Courageous Conversation: We really need to talk about knowledge management 2014

people have been managing knowledge since Abraham was a schoolboy consider a craftsman and his apprentices knowledge being shared informally between people not by writing it down and handing it over but by shadowing mentoring storytelling and job rotation we didn't call it knowledge management then and it didn't involve codifying knowledge writing things down capturing knowledge can you capture knowledge no not completely you can never capture knowledge completely knowledge management took off in the 1990s scholars divided knowledge into explicit knowledge things that can easily be documented in books for example and tacit knowledge knowledge that's inside us by virtue of who we are tacit knowledge includes things we don't even know we know scholars also describe knowledge as sticky it sticks because we aren't motivated to share it because the people we want to share it with don't trust us or because they don't understand it knowledge is especially sticky in professional groups if you work in a department where everyone is an accountant it's easier to share knowledge than if you work in a multidisciplinary group now consider projects a project is a temporary endeavor people from different disciplines come to a project dipping in and out to meet objectives often under time pressure how do you manage knowledge in this environment how do you motivate people to share knowledge when they have different stakes in an endeavor that is temporary people in a project team might be competitors in another project is there some knowledge they don't share because it gives them a competitive advantage in the other project who owns the knowledge organizations increasingly use projects to do what they want to do but they don't always think about knowledge let's look at how Cayenne has developed in the 99 when km became mainstream people started to think of knowledge as an asset a thing that could be managed it's almost as if we invented km forgot everything we knew and started again from scratch early km was mostly about capturing knowledge usually writing things down for others to read typical practices included lessons learned databases best practice programs and document management systems the underlying assumptions were that knowledge could be captured people would go and find it they would understand it they would use it and it would work in the situation where they applied it in the mid-1990s we realized that these assumptions didn't really hold true focusing on knowledge that could be captured was all about explicit knowledge things that can readily be articulated captured and shared it was essentially information management we weren't tapping into deeper tacit knowledge things we find difficult to express know how things we don't know we know insights and experience tapping into this sort of knowledge requires conversations Trust and time not writing things down a new flavor of KM based on connecting people became mainstream typical methods were communities of practice social network analysis and people finders so you could find people to help you the big assumption was that left to their own devices people would go and find what they needed from their network because people needed to be motivated to share knowledge in networks we started talking about a knowledge sharing culture a knowledge sharing culture became the holy grail of KM the information management flavor of KM didn't go away it was still valuable it still is valuable but it was no longer the whole km story it never was the whole km story that we had forgotten this fast-forward to the 2000s we began to realize that relying on informal networks wasn't enough we had swung from one extreme sharing information in hierarchies to the other sharing knowledge in networks we realized we needed networks and hierarchies a new kind of community of practice emerged with objectives structure and sponsors high up in the organizational hierarchy then social networking exploded into our lives and any notion of control over knowledge sharing went out the window so did the idea that knowledge is owned by a few experts some people embraced social networking as part of km others proclaimed km dead if it isn't dead km continues to develop new flavors have entered the mainstream ideas management collective sense making crowdsourcing and approaches based on analyzing data using algorithms to work out what people know km today can mean anything from information management to crowdsourcing here's the thing project management km still focuses on collecting knowledge writing it down building knowledge stocks especially lessons learned databases his project management km stuck in the 1990s the whole point of the lessons learned database is to use it I've never seen anyone used one I'd say the PM world is stuck somewhere before the 1990s we know lessons learned databases don't work so why do we still have them if we look at learning from projects we look at what's happened at the end of a project but the people in the project have already gone some organizations try to capture knowledge at every stage of a project there's still an underlying belief that knowledge can be captured we try to capture knowledge so that when an individual leaves the zatia for something left of their knowledge but we know we can't really capture the knowledge of a human being is km in project environments really that different from km elsewhere some people think it is trust respect and reciprocity are important in km in a temporary team say a three-month project there isn't much time for trust to develop you've also got knowledge is power of behavior even though if someone shares knowledge they've still got it and then there's the stickiness problem it doesn't matter what knowledge is being shared if you can't make sense of it use it and add value what good is it but don't these difficulties exist in all environments work is becoming more complex working in projects is a response to increasing complexity inventing new flavors of KM is another response maybe the problem is that the two responses have parted company very few projects have built in km does your project have a budget for km does your project have a km champion we don't see projects as opportunities integrating knowledge creating new knowledge and learning we end up learning while galloping on a horse and we don't have time to reflect on our experiences it would be great to build km into project budgets but why should the client pay for it would it cost more if you put the effort in at the start you'll save time and money later on but isn't knowledge the whole basis of projects have you ever heard anyone say I want a team that's never done this kind of project before if we don't have km clients are buying the same mistakes what clients should be saying is I want a project that will create new knowledge for my unique circumstances we need to give people time to reflect that's how we learn what can we do to improve km in project environments we could look at the big picture not who benefits from km we're all in this together effective km will improve the quality of the projects we do programs and portfolios can last for five ten years time for trust to build there's an opportunity here PMO's PMO's have a huge role to play they join all those short-term projects together yes then km could be seen as a benefit from short-term projects don't professional associations have a role to play here they're not playing it effectively to protect their knowledge assets so they can make money out of them they should be building communities facilitating conversations between members making sure knowledge flows informally not making sure it's codified and up for sale even if we treat knowledge as a commodity a saleable product isn't it only worth what you do with it just because you've got a large bank of lessons learned it doesn't mean anyone has learned anything maybe it's the way project managers are trained you can put knowledge in front of people senior managers and they don't take it in yes you can perceive something but not internalize it that's not knowledge it's only when you internalize it that you know doesn't all this come down to the philosophical arguments around the definition of knowledge and learning yes absolutely it's pretty fundamental isn't it different views of knowledge and learning have led to lots of different flavors of KM maybe we should raise awareness help people understand that km can mean many different things that knowing is a process of learning and it's only valuable when it leads to doing things differently is that it is km valuable only when it leads to doing things differently what do you think you

