New Agora

This is the presentation I gave at KM Australia 2009:

[notes follow below the fold]

Some context around the slides:

• Strategy for KM can't be based around the org chart
• Organisations are not a static architecture, nor just a deterministic clockwork model, or even a complex computer algorithm
• They are living, evolving things and we need to recognise that they can't be directly controlled
• Our role is that of a gardener rather than an engineer
• Principles to use when designing KM strategies:
  • Knowledge Systems, Problem Solving models, and the KM objectives chain
  • Knowledge Systems is a term I use to designate groupings of at least one person, plus zero or more Information Systems (may be computer-based, or something as simple as a diary or journal)
  • Cannot just group people and IS together arbitrarily. To be a "system", there must be shared context, or common understanding, between the various components of the system. Implies things like common use of language, gesture and action
  • Organisations are made up of many, many knowledge systems, each of which has a complex set of interactions and feedback loops
  • The broader a KM intervention (ie the more Knowledge Systems it affects), the harder it is to predict the result of that intervention
  • Having a model for how Problem Solving is done is essential for identifying weaknesses in organisational patterns. My model (a personal one based on Joe's work) helps KM to plan where interventions may be most useful
  • KM Objectives Chain is most useful for reinforcing the idea that some KM-related activities, while useful, may be blocked if strategies don't follow right through to their intended outcome. For example, writing down knowledge (codification) won't help unless it gets distributed and read. And reading it won't help unless groups incorporate that knowledge into their worldview
• Tactics to use in implementing a strategy:
  • Particularly if you are dealing with skeptical management, start with zero net-cost improvements. "Cost" in this case means zero cost in terms of staff time rather than money -- the quickest way to kill a KM initiative is to ask people to do extra work than they are already doing
  • A message that was heard repeatedly at KM Australia -- you need to have the trust of staff first. When they trust in your ability to help them, they will approach you. Until then, concentrate on simple results that can yield real benefits while simultaneously laying the groundwork for future improvements