get Er Done" Focus People will fix things eventually if we just get busy and talk to each other. This approach tends to throw more and more manpower at problems. Often fostered by impatient, talkative people who take no time to brainstorm, write things down, or try new methods. Efficiency consistently takes a backseat to near term execution of tasks.

5. 5 5 Knowledge Management UNCLASSIFIED People Technology Processes KM OPTEMPO File Management Social Networks Info Relevancy Collab Tools Networks Storage Meetings Reports IT Systems Applications Training Leadership Compliance Enforcement Info Quality Who Needs to Know Understandable Usability Briefings Displays Acquisition Decisions Acquisition Proposals Change Management Sequences KM Metrics Workgroups Tests / Experiments Vertical / Horizontal Sharing Right-Seat Ride Content Management AAR Priorities Database Configuration Database Configuration Upgrades Knowledge Gaps Physical Layout Templates Portals Web Mgmt Compatibility Naming Conventions Forums Best Practices POC Lists Smart Books Efficiency Productivity

6. 6 6 Points to Consider Sample of KM Concepts and Pitfalls

7. 7 7 The Tools We Use for KM Considering

8. 8 8 KM Tool Oversights UNCLASSIFIED Remote Collaboration Collab Tools Cost, Not Used, Training, Config Portals Primary Function – A means for users to post to web site Not well organized Not populated or updated Not well organized Not populated or updated Database Applications Common repository for volumes of data Database population/ maintenance Data formatting, data length Compatibility with other resources Training investment Ease of Use Database population/ maintenance Data formatting, data length Compatibility with other resources Training investment Ease of Use Specialized Applications Geographical display of data Training Investment Compatibility with other resources Dynamic vs static displays Challenge to reduce clutter and manage colors Training Investment Compatibility with other resources Dynamic vs static displays Challenge to reduce clutter and manage colors Licenses, SYSAD, and Manpower Costs Utility / Function Common Shortcomings Standards SOP, TTP Personnel Turnover Leadership Preferences

9. 9 9 Why not buy all of these?

10. 10 Fallacy: Appeal to Novelty Appeal to Novelty is a fallacy that occurs when it is assumed that something is better or correct simply because it is new. Old New

11. 11 KM Tool Considerations 1. Need / Requirement 2. Initial Cost 3. Sustainment / Lifecycle Cost 4. Ease of use 5. Training Investment / Cost 6. Complexity of configuration 7. Compatibility with other software 8. Impact on IT resources 9. Duplication of existing capabilities 10. Capability shortfalls 11. Security

12. 12 The Processes We Use for KM Considering

13. 13 KM Academia

14. 14 KM “Experts” Szulanski [43] reported the findings of systematic empirical investigation of internal stickiness. He analyzed the internal stickiness of knowledge transfer and tested a transfer model with canonical correlation analysis. Contrary to conventional wisdom that placed primary blame on motivational factors, he found that barriers related to knowledge, such as the recipient's lack of absorptive capacity, causal ambiguity, and an arduousness of the relationship between source and recipient, were most important impediments to knowledge transfer within firms. Note: If interested in more of this, search for the Authors : Heeseok Lee, Byounggu Choi

15. 15 KM Terms Templates Strategies Viscosity Models Modes Socialization Internalization Formulas Paradigms Velocity Benchmarking Volatility Methodologies Communities of Practice Communities of Practice Complexity Science Dimensions Epistemology Axiology Ontology Ethnography

16. 16 Clingman Knowledge Model STOP HERE STOP HERE

17. 17 KM Metrics How important is it to you to measure how well you are doing? Are detailed KM metrics really going to provide you better clarity on performance? How much are the metrics worth? $ - Manpower - Time How much are the metrics worth? $ - Manpower - Time Question: What metrics measurement technique did you use last night to decide whether to cook dinner or order out for fast food? Did you use a matrix or chart? Were you happy with your decision? Question: What metrics measurement technique did you use last night to decide whether to cook dinner or order out for fast food? Did you use a matrix or chart? Were you happy with your decision? Do 100 subjective data points really provide more fidelity than 10 subjective data points? Perceived Intensities: Low – Medium - High

