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If you can recall useful data from raw
experience, you can use that data to predict future patterns. Your data has
become information. If you use this information in a defined context, it
becomes knowledge - a basis for decisions.
If you can survive the consequences of your decisions - you may be deemed
intelligent. If you can enjoy long-term benefits, you may be
assumed to have wisdom.
- Data concerns raw experience,
reactions and measurements
- Information is about measuring tools,
measurers and contexts
- Knowledge concerns skills,
discernment and relevance
- Intelligence is about making decisions and solving
problems
- Wisdom concerns insight,
benefits and consequences
Use systems coaching to make better decisions
with your knowledge, intelligence and wisdom.
Information Technology & Knowledge Management
Your skills as a manager depend on your ability to
identify, store and retrieve useful information to create a knowledge database -
a knowledge base primarily used for making wise decisions.
Knowledge
Management (KM) is more than information technology (IT). KM overlaps project
management and relationship management.
You can transfer information with a fax or email. You can transfer knowledge with
effective training, you can transfer skills with coaching and instill wisdom
with mentorship.
We use knowledge management to predict, cause and measure change:
- Proactive: What can we change?
- Reactive: How can we cope with change?
- Competition: How can we change it
better than others?
- Proof: How can we prove we changed it?
Systemic
Education .
Accelerated Learning
When do you learn?
You learn when you apply remembered experience. Your learning may
take a number of forms.
- Adaptive learning - you change (or adapt or react)
to your changing environment.
- Generative learning - you not only
adapt - you change how you perceive (or assess or
measure) your changing environment.
- Evolutionary learning - you not only adapt and perceive,
you change (or transform or transcend)
your identity within your changing environment.
- Systemic learning - you not only learn
to adapt, perceive and change identity, you learn how to
change (or manage or lead) your relationships within your changing environment.
Knowledge Management
Information only becomes knowledge in a context or system. You
can use Knowledge Management to find relevant information:
- Socialization: you acquire experience by
observation, imitation and communication
- Articulation: you transform experience into
knowledge
- Combination: you codify knowledge and combine
it with other knowledge
- Integration: you integrate knowledge into a
repertoire of competencies
Practical Knowledge Management
A human system's most valuable asset is the
condensed experience or knowledge of its members. Important or critical
knowledge can be captured in a Knowledge Base, and the knowledge structured for
communication and decisions. A Knowledge Base can include:
- Appropriate examples
- Best practices
- Coaching aids / training skills
- Insights & innovations
- Lessons learned
- Local procedural knowledge
For each step you can research “What to
know?” as well as “What to do?”.
Why is Knowledge important?
The data that your
or your organization knows is unlikely to ensure survival. What your or
your human system knows how to do with this data drives performance and success
in changing environments. Key questions include:
- Cost control: How can you control your support
expenses?
- Investment: Which concepts or resources should you
acquire?
- Operation: How can you retain profitable
customers?
- Productivity: What coaching or training will you
require?
- Processes: What record system will you need
tomorrow?
- Sales: What coming opportunities can you capitalize on?
Limits of Knowledge: Sharing Expertise
Critical knowledge may not be codified into rules,
examples and knowledge. In an organization, certain knowledge essential for
survival (critical knowledge) is often embedded in the behaviors of a few
people who appear to have expert skills that cannot be easily
duplicated. (A presupposition of expert modeling is that "Experts do not know how
they achieve expertise".)
Consider experts at mental mathematics. If you ask
such people how they can do mental math so quickly, you will
probably get a stunned look, followed by a smile and "I don't know".
If critical expertise could be replicated amongst members
of your organization - if they could learn faster than your
competitors - your organization will be more productive, more responsive
and more effective. Your organization is more likely to succeed in a changing
world.
Critical expertise in a knowledge base of critical expertise
includes four important elements:
- Expert skills and capabilities, analyzed into
behavioral strategies
- Expert knowledge
and competencies, organizational routines, habits and world view
- Expert infrastructure
for producing, processing and disseminating knowledge
- Expert methods of accessing, communicating and utilizing
information
An effective Expert Modeling program
not only replicates critical expertise
across a team or work force, but also trains your on-site trainers to
continue this program unaided.
From Expert Knowledge to Expert Performance
Expert Modeling combines systemic coaching,
accelerated learning, value theory, typological analysis, behavioral
psychology and
management science to duplicate excellence. We use Expert
Modeling to decompose skills, create models and transfer
competence, as part of management and organizational development.
To provide the defining feature of expertise, unconscious
competence, our Expert Modeling trains people by duplicating the beliefs,
values, attitudes, heuristics, mental processes and physical activities that
characterize proven expert performance.
Elicit Expertise
- Identify the critical expertise
- Identify appropriate experts
- Elicit components of expert skills
- Decompose expert skills
- Compose an expert model
Model Expertise
- Ensure experts perform expertly
- Synthesize components of expertise
- Identify elements of knowledge base
- Identify critical interconnections
- Test and refine the model
Duplicate Expertise
- Formulate a final model
- Present a pilot training
- Formalize training program
- Train in-house trainers
- Provide mentorship
Expert Elicitation . Expert Modeling
. Expert Duplication
Do you want leadership coaching or systemic coach training?
Do you want to coach individuals, partners and teams to resolve complex
problems and challenges? Contact us.
Copyright ©
Martyn Carruthers 2004-2008 All rights reserved.
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