Knowledge Ecology

Concept, Principles, and Challenges

Jay Hays

Professor of Leadership and Organisational Development

Jay Hays

Knowledge Economy—economic growth dependent on the

quantity, quality, and accessibility of information—promoting

and exploiting Intellectual Capital and Knowledge Management

to accelerate the pace of scientific and technological

advancement.

An economy focused on knowledge and information (intangible

assets), rather than material resources, production and

consumption.

Jay Hays

Observations

Dubai is a material city, a glittering spectacle in the world

Knowledge—as a capability—is not, yet, an internal

resource but a borrowed asset.

Both have significant implications.

Jay Hays

Knowledge Ecology (Ecosystem)—All of the dynamic

interdependent and interacting elements involved in knowledge

and capability-building, particularly learning, contributing to

robust, resilient viability and sustainable evolution of a

community, organisation, or society.

It is decidedly more difficult to define and measure knowledge

and learning than material assets.

A Great

Investment

in the Future

DIAC and

Knowledge Village

Jay Hays

Knowledge Ecology (Ecosystem)

Dynamic

Evolutionary

Resilient

Learning and Capability-Building

Sustainability

Interconnected

Unfortunately,

Knowledge can become obsolete, limiting,

and even counter-productive.

It is hard to know what we know that gets

in the way of knowing.

Learning is generally considered more important and

“renewable” than knowledge (hence expressions such as

lifelong or life-wide learning, and the importance placed

on “learning to learn”).

Unfortunately, learning has its own insidious nature.

Some “learning success strategies” paradoxically reduce

our openness and flexibility to learn and change.

Since learning can also limit us, we need to practice

“unlearning” and “relearning”, continually renewing what

we know and how we come to know, and critiquing and

enhancing our learning capabilities and strategies.

The biggest challenge is honestly and objectively

confronting what we know and believe and how

we approach the getting of truth.

This includes especially the identification of what

impedes us from learning and changing

What counts as knowledge

How we teach

Who is considered expert / authority

Knowledge Ecology (Ecosystem)

Complex Adaptive System

A Complex Adaptive System consists of multiple

interacting organisms and their environment.

System complexity makes it difficult to fully

understand and predict; and the nature of the

enduring relationships amongst agents and the

environment complicates change (but, also,

what will work, where, and how).

Community Expectations for Greater

Democracy and Empowerment

Dealt with Constructively

Successful Attempts

Opportunities to Exercise and

Develop Skills and Confidence

Workplace Demands for Greater

Democracy and Empowerment

Workplace Acquiescence for Greater

Democracy and Empowerment

Skills and Confidence

Failed Attempts

Demands for Greater

Productivity and Efficiency

Flattening

and

Downsizing

Training,

Development,

and Support

(-)

(+)

+/-

(+)

Morale, Stress,

and Fatigue,

Agitation +/-

(+)

(a)

(b)

(c)

(e)

(g)

(d)

(f)

(i)

(l)

(n)

(h)

(j)

(k)

Quality and

Productivity

(m)

(+)

Dynamics of Workplace

Empowerment and Democratisation

Dialogue and Exploration of

Outcomes and Strategies

Understanding of

Goals and Measures

Acceptance of

Goals and Measures

Classroom

Performance

Achievement of

Desired Outcomes

Intrinsic

Reward

Motivation

to Achieve

Assessment

Planning

Skill-Building Confidence

in Self

Knowledge

of Process

Education in Performance

Process and Environment

Confidence

in Process

Process

Facility

Use of

ProcessTRUST

Classroom Performance Improvement EnvironmentClassroom Performance Improvement Environment

Extrinsic Reward

and Recognition

Dialogue about

Performance

Skills Assessment

Professional

Development

Plan

Training

Coaching

Direction

Rewards and

Recognition

Challenging Work

Performance Feedback

Performance Targets

Continuous Improvement

Recruitment

and Retention

Induction

(Quality)

