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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
We coach people to make better decisions.
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.
We create knowledge ... which re-creates us.
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:
- Best practices
- Lessons learned
- Appropriate examples
- Insights and innovations
- Local procedural knowledge
- Coaching aids / training skills
For each step - research “What to
know?” as well as “What to do?”.
Why is Knowledge important?
The data that you
or your organization knows is unlikely to ensure survival. What
you or your human system knows how to do with this data drives
performance and success in responding to 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 exactly 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 really 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 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
Our effective Expert Modeling
programs 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
Our Expert Modeling
integrates 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 individual, family team or organizational development.
To duplicate the defining feature of expertise, the ability to be
an expert without thinking about each step, often called unconscious
competence, we
train people by duplicating the beliefs, values, attitudes, heuristics,
mental processes and physical activities that characterize proven
expert performance. Here is an overview:
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
coach training?
Do you want to resolve complex problems and challenges?
Plagiarism is theft. Copyright ©
Martyn Carruthers 2004-2011 All rights reserved.
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