13 thoughts on “Courageous Conversation: We really need to talk about knowledge management 2014”

  1. Random thoughts:
    1. How can we know if "knowledge" will change the way people do "things" until someone has "consumed the knowledge"? IMHO good information will make its way out or people will hunt it down/pay for it – the mark of good "knowledge" is how far it spreads or how much it costs.
    2. Of course knowledge is a commodity that we pay for – we all make a living sharing our unique skills and experiences. People need to be rewarded for sharing knowledge.
    3. Hard to base a whole strategy on something like "Knowledge" that is incredibly vague and a nearly useless word
    4. If knowledge is truly valuable, people will go out of their way to find it. Communities will form with organic momentum. Good information never needs to be pushed on productive people

  2. 0:00
    mensen hebben beheer kennis omdat Abraham meisje jongen verliest overwegen een
    ambachtsman en zijn kennis van de leerlingen wordt informeel gedeeld tussen mensen
    niet door schrijven it down en de overdracht het over maar door schaduw mentoring
    Storytelling en baan rotatie
    wij niet noemen het kennisbeheer dan en het gaat niet om codificatie
    kennis schrijven dingen neer
    vastleggen van kennis kunt u vastleggen kennis
    Nee niet volledig kunt u nooit kennis vastleggen volledig kennis
    beheer nam af in de negentien jaren negentig geleerden verdeelde kennis in
    expliciete kennis dingen die gemakkelijk kunnen worden gedocumenteerd in boeken voor
    in het volgende voorbeeld en stilzwijgende kennis-kennis die binnen ons uit hoofde van wie we zijn
    klassieke kennis bevat dingen die we niet eens weten dat we weten
    geleerden beschreven ook kennis van kleverige het stokken omdat we niet
    gemotiveerd om het te delen omdat de mensen die wij willen delen met ons niet vertrouwen
    of omdat ze niet begrijpen
    kennis is met name kleverig en professionele groepen als u werkt een
    departement waar iedereen een accountant is
    het is gemakkelijker om het delen van kennis, maar als u in een multidisciplinaire groep werken
    nu overwegen projecten een project is een tijdelijke poging mensen uit verschillende
    disciplines komen aan een project dompelen in en uit om te voldoen aan doelstellingen vaak onder
    Hoe beheer je kennis in deze omgeving
    hoe je motiveren om kennis te delen wanneer er verschillende mensen
    participaties in een inspanning die tijdelijke mensen in een projectteam is misschien wel
    concurrenten in een ander project is er enige kennis die ze niet eens omdat
    het geeft hen een competitief voordeel in het andere project
    Wie is eigenaar van de organisaties van de kennis verhogen de projecten gebruik te doen wat
    ze willen doen, maar zij niet altijd denken over kennis
    laten we eens kijken hoe ki
    heeft ontwikkeld in de negentien jaren negentig 1km werd mainstream mensen begonnen te
    denk aan kennis als genoeg dat het ding dat zou kunnen worden beheerd
    het is bijna alsof we uitgevonden km alles vergeten wanneer u en begin opnieuw uit
    vroege km was meestal over het vastleggen van kennis meestal dingen opschrijven
    voor anderen om te lezen van typische praktijken opgenomen lessen geleerd databases best
    praktijk van programma's en systemen voor het beheer van documenten de onderliggende
    veronderstellingen waar dat kennis kan worden vastgelegd
    mensen zouden gaan en vinden ze zouden begrijpen dat ze zouden gebruiken het en het
    zou werken in de situatie waarin zij het toegepast in de mid negentien negentig van
    We beseften dat deze veronderstellingen echt waar zich te concentreren op niet houden
    kennis die kan worden gevangen was alles over expliciete kennis dingen die kunnen