18. 18 Leadership Support to KM Considering

19. 19 Path to Success Goal Example of Derailed Efforts Goal Diversions Distractions Reluctance Inadequate Understanding of the Problem Failure to Scope the Problem Unrealistic Timeframe Problem Solving Lack of Commitment Vague Objectives Inadequate Resources Bureaucratic Methods Execution Teamwork Adaptable Logical Simple Clear Orderly Focused What Works Incremental Reluctance to Listen Lack of Humility Trying to please everyone Overactive Egos Self-Delusion Biases Rigidity Bullishness Timidity Human Factors Impatience

20. 20 Tasks Supervisor Filter Leadership Filtering Data Info Knowledge Data Info Knowledge Info Data Info Data Info Leader 1.Xxxxx 2.Xxx 3.Xx Xxxxx 4.Xxxx Xxx ----------------- 5.Xxxxxxxx 1.Xxxxx 2.Xxx 3.Xx Xxxxx 4.Xxxx Xxx ----------------- 5.Xxxxxxxx Data Dept. Head - Prioritizing Filter 2 2 4 4 1 1 3 3 5 5 Personal Filter Knowledge Decisions & Guidance Decisions & Guidance Tasks

21. 21 Bias Filter Elitist Filtering Operational Workforce Practitioners Critical Thinkers Seasoned Professionals Hard Knocks Crowd Producers Experienced Old-timers Community of Practice Senior Staff Members Workgroups and Teams Lessons Learned Leaders and Managers Energetic novices Skeptics and critics Content managers TTP developers Peer Organizations Affected stakeholders Operational Workforce Practitioners Critical Thinkers Seasoned Professionals Hard Knocks Crowd Producers Experienced Old-timers Community of Practice Senior Staff Members Workgroups and Teams Lessons Learned Leaders and Managers Energetic novices Skeptics and critics Content managers TTP developers Peer Organizations Affected stakeholders Current Knowledge Base Geniuses (Genii) Experts Know-it-alls Whiz Kids Elitists Theorists Academics Illuminati Geniuses (Genii) Experts Know-it-alls Whiz Kids Elitists Theorists Academics Illuminati The Chosen Previous Publications Previous Geniuses (Genii) Previous Experts Previous Know-it-alls Previous Whiz Kids Previous Elitists Previous Theorists Previous Academics Previous Workforce Previous Practitioners Seasoned Professionals Producers Experienced Old-timers Community of Practice Senior Staff Members Workgroups and Teams Leaders and Managers Skeptics and critics Content managers TTP developers Peer Organizations Affected stakeholders Previous Publications Previous Geniuses (Genii) Previous Experts Previous Know-it-alls Previous Whiz Kids Previous Elitists Previous Theorists Previous Academics Previous Workforce Previous Practitioners Seasoned Professionals Producers Experienced Old-timers Community of Practice Senior Staff Members Workgroups and Teams Leaders and Managers Skeptics and critics Content managers TTP developers Peer Organizations Affected stakeholders Historical Knowledge Base Ego Filter Arrogance Filter

22. 22 Don’t hold a meeting just to have a meeting End the meeting … – The moment the objectives are achieved or … – When progress toward meeting them ceases An meeting planned for an hour can be adjourned early – Address what needs to be addressed and then get on with your work

23. 23 Meeting Duration Set a time limit – Helps people schedule their day – Establishes incentive to stay on topic – Problem solving meetings may need to be more open ended – It may be best to maintain momentum instead of adjourning and rescheduling Don’t pack the agenda too tightly – Plan realistically how long each issue will take Plan for Breaks – Ten minute break each hour (50 min / 10 Min)