1. The Nexus Between Knowledge Management and Futures Studies

2. Propositions Futures studies are ‘knowledge activities’ requiring management competencies. Futures studies are people-centric, and explicitly address the difficulties in elicitation and codification of knowledge Futures studies methods offer alternative approaches to knowledge management practice

3. Knowledge Activities as a Journey Embracing Multiple Perspectives

4. Monitoring environmental changes Direction- setting Agency Strategy & Integration PerformanceSystems Operations Policy Disruption from the environment: political, physical, technological, economic, social and trade Deviation from plans Knowledge Activities as Integrative

5. Knowledge Activities in Need of ‘Helps’ to Support Understanding ‘Neither the naked hand nor the understanding left to itself can effect much. It is by instruments and helps that work is best done, which are as much wanted for the understanding as for the hand.’ (Francis Bacon, 1620)

6. Futures Studies in Context

7. Futures Studies Principles is not about predicting the future, creates a choice of futures by outlining alternative possibilities, is a foundation for planning, is interdisciplinary, is often based on both imagination and historical knowledge, is often aimed at shaping present action.

8. Typology of Futures Studies Methods Futures Studies Counter Punchers Extrapolators Pattern Analysts Goal Analysts Intuitors Eg. Delphi Studies Eg. Content Analysis Eg. Analysis by Analogy Eg. Fisher-Pry Analysis Eg. Scenario Analysis

9. Knowledge Principles Knowledge originates and resides in people's minds (Tom Davenport) Knowledge is volunteered, never conscripted (Peter Drucker) We know more than we can say and we can say more that we can write (Michael Polanyi) We only know what we know when we need to know it (Dave Snowden) Knowledge itself is power (Francis Bacon)

10. Knowledge Processes

11. Challenges in Knowledge Management Supply Side Issues:  Knowledge elicitation  Knowledge codification  Knowledge transfer Demand Side Issues:  Knowledge creation  Bridging the ‘knowing-doing’ gap

12. Knowledge Elicitation Use of open-ended questions Use of ‘remarkable people’ Thinking outside of the box Envisioning the possible Connecting with and shining light upon existing ‘mental models’

13. Knowledge Codification models scenarios stories Clarity of Understanding Qualitative Quantitative Completeness of Information

14. Knowledge Transfer Strategic conversation – a shared language and a common view about the future that can be the basis of continuing discussion and exploration Building bridges to bring together knowledge and expertise in many people across all areas and activities in order to increase collective well-being

15. Knowledge Creation Generates insights that may not otherwise be accessible eg. signposts which are events, occurrences or observations that can be scanned in the real world Avoids the ‘structural inertia’ of forecasting, which presumes that the future can be described from the past and the present

16. Signposts to Alternate Futures 2001 2020 Today I II IIIIV Uncertainty

17. Bridging the ‘Knowing-Doing’ Gap Catalyst for innovation, creativity and future- focused thinking Wind tunneling to discriminate enduring ‘value drivers’ from a plethora of variables

18. Cautionary Tales Creation of organisational ‘blind spots’ from believing scenarios Creation of ‘informed elites’ Creation of communication difficulties Marginalisation of knowledge activity in isolation of organisational decision making

19. Concluding Thoughts The field of futures studies can provide ‘helps’ and ‘instruments’ for some of the more challenging aspects of KM practice The essentially people-centric approaches of futures studies may offer a counter-balance to technology-centric approaches of the KM industry The artifacts of futures studies respond well to knowledge dynamics