    gemakkelijk worden gearticuleerd gevangen en gedeelde was in wezen informatie
    We waren niet dieper stilzwijgende kennis dingen we moeilijk te vinden tappen
    Express weten hoe dingen die we niet weten wij
    inzichten en ervaring tappen in dit soort kennis vereist
    gesprekken vertrouwen en tijd niet het schrijven van dingen neer een nieuwe smaak van km op basis van
    verbinden van mensen werd mainstream typische methoden voor gemeenschappen van
    praktijk sociale netwerkanalyse en mensen vindt u ons
    Zo kon je mensen om u te helpen de grote aanname was dat overgelaten aan hun
    eigen apparaten
    mensen zouden gaan en vinden wat ze nodig hadden van hun netwerk omdat mensen
    moest worden gemotiveerd om het delen van kennis in netwerken die we begonnen te praten
    over een cultuur voor kennisdeling en kennisdeling cultuur werd de
    Heilige Graal voor KN de Informatiemanagement smaak van k en niet gaan
    het was nog steeds waardevol is nog steeds
    jaarlijkse maar het was niet langer de hele km-verhaal
    het was nooit de hele k ik ben verhaal dat we deze snel vooruit te vergeten waren
    de twee duizenden
    We begonnen te beseffen dat een beroep op informele netwerken nog niet genoeg was
    We had van een extreme delen van informatie in hiërarchieën zwaaide naar het andere
    kennisdeling in netwerken we beseften dat we nodig hadden van netwerken en
    hiërarchieën en u soort gemeenschap van praktijk ontstaan met doelstellingen
    structuur en sponsors hoog in de organisatorische hiërarchie dan sociale
    netwerken explodeerde in ons leven en iedere notie van controle hendel kennis
    het venster uitging delen
    dus heb het idee dat kennis eigendom is van een paar deskundigen
    Sommige mensen omarmen sociale netwerken als onderdeel van km anderen uitgeroepen tot de dood als km
    het is niet dood
    km verder te ontwikkelen nieuwe smaken het heersende ideeën beheer hebt ingevoerd
    collectieve zin maken van crowdsourcing en benaderingen die zijn gebaseerd op het analyseren van gegevens
    met behulp van algoritmen uit wat mensen weten km vandaag kan betekenen iets uit te werken
    informatie beheer crowdsourcing hier is het ding
    project management km nog richt zich op het verzamelen van kennis schrijven it down
    opbouwen van kennis voorraden met name lessen geleerd databases is project
    beheer km vast te zitten in de negentien jaren negentig het hele punt van de lessen
    geleerde databases te gebruiken
    Ik heb nog nooit gezien iedereen gebruik een dat ik speel de PM-wereld ergens vóór vast zit
    de negentien jaren negentig weten we lessen geleerd databases werken niet
    Dus waarom we nog steeds hebben ze kijken we leren van de projecten die we kijken
    Wat is er gebeurd op het einde van een project, maar de mensen in het project hebben
    Sommige organisaties proberen te vangen van kennis in elke fase van een project
    Er is nog een onderliggende overtuiging dat kennis
    kan worden vastgelegd wij proberen te vangen kennis zodat wanneer een individu
    de organisatie moet
    Er heeft iets links van hun kennis, maar we weten dat we echt niet kunnen
    vangen de kennis van het menselijk wezen is echt km in project omgevingen
    zo verschillend van kam elders
    Sommige mensen denken dat het vertrouwen, respect en wederkerigheid zijn belangrijk in km in een
    tijdelijke team zeggen een drie maanden durende project
    Er is niet veel tijd voor vertrouwen te ontwikkelen heb je ook kennis is
    stroom gedrag ook al als iemand gedeelde kennis ze nog steeds het hebben
    en dan is er het probleem van de kleverigheid
    het maakt niet uit welke kennis wordt gedeeld
    Als u geen gevoel van het gebruiken en het toevoegen van waarde maken
    wat goed is, maar deze moeilijkheden bestaan niet in alle omgevingen

