simple ideas - abu dhabi chamber of commerce
DESCRIPTION
John Girard's presentation to the Abu Dhabi Chamber of Commerce on 25 AprilTRANSCRIPT
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h�p://incpas.org/Member/Resources/CPAINPerspec�ve.aspx
Recent Ar�cle
About You
1. Name 2. Organiza�on 3. Posi�on 4. KM Story
Introduc�ons
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“a group of obviously related units of which the degree and nature of the rela�onship is imperfectly known”
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Could this happen to you?
What is knowledge?
knowledge is "defined broadly to include information, data, communication and culture”
(p. 293)
Communication
Data
Information
Culture
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The Cogni�ve Hierarchy
Knowledge
Information
Data
Ackoff’s Apex Wisdom
Understanding
Knowledge
Wisdom:
The collective and individual experiences of applying knowledge to the solution of problems (p. 373).
The difference . . . Data to Knowledge
October 27, 1917
Q1 - What time is it?
Q2 – Where are these people?
Q3 – Why is the boy smiling?
Types of Knowledge
Michael Polanyi
Easier to replicate
Leads to competency
Harder to articulate
Harder to transfer
Harder to steal Higher competitive
advantage
Contributes to efficiency
Easier to document and share
20%
80%
Explicit
Tacit Carla O’Dell
O’Dell, C. (2002, May). Knowledge Management New Generation. Presented at the APQC’s 7th Knowledge Conference, Washington, DC.
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Exchange and Transfer of Knowledge
Ikujiro Nonaka Socializ
ation Externalization
Interna
lization C
ombination
TACIT
EXPLIC
IT
EXPLICIT
TACIT
The importance of leaders communica�ng . . .
http://www.youtube.com/watch?v=lH39xjXaLW8
A New View of Communica�on Knowledge Sharing in a 2.0 World © 2012, John P. Girard, Ph.D.
LeadershipMeasurement
Process
Tech
nolo
gy Culture
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A li�le TLC goes a long way! Knowledge Sharing in a 2.0 World © 2012, John P. Girard, Ph.D.
Leadership
Transparency
Vision and example
Resources (including time) Technology
Help or hinder
Security issues
Tending toward free
Culture
Need to Share vs Need to Know
Privacy
Content Creators
LeadershipMeasurement
Process
Tech
nolo
gy Culture
New Technology
The Right Technology
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TLC: Leadership
Including Ray Downey, Special Operations Command lost 95 men that day – totaling 1,600 years of experience. (emphasis added)
Open Leadership
Respect that your customers and employees have
power.
Share constantly to build trust.
Nurture curiosity and humility.
Hold openness accountable. Forgive failure.
http://www.charleneli.com/resources/new-‐rules/
Openness Audit
http://www.slideshare.net/charleneli/openness-‐audit
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A leader’s view on “knowing”. . .
“. . . there are known knowns; there are things we know that we know. There are known unknowns; that is to say there are things that we now know we don’t know. But there are also unknown unknowns — there are things that we do not know we don't know.”
Knowns and Unknowns
Unknown Knowns
Unknown Unknowns
Known Knowns
Known Unknowns
Comp Intell
HP
Unknown unknowns
Somewhere on the West Coast`
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How do you inspire communica�on?
Our Credo (Johnson & Johnson)
We believe our first responsibility is to the doctors, nurses and patients, to mothers and fathers and all others who use our products and services.
In meeting their needs everything we do must be of high quality. We must constantly strive to reduce our costs
in order to maintain reasonable prices. Customers' orders must be serviced promptly and accurately.
Our suppliers and distributors must have an opportunity to make a fair profit.
We are responsible to our employees, the men and women who work with us throughout the world.
Everyone must be considered as an individual. We must respect their dignity and recognize their merit.
They must have a sense of security in their jobs. Compensation must be fair and adequate,
and working conditions clean, orderly and safe. We must be mindful of ways to help our employees fulfill
their family responsibilities. Employees must feel free to make suggestions and complaints. There must be equal opportunity for employment, development
and advancement for those qualified. www.jnj.com/our_company/our_credo/
Our Credo (Johnson & Johnson)
We must provide competent management, and their actions must be just and ethical.
We are responsible to the communities in which we live and work and to the world community as well.
We must be good citizens – support good works and charities and bear our fair share of taxes.
We must encourage civic improvements and better health and education. We must maintain in good order
the property we are privileged to use, protecting the environment and natural resources.
Our final responsibility is to our stockholders. Business must make a sound profit. We must experiment with new ideas.
Research must be carried on, innovative programs developed and mistakes paid for.
New equipment must be purchased, new facilities provided and new products launched.
