Army Operational Knowledge

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Presentation to Fort Leavenworth
Army Operational Knowledge
Management Qualification Course
(AOKMQC)

on

5 May 2011

Presentation slides courtesy of R.A. Dalton, CKMP, Master Facilitator, Author of the
Ebook

"Knowledge Transfer for the Military Leader"

The background graphic used in this presentation may
not

be used in other presentations
.

My mission as a Knowledge
Manager is to connect people to
allow them to resolve their
problems and improve their
performance.


As
a Knowledge
Manager the only
direct power I have is the ability to
persuade and influence people in
order to affect outcomes.


I will accomplish my mission by
primarily utilizing Knowledge
Transfer techniques and
methodologies.

The two primary strategies currently in
use among military KM Professionals


Techno
-
Centric Strategy
: Relies almost solely on highly
centralized technology controlled and driven by the HQ as
the primary method of knowledge transfer within the
command. Currently the majority of military Knowledge
Management professionals use this approach as it is easier
to execute, is more visible to leadership and controllable by
them, and there are less “
human problems
” to deal with.


Human
-
Centric Strategy
: Relies primarily on empowering
organizational leaders and improving human
-
to
-
human
knowledge transfer at all unit levels with technology purely
in a supporting role as needed. More difficult to execute as
it requires a good knowledge of human psychology and
motivation but has a much better payoff at all levels when
done correctly.

While technology will be an
important enabler, Knowledge
Management is first and foremost
a
human

centric field. Lose sight of
this and you will fail!

The goal of military knowledge
transfer is very simple


Find
those that have military
experience and knowledge of value
and transfer it as rapidly and easily
as possible to those who need it
.


Knowledge
is a highly individual
commodity having an extremely
short shelf life, especially in war
time.


In the online environment
we
deal with
individual

Soldiers, not units. In the online
environment Soldiers want and expect to deal
directly

with other Soldiers just as they do in the
physical world they face every day. Senior
leaders tend to talk
units
. Military knowledge
transfer must primarily talk
Soldiers
.

The validation issue:

Who
validates
Soldier generated
informal
knowledge
to
ensure its correct?


Answer:

The
profession does, and this has
almost always been the case either
online or in person
.

Falling into the traps


Don’t focus the majority of your
efforts on your commander or the
staff
!


Avoid the urge to control!


Don’t over
-
rely on technology to
execute KM within your
organization

Socialization and social learning




Unstructured socialization



Structured socialization

On the battlefield

and in the classroom




Tactical debriefings.



In the classroom or in training.



Major Knowledge

Transfer Impediments


Knowledge
Transfer Impediment #1
-

What’s in it for me? (WIIFM)



Knowledge
Transfer Impediment #2
-

Military security



Knowledge
Transfer Impediment #3


Perceived erosion of
traditional authority and control



Knowledge
Transfer Impediment #4
-

Lack of middle to senior level
leader buy
-
in



Knowledge
Transfer Impediment #5
-

Lack of trust



Knowledge
Transfer Impediment #6


Culture

Level of trust I have in the other individual

Willingness to share my personal


knowledge and experience with other individual

None

Complete

None

Total

Level of Trust Versus Willingness to Shar
e

Three Knowledge Transfer
Technologies which we know work


Communities of Practice



Wikis



Games

Missed Opportunities



Harnessing Retirees



Analyzing excellence.



Exploiting ARFORGEN


Let’s now talk about your tasks as a
knowledge manager

KM Section Task #1



To work with leadership to build a casual
knowledge sharing environment and
culture throughout the organization.


KM Section Task #2



To improve situational awareness
throughout the organization.


KM Section Task #3



To train our leaders on knowledge sharing
and transfer techniques they can use with
their Soldiers.

KM Section Task #4



To train and promote the use of online
collaborative publishing throughout the
organization.

KM Section Task #5



To train and promote the use of military
gaming for knowledge transfer.

KM Section Task #6



To train and promote the use of
communities of practice and professional
forums.


KM Section Task #7


To analyze excellence, when it is
recognized through organizational award
programs, and allow others to benefit from
lessons learned from those who were
recognized.


KM Section Task #8



To transform the traditional training
process through the integration of social
learning techniques when and where
appropriate.

KM Section Task #9



Integrate structured socialization into the
fabric of our organization in order to build
trust and increase communications
between our organizational personnel.

KM Section Task #10


Provide easy to use global online reach
-
forward and reach
-
back capabilities to
access in near real time knowledge and
experience 24/7 to our leaders and
Soldiers when needed and where needed
.


KM Section Task #11



Eliminate organizational continuity breaks
caused through loss or turn over of
personnel.


KM Section Task #12



Decrease the use of email internally
throughout the organization when and
where practical.

KM Section Task #13



Work with organizational security
personnel to minimize security policy
impact on knowledge transfer.

KM Section Task #14



Identify new knowledge and experience of
value to our organizational lessons learned
section for further exploitation.

KM Section Task #15


Shorten the learning curve for new
organization personnel by providing
immediate online access to relevant,
knowledgeable and experienced subject
matter experts and mentors.

KM Section Task #16



Decrease negative outcomes for first time
real world contact experiences for our
personnel.

KM Section Task #17


Set up and operate an organization wide
program that utilizes and exploits retiree
knowledge and experience to the benefit
of our organizational Soldiers and leaders.

KM Section Task #18


Work closely with our organizational IT
section to ensure availability to our
personnel of state
-
of
-
the
-
art knowledge
transfer software tools.

A practical social learning and

knowledge transfer exercise


Break down into small groups based on the group
number chit you
selected
earlier.


Each person in your group tells his/her story of the most significant
professional or job based experience that occurred in their last assignment
and what they learned from it. This story must come from the paper which
you prepared prior to arrival at the course as part of course requirements.


At the end of the story the rest of the group members may ask questions of
the story teller.


Number
chits marked with a green highlighter
“X” start first in their group.
Go
clockwise
from
there until all members of the group have had a chance to tell
their story.


Your group has 40 minutes to complete this exercise.


At the completion of the exercise each person will turn in their papers to the
course leader and you must also post your story from the paper as a
discussion thread in a military community of practice which serves your
profession, branch or job function in order to share what you have learned
with your peers.