  3. Bereidingswijze
    Doe de bloem met het zout, de eieren en de helft van de melk in een kom en meng met de garde of met de mixer tot een glad beslag. Meng er de resterende melk door en laat het beslag circa 30 minuten rusten.
    Verhit een klontje boter in een koekenpan met een dikke bodem en een anti-aanbaklaag. Schep een dun laagje beslag in de pan en draai de pan rond zodat het beslag gelijkmatig over de bodem kan uitlopen. Laat de pannenkoek op middelhoog vuur circa 3 minuten bakken tot de onderkant gekleurd en de bovenkant droog is. Keer met behulp van een paletmes, een spatel of een pannendeksel om en laat de onderkant in circa 1 minuut goudbruin bakken. Laat de pannenkoek uit de pan op een platte schaal glijden en bak de overige pannenkoeken op dezelfde manier. Houd de gebakken pannenkoeken warm op een pan met heet water of in een op 100?C voorverwarmde oven. Of warm ze op in de magnetron.

  4. Somebody once told me the world is gonna roll me
    I ain't the sharpest tool in the shed
    She was looking kind of dumb with her finger and her thumb
    In the shape of an "L" on her forehead

    Well the years start coming and they don't stop coming
    Fed to the rules and I hit the ground running
    Didn't make sense not to live for fun
    Your brain gets smart but your head gets dumb
    So much to do, so much to see
    So what's wrong with taking the back streets?
    You'll never know if you don't go
    You'll never shine if you don't glow

    Hey now, you're an all-star, get your game on, go play
    Hey now, you're a rock star, get the show on, get paid
    And all that glitters is gold
    Only shooting stars break the mold

    It's a cool place and they say it gets colder
    You're bundled up now, wait till you get older
    But the meteor men beg to differ
    Judging by the hole in the satellite picture
    The ice we skate is getting pretty thin
    The water's getting warm so you might as well swim
    My world's on fire, how about yours?
    That's the way I like it and I never get bored

    Hey now, you're an all-star, get your game on, go play
    Hey now, you're a rock star, get the show on, get paid
    All that glitters is gold
    Only shooting stars break the mold

    Hey now, you're an all-star, get your game on, go play
    Hey now, you're a rock star, get the show, on get paid
    And all that glitters is gold
    Only shooting stars

    Somebody once asked could I spare some change for gas?
    I need to get myself away from this place
    I said yep what a concept
    I could use a little fuel myself
    And we could all use a little change

    Well, the years start coming and they don't stop coming
    Fed to the rules and I hit the ground running
    Didn't make sense not to live for fun
    Your brain gets smart but your head gets dumb
    So much to do, so much to see
    So what's wrong with taking the back streets?
    You'll never know if you don't go (go!)
    You'll never shine if you don't glow

    Hey now, you're an all-star, get your game on, go play
    Hey now, you're a rock star, get the show on, get paid
    And all that glitters is gold
    Only shooting stars break the mold

    And all that glitters is gold
    Only shooting stars break the mold

  5. Excellent presentation that very effectively reviews the development of KM and provides some important insights into knowledge and learning. I believe we need to adopt more of the old-fashioned apprenticeship model but it will be difficult for many to entertain is this hyper time existence we now ascribe to.

  6. I love this video and explanation! I've watch it now twice, and it's a great intro to anyone who knows nothing about KM.

  7. I'm having some second thoughts on your capturing of knowledge ideas. It felt almost as if you said: 'in case you don't make knowledge explicit, you don't capture it.' And that this is perceived as a taboo. Of course this is true in the case you take the holistic view over a timeline of a hundred years or more if you want. But if two people share knowledge informally and the receiver succeeds in internalizing the knowledge, the knowledge indeed is captured by the company (for as long as sender or receiver works in the company). I'm convinced that knowledge should be situated in a precise location (strategic importance and relevance for a problem that has a high likelihood of occurring for example); and based on this you should look at how it should be captured. Then you can take peace with the fact that your knowledge is shared in an informal way by a face-to-face talk at the coffee machine for example.
    Looking forward to hearing other takes on it!

  8. Great movie on the essence of KM, specifically related to projects. Though projects can be seen as any temporary gathering of people to reach a shared goal.

Leave a Reply

Your email address will not be published. Required fields are marked *