Reserves must be created to provide for adverse times. When we operate according to these principles,
the stockholders should realize a fair return. www.jnj.com/our_company/our_credo/
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Impact of Culture on Communica�on
Tribal Leadership
h�p://www.triballeadership.net/what-‐is-‐tribal-‐leadership/diagnosing-‐culture
Free Audio Book
h�p://www.triballeadership.net/audio-‐book
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Emphasis on So� Skills
Emphasis on So� Skills
It is clear that Arab CEOs favor so� skills such as problem-‐solving and communica�on skills over the ability to perform rou�ne tasks. The Interna�onal Labor Organiza�on corroborates these finding when sugges�ng that employability is closely linked to the capacity of an individual to adapt to change and the ability to combine different types of knowledge and build on them by managing self-‐learning throughout his/her working life
Hofstede: Cultural Dimensions
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Cultural Dimensions: Power Distance
0
1
2
3
4
5
6 Canada
USA
England
Australia
South Africa (W)
South Africa (B)
Japan
Singapore
Power Distance Prac�ce Power Distance Value
Cultural Metaphors
Will people understand your message?
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Exchange and Transfer of Knowledge
Socializ
ation Externalization
Interna
lization C
ombination
TACIT
EXPLIC
IT
EXPLICIT
TACIT
LeadershipMeasurement
Process
Tech
nolo
gy Culture
The Knowledge Edge – The Ul�mate Goal
Knowledge
Information
Data
Knowledge Edge
Wisdom
Understanding
Knowledge
Know
ledge
Cre
ation
“With 3,600 stores in the United States and roughly 100 million customers walking through the doors each week, Wal-Mart has access to information about a broad slice of America . . . The data are gathered item by item at the checkout aisle, then recorded, mapped and updated by store, by state, by region . . . By its own account Wal-Mart has 460 terabytes of data.” ( 750,000 CDs 1 terabyte ~ 1,000,000 MB)
14 November 2004
Hurricane
Memory Test*
42
* Developed by Nancy Dixon
� Bed � Rest � Pajamas � Pillow � Snore
� Slumber � Night � Awake � Blanket � Dream
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Memory Test*
� Bed � Rest � Pajamas � Pillow � Snore
� Slumber � Night � Awake � Blanket � Dream
43
* Developed by Nancy Dixon
Knowledge Management
Information Management
Data Management
Artificial Intelligence
Expertise Locator
Records Management
Document Management
Database Management
Data Warehouse
Data Integration
Virtual Collaboration
Group Ware
Taxonomies
Ontologies
Enterprise Portal
Content Management
After Action Review
Forms Management
Search Engine
Web Portal
Storytelling
Subject Classification
Communities of
Practice
* Developed by Denise Charbonneau (TBS) and Dr. John Girard
Interrela�onship of DM, IM, KM*
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A�er Ac�on Review
1. What was planned?
2. What happened?
3. What is the delta?
4. What do we do about it?
The Right Message
h�p://www.youtube.com/watch?v=Hzgzim5m7oU
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Storytelling by Steve Denning
Purpose of Story Ø Sparking ac�on Ø Communica�ng who you are Ø Transmi�ng values Ø Fostering collabora�on Ø Taming the grapevine Ø Sharing knowledge Ø Leading people into the future
www.stevedenning.com/SIN-136-HBR-publishes-Telling-Tales.html
HBR May 2004
In June of 1995, a health worker in a �ny town in Zambia went to the Web site of the Centers for Disease Control and got the answer to a ques�on about the treatment for malaria. Remember that this was in Zambia, one of the poorest countries in the world, and it happened in a �ny place 600 kilometers from the capital city. But the most striking thing about this picture, at least for us, is that the World Bank isn't in it. Despite our know-‐how on all kinds of poverty related issues, that knowledge isn‘t available to the millions of people who could use It. Imagine if it were. Think what an organiza�on we could become.
Wri�ng the Future
Snowden, ‘we can always know more than we can tell, and we will always tell more than we can write down.’
However, Snowden suggests: I can speak in five minutes what it will otherwise take me two weeks to get round to spend a couple of hours wri�ng it down. The process of wri�ng something down is reflec�ve knowledge; it involves both adding and taking away from the actual experience or original thought. Reflec�ve knowledge has high value, but is �me consuming and involves loss of control over its subsequent use.
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Guiding Government Leaders into the Future
Ø excite change in a very large bureaucra�c organiza�on
Ø Five years in the future Ø Balance of real and imaginary
Cri�cal Success Factors:
Ø Look of the story Ø Believable Ø Execu�ve Support
For complete stories see: www.johngirard.net
Guiding Faculty into the Future Knowledge Sharing in a 2.0 World © 2012, John P. Girard, Ph.D.