Values

Knowledge Management

Employer

of Choice

MIS

Vision

Behaviours

Individual

Performance

EvaluationWork Variety

Knowledge

and Skill

Organisational Performance

Mission

Strategy

Key

Objectives

Motivation

Voice

of the

Customer

Employee

Voice

Voice of the

Marketplace

& Technology

Team Spirit

PERFORMANCE ENVIRONMENT

Performance

Management System

Performance

Motivation

RewardsR+ for Participation

TaskCompetence

Self-Confidence

Goal Clarity

Resources

Training andProfessionalDevelopment

Task Design /Work Structure / Participation

Acceptance

Trust

Understanding

Coaching

Opportunities toExercise and Develop Skills

Confidence in the Process

Achievement ofDesired Outcomes

Accountability

Leadership Promotion, Commitment, and Involvement

CompellingVision

PurposePriorities

Skills

Assessment

Commitment

ExecutiveSponsorship and

Commitment

Imperative

Compelling

Vision

Risk

Objectives

School / DeptPromotion and

Commitment

Value

Acceptance

Credibility

ProgramDelivery

Understanding

Participation

Reinforcers

Provider

Performance

MotivationInvolvement

QualityStrategy

Dedication

of Resources

Opportunities:

• Career Advancement

• Networking / Social

• Intellectual• Rewards• Recognition• Incentives

The System and Dynamics

of Campus Change

Play

Understand

Needs

History

Vision

PurposeListening

Dialogue

Communication

Resources

OwnershipInfluence

Responsiveness

Image

Accountability

Professional

DevelopmentNew Knowledge

Confidence

Feedback

Reflection

PerformanceExpertise

Information

Service

Provision

Roles and

Responsibilities

Support

Priorities

Alignment

Shared

Values 1

2

3

4

5

6

7

8

9

11

13

15

1618Research

1722

Expectations

Networks

30

Goals

Collaboration#

?

?14

23

21

20

24

25

19

26

12

29

27

10

28

?

?

Leadership Dynamics in Organisations - 1

Clarity /

Compelling

Vision Values

(What’s Important)

Understanding

of System

Gap

Focused Effort

What we need to do;

What we need to have

Action

Motivation

(Ambition)

Accountability

Experience

Reflection

Emphasis on Learning

and Development

Self-Awareness

What Works;

What Doesn’t

(learning)

Ability /

Competence

Training, Education, and

Professional Development

Confidence

Performance

Achievement

SuccessTrustOpportunity

(Sought / Granted)

Purpose

Quick-Fix Availability /

Immediate Gratification

(-)

(+)

(-)(-)

(-)

(+)

(+)

(+)

(+)

(+)

(+)

(+)

(+)

(+)

(+)

(+)

(+)

(-)

(+)

(+)

(+)

Motivation5

Initiative6

Resourcefulness7

Autonomy /

Independence

Skills and

Knowledge

89

Confidence

Opportunity

to Engage12

Boredom1

Lassitude,

Apathy, Inertia,

Passivity 2

Self-Efficacy11

4

“Arousal”Frustration, Irritability

Restlessness 3

(+)

(+)

10

Teacher Choice

Discrete Content Discrete tests

Discrete Thinking

Inability or unwillingness

to solve complex problems

Unhappiness

and frustration

“Satisfaction”

evaluations

Societal

and global

problems

Demands for simple,

reducible approaches

Expectations

for simplicity and

reducibility

Pressures

and

Rewards

Teacher-

centred

Student

passivity and

dependence

Inability or unwillingness

to initiate or innovate

+

Poor performance

in the workplace

+

met +

unmet -

Examples of Socioecological Systems

Complex Adaptive System

Agents of a CAS act in concert / behave in a

unified way, learning in and adjusting intel-

ligently and proactively to changes in the

environment (not merely reacting).

This implies that they are self-directing

and show initiative.

Trying to cultivate a new kind of learner

Creative, Constructive, Contributing

It’s a culture

change

Them and

Us

A paradigm

shift

To do that,

To create learners

Who will learn differently and champion

and enable the knowledge ecology

We have to change

the way we educate

A key research challenge is to

investigate how we can do this

more effectively

Dr Joe Hays (Jay)

Professor of Leadership and Organisational Development

Institute of Management Technology

Dubai International Academic City (DIAC)

P.O. Box 345006

Dubai, United Arab Emirates

joe@imtdubai.ac.ae

Tel +971 4 4227244 (Professor Doctor Joe Hays) X118Mob +971 (0) 529 303 805

jay.hays3Institutional Webpage: http://www.imtdubai.ac.ae/dr-joe-martin-hays/

LinkedIn Page:

https://www.linkedin.com/in/jay-hays-743abb2b?trk=nav_responsive_tab_profile_picLeadership and Wisdom Site: http://jayhays.weebly.com/