Knowledge from an app?

The Britannica and Merriam-Webster Apps for Windows 8. Knowledge at your fingertips?

Is it really?

Does the fact that it provides a multi-format, contextual experience make it a knowledge product or service or is it still just information that the reader is getting? Can you consume knowledge? I don't know - interested in others thoughts........

"With features like the Britannica Link Map, our goal was to provide an environment for users not just to consume knowledge, but to experience it, enjoy it, and make connections between related topics by gliding freely and easily from one to the next. For example, if you’re reading the article on Albert Einstein, you can click on Link Map and bring up a web of connections to phenomena such as relativity, space-time, the photoelectric effect, and the field of physics itself."

All sounds very cool but it reminds me of the question I ask myself every day - am I talking about information or knowledge? Through my uni study and in reading blogs, articles and books on knowledge management I have gained a greater understanding of the differences between data, information and knowledge (DIKW - data, information, knowledge, wisdom). However I also know that it is still debated and argued among the KM and IM professions among others, especially the information to knowledge part.

As I fulfil the role of an information manager (my predecessor's title) but my title is knowledge manager (first one in this org) this subject is dear to my heart. Is it just a fancy title they have given me to tick a box? Is the agency and (more importantly) it's leadership, really ready for Knowledge Management? How do I explain and demonstrate the difference and the benefits of good knowledge practise?

Do I actually do any knowledge management here or is it all really information management? My duty statement listed Gov2.0, web accessibility, FOI and records management compliance. These are all effectively IM duties and certainly it is sound information practises that are needed to get the systems and processes set up in order to move to the next level - KM. I can definitely see that KM is needed here. There is a distinct lack of responsibility in the overseeing of people, process, content and systems. Different teams or individuals introduce new systems or processes without consulting or informing others, bandaid solutions, lack of communication internally, lack of direction and clear procedures. We have silos, we have an upstairs and downstairs divide and we have people who are too busy! Many of these problems arise out of the size of the agency, it has worked this way for a long time, fairly successfully (or at least they have gotten away with it so far). Now it is growing, technology is changing, transparency and reporting requirements are increasing and we are becoming more accountable. Things need to change. There it is - change (is that what KM is going to be all about for me?)

Are we ready for KM?

We are considering implementing an online collaborative open source platform to replace the functions of some of our existing, more traditional platforms and systems over the next year or so. Effectively a knowledge management system (KMS).

We currently:

• have a very customised LotusNotes database as our main project management tool
• use e-mail to communicate with multiple project teams external to our organisation and internally
• use e-mail and word documents to create, share and save documents, reports and forms
• have a separate finance system and multiple excel spreadsheets in use across the organisation
• have an internal SharePoint Intranet
• and an EDRMS for records management
• and an external facing website (of course)

We have information overload, duplication of information, inefficient and unlcear processes, work-arounds, poor version control and full inboxes.

Of course for knowledge management (and information management) this is a nightmare. It is also difficult and inefficient for users - our staff. They have to think about what information goes where, when does it become a record, should it be saved into LotusNotes or to the Intranet (or both)? Which version with tracked changes is the latest?

Technology is at the stage where it is fairly easy and relatively affordable to solve many of these issues and allow us to communicate and collaborate within teams, across silos, internally and with external partners. Our staff travel so they need access to information on portable devices, wherever they are. Being able to locate all they need in one place and communicate across multiple channels at the same time would be ideal.

Behind this business need and the main driver are deeper issues. We need to standardise and document our processes, promote transparency, provide accurate reporting and accountability and measure impacts. Of course we still have to consider copyright, privacy, accessibility, record keeping and other compliance, good governance and regulatory requirements. See my last post on KM v RM.

So what is stopping us? Fear of change, a fear of failing and an unhealthy attachment to personal inboxes and file structures. A culture built around personal relationships, sharing on a 'need to know' basis, individual ways of doing things, freedom of individuals to choose how to manage a project, internal silos, cultural differences and technological barriers (overseas partners), information technology illiteracy, 30 years of having done it a 'certain way' and a lack of resources.

We desperately need to change but have no appetite for it and no energy or time to learn new ways of working. Do we wait another 20 years for the next generation who will demand these changes or do we go for it? I'll let you know how we go :-)

A leader who does not allow himself time to think may turn into a thoughtless leader. Likewise, an organisation that does not allow itself time to think may turn into a thoughtless organisation.
Anonymous.
 

ActKM conference - part 1

I thought I'd share my notes and learnings from a recent conference I attended in Melbourne. My first Knowledge Management conference!

These are some of the points I jotted down or tweeted. I guess they are largely comments I agree or disagree with and/or learning that is relevant to my current workplace or role. Quotes and notes from each speaker in bullet points and my personal notes and comments in italics!

What keeps CEO's awake at night? actKM Forum 2011 - part 1

Phillip Ruthven - CEO of IBISWorld. Keynote.

• he mentioned the importance of IP over hard assets (real estate, equipment etc)
• believes that traditional employee/employer roles will be replaced by contracting and outsourcing (we will all have/be our own company and will contract with organisations). I am not sure about this one and if it is the future, think it will impact negatively on organisational culture, staff motivation, trust and loyalty.
• adopting an 'information mindset' - a condition of survival for organisations today
• need uniqueness in organisational culture
• world's best practice (WBP) in respect for society and environmental concerns. Where does contracting fit in with that?
• important for organisations to focus on what they do best and to diversify into new products rather than across industries

Keith De La Rue - The art of conversation.

• blurring between personal and work life increasing. Must not ignore personal aspect of people at work. Share some aspects of your life outside of work with colleagues?
• organisational hierarchy can be a blocker or barrier to open conversations. This is very true in large government organisations - extremely hierarchical.
• conversations (as opposed to meetings, which have a specific purpose) and time to think, reflect or write independently are not often encouraged in workplaces but are important creative tools.
• encourage collective intelligence (greater than individual intelligence) - conversations with equal turns, no domination, social sensitivity.
• talking to others improves individual mental function
• brief friendly conversations improve executive function - working memory, focus. I know I am invigorated after a friendly conversation with someone at work, whether it be work related or personal. I gather new ideas, get feedback and learn more about the organisation and my colleagues.
• it is important to make allowances for both extroverts and introverts in conversations and meetings and communities of practice (CoP's). Attended a smart board demonstration today which allows feedback and voting via handsets or iPhones during meetings and training sessions - interesting way of including quiet or introverted team members in discussions and decision making?

I think my agency does this pretty well - it is easier to hold regular conversations in a smallish organisation. We have monthly morning teas for all staff,  weekly all staff meetings, 'brown bag' sessions where project experiences are shared, 'technology tips' sessions and several committees. Many of my best conversations occur in the tea room over the coffee machine or in colleagues offices (I think this is a benefit over open plan work spaces also). I would like to develop more training and skill sharing sessions as well as introducing communities of practice into my workplace.

More in future posts......