Ø excite change in a small mid-‐west university
Ø Mock interview with Dean Ø Balance of real and
imaginary
Cri�cal Success Factors:
Ø Real Dean Ø Realis�c Journal Ø “Now I get it”
For complete stories see: www.johngirard.net
Storytelling by Steve Denning
Purpose of Story Ø Sparking ac�on Ø Communica�ng who you are Ø Transmi�ng values Ø Fostering collabora�on Ø Taming the grapevine Ø Sharing knowledge Ø Leading people into the future
www.stevedenning.com/SIN-136-HBR-publishes-Telling-Tales.html
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Can social technology solve the problem?
h�p://www.youtube.com/watch?v=6FAsZ4J8O70
A New Approach to Mee�ngs
Measuring Success
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A word on incen�ves
h�p://www.youtube.com/watch?v=GEHilEXW_wY
John P. Girard, Ph.D.
www.johngirard.net/782
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Are You Ready?
h�p://socialnomics.net/
TLC: Technology
“A social trend in which people use technologies to get the things they need from each other, rather than from tradi�onal ins�tu�ons like corpora�ons.”
groundswell.forrester.com
The Social Technographics™ Ladder
Inac�ves neither create nor consume social content of any kind
Spectators consume social content including blogs, user-‐generated video, podcasts, forums, or reviews
Joiners connect in social networks like MySpace and Facebook
Collectors organize content for themselves or others using RSS feeds, tags, and vo�ng sites like Digg.com
Cri�cs respond to content from others. They post reviews, comment on blogs, par�cipate in forums, and edit wiki ar�cles.
Creators make social content go. They write blogs or upload video, music, or text.
Creators
Cri�cs
Collectors
Joiners
Spectators
Inac�ves
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The Social Technographics™ Ladder
Creators
Cri�cs
Collectors
Joiners
Spectators
Inac�ves
US 55+ 12% 28% 12% 26% 64% 30%
US 18-‐24 46% 50% 38% 85% 89% 3%
US 35-‐44 23% 34% 20% 54% 73% 17%
2010 24% 37% 21% 51% 73% 18%
2007 18% 25% 12% 25% 48% 44%
US Adults
The Social Technographics™ Ladder
Creators
Cri�cs
Collectors
Joiners
Spectators
Inac�ves
2009 49% 46% 19% 48% 76% 9%
2007 38% 27% 14% 41% 39% 36%
South Korea Adults 2007 22% 36% 6% 22% 70% 26%
Japanese Adults 2009 34% 30% 11% 26% 69% 23%
www.globalwebindex.net
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Global Top Internet Sites (Reach)
1. Google 51% 2. Facebook 44% 3. YouTube 32% 4. Yahoo! 22% 5. Wikipedia 14% 6. Baidu 11% 7. Live 11% 8. Twi�er 10% 9. QQ 8% 10. Amazon 6%
1. Google.ae 2. Facebook 3. Google 4. YouTube 5. Yahoo! 6. Live 7. LinkedIn 8. Blogspot 9. Twi�er 10. Wikipedia
h�p://www.alexa.com/topsites/ 24 April 2012
The Power of YouTube
Could this happen to you?
25 www.sscs.ae [email protected]
Open Leadership
Respect that your customers and employees have
power.
Share constantly to build trust.
Nurture curiosity and humility.
Hold openness accountable. Forgive failure.
http://www.charleneli.com/resources/new-‐rules/
Tribal Leadership
h�p://www.triballeadership.net/what-‐is-‐tribal-‐leadership/diagnosing-‐culture
Google Alerts
h�p://www.google.com/alerts
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http://www.socialmention.com/
socialmen�on
h�p://www.socialmen�on.com/
Buffer
www.bufferapp.com
The Genera�on Game
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Digital Na�ve or Digital Immigrant?
Genera�on Z
Are we ready for them?
Is your organiza�on ready?
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What would you do?
82
Why Ma�ers Knowledge Sharing in a 2.0 World © 2012, John P. Girard, Ph.D.
> 800 million ac�ve users
> 400 million login daily
>350 million ac�ve mobile
users
130 friends is average
250 million photos up per
day
Average user connected to 80 pages
75% of users outside USA
70 languages available
According to Facebook
Personal or Organiza�onal
� 2,640,600 Facebook users live in UAE (age 18 or older)
� 2,023,400 Facebook users live in Dubai (18+)
� 403,580 Facebook users live in Abu Dhabi (18+)
� 4,311,580 Facebook users live in KSA (18+)
� 2,093,380 Facebook users live in Riyadh (18+)
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Social Media Ac�on Plan
Lead
Listen
Learn
Wikipedia 86
Wikipedia is driven by a global community of more than 150,000 volunteers—all dedicated to sharing knowledge freely. Over almost eight years, these volunteers have contributed more than 11 million ar�cles in 265 languages. More than 275 million people come to our website every month to access informa�on, free of charge and free of adver�sing.
Consider Crowdsourcing
Crowdsourcing is the act of taking a job tradi�onally performed by a designated agent (usually an employee) and outsourcing it to an undefined, generally large group of people in the form of an open call.
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Crowdsourcing http://www.youtube.com/watch?v=TCM7w11Ultk
Jeff Howe on Crowdsourcing
h�p://www.youtube.com/watch?v=exiLL_ArCoc
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Can social technology solve the problem?
h�p://www.youtube.com/watch?v=6FAsZ4J8O70
A New Approach to Mee�ngs
Final Thoughts: The Right Message
92
h�p://www.youtube.com/watch?v=jnwQYwAnud4
www.sscs.ae or www.km-‐me.com