Knowledge agenda
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Describes a knowledge agenda that extends knowledger management beyond it's traditional boundaries in an organizational context. Considers the extent to which knowledge and knowledge work can be managed.
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Knowledge agenda
- 1. Albert Simard Knowledge Manager Defence R&D Canada Presented to 17 th Conference on Knowledge-Based organizations November 24-26, 2011 Becoming a Knowledge Organization
- 4. Knowledge Management Levels Levels Knowledge Assets Knowledge Sharing Knowledge Work Knowledge Transfer Knowledge Infrastructure Stock Flow Business National Defence, National Security, Public Safety Defence R&D Canada Markets Resources Government
- 8. DRDC Knowledge Work Levels Inputs Direction Monitoring Intelligence Needs Priorities Establishment Transformation Programs Services Acquire Create Develop Mobilize Learn Output Report Integration Innovation Mitigation Advice Adaptation Clients DND (management) (R & D)
- 11. Organizational Knowledge Flow Flow Creation Validation Organization Authorization
- 18. Organizational Structure Flow-Organization Technology support Manage Interface Content Research Social Common Governance direction
- 19. Knowledge Services Value Chain Flow-Organization Use Internally Use Professionally Use Personally Generate Transform Add Value Transfer Evaluate Manage Extract Advance Embed Legend S&T Partners Centre for Security Science Practitioners & Stakeholders
- 20. Knowledge Creation Process Flow-Organization Statistical Apps. Store Analyze Body of knowledge Review Literature Experimental design Test Experiment inadequate adequate Write Review Publish Edit Hypothesis Data Tacit Explicit Product Gap Legend: Work Output Service Library, Web, Search Expertise Office App. Data management Analysis Apps. Interface Collaboration
- 22. Service Governance Framework Flow-Authorization Negotiation Negotiation Negotiation Direction, Authority, Resources Program Governance Project Governance Work Systems Reports, Advice, Issues Corp. Service Governance Centre Service Governance KIT Services Technology Content Reports, Advice Issues Other services: science, HR, finance, purchasing… Mandate Resources Constraints Authority Responsibility Accountability Budget Staff Capacity Laws TB Policies DND Policies Corporate Governance
- 26. Management Regimes Regimes Dialogue Agreements Work Process Hierarchy Interactions Innate Tacit Explicit Authoritative Knowledge Create Collaborate Organize Authorize Purpose (Why) Engage people Connect Communities Capture & Structure Decide & Act Process (How) Environment & Interests People & Connectivity Objects & Tasks Decisions & Actions Entity (What) Responsible Autonomy Negotiated Agreement Organizational Structure Authoritative Hierarchy Knowledge Authority
- 28. DRDC Knowledge Agenda Management Regimes Regimes Self-interest Agreement Structure Mandate Knowledge Work Knowledge markets Exchange Products & Services Promulgate Knowledge Transfer Create Collaborate Organize Authorize Knowledge Infrastructure Open source Joint IP rights Sole IP rights Embed Knowledge Assets Vertical Authoritative Hierarchy Network Community Horizontal Knowledge Sharing Responsible Autonomy Negotiated Agreement Organizational Infrastructure Management levels
- 29. Management Regimes and Strategic Trends Regimes Authoritative Hierarchy Organizational Structure Partnership Agreement Responsible Autonomy knowledge assets generation capacity structured processes individual abilities Relative Importance high low Management Regime Competitiveness Sustainability
- 30. Key Messages Management authorizes the use of knowledge to enable action. A knowledge organization engages people to enhance creativity Community collaboration validates individual knowledge Community knowledge must be put into an organizational context.
Editor's Notes
- This presentation is divided into three parts. We’ll start by describing why and how the knowledge services framework was developed. The knowledge organization will compare content management and knowledge service approaches for structuring knowledge management in an organizational context. The knowledge environment will consider how an organization interacts with its clients and, in the case of governments, with all citizens. So, let’s look at how the framework was developed.
- This is an organizational infrastructure that includes pretty much everything that is needed to run CSS. This applies to KM as well as anything else that we do. Simply put, people use tools and process within a governance structure to increase the value of content and services. It isn’t a matter of focussing on one or more parts of the infrastructure. All parts must be reflected in a task, project, or program if it is to succeed.
- This presentation is divided into three parts. We’ll start by describing why and how the knowledge services framework was developed. The knowledge organization will compare content management and knowledge service approaches for structuring knowledge management in an organizational context. The knowledge environment will consider how an organization interacts with its clients and, in the case of governments, with all citizens. So, let’s look at how the framework was developed.
- Many departments are mandated to produce content and to use it to achieve sector outcomes. Knowledge services show the flow of departmental outputs from generation through final use. We can think of the flow of services as a value chain, with several stages. Each stage involves one of three processes – embedding, advancing, and extracting value Four stages embed value; three advance it along the value chain, and three stages extract value from knowledge services. As previously, all of the organizational infrastructure and hierarchy are involved in every stage. The first five stages of the value chain are internal to a department – what can be managed. The last four stages relate to the sector and society – these can only be influenced. Content management is a key part of the management stage. The provider/user market model is represented by the vertical line between the organization and the sector. As you can see, knowledge services involve a lot more than transferring content. It also involves more than service delivery. Achieving sector outcomes and results for Canadians requires that the services be actually used to fulfill a want or need.
- There are many ways to organize knowledge, each with strengths and weaknesses. Librarians have been classifying knowledge since ancient times; departments do this through subject classification indexes. Every scientist is also familiar with discipline-specific thesauri for organizing terminology. These are, naturally, incompatible with departmental subject-based classification systems. Computers brought on automated keyword systems. Except that terms used by an author often don’t match those used by someone else. More recently, artificial intelligence has been used to developed “concept maps” of ideas rather than words. With Web 2.0 we are seeing “folksonomies,” where knowledge is organized by participants in social networks, based on popularity of usage. These are the bane of librarians and records managers. All of these methods are faced with interdisciplinary issues. For example, terms such as risk analysis have very specific meanings in the CFIA which differ from their meanings in other disciplines. And then there are familiar linguistic issues where terms don’t really have a counterpart in another language. The only solution is to provide multiple criteria for organizing and searching, so that regardless of a user’s perspective, they will find what they are looking for quickly and efficiently. Ultimately, if it isn’t easy, simple, and fast for people to organize their knowledge, the way they work , they won’t do it.
- Managers won’t fund what they don’t understand. Managers won’t abandon what worked (or didn’t) before. Managers will oppose loss of resources. Managers want short-term-low-risk deliverables.
- This presentation is divided into three parts. We’ll start by describing why and how the knowledge services framework was developed. The knowledge organization will compare content management and knowledge service approaches for structuring knowledge management in an organizational context. The knowledge environment will consider how an organization interacts with its clients and, in the case of governments, with all citizens. So, let’s look at how the framework was developed.