KMA in DC 2016 John Lewis - Meetupfiles.meetup.com/9306532/KMA in DC March 2016 John Lewis Slides… · 3/18/2016 KMA World Bank Dr. John Lewis, Ed.D. @ExplanationAge [email protected]

Organizational Learning:

The Deeper Purpose of

Knowledge Management

3/18/2016 KMA World Bank

Dr. John Lewis, Ed.D.

@ExplanationAge

[email protected]

Note: Proprietary Intellectual Property.

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Topics

Mental Models (What is Sense-Making?)

Mental Models of Learning

The Innate Lesson Cycle

© CoHero-Institute.com

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Treasure Map Exercise (1 of 2)


3

YOUAREHERE

Which way to the treasure?

1 – Left then Right

2 – Right then Right

3 – Right then Left

Treasure Map Exercise (2 of 2)


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YOUAREHERE

Directions are “Left then Right.”

Use which treasure map? A or B?

B

A

Sense-Making: Requires Inference Between Descriptive and Prescriptive Knowledge

Why do people press elevator

buttons repeatedly?

Incorrect Mental Model

Correct Inference


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Mental Model:(Descriptive)

MapsHow You Think It Works

Actions:(Prescriptive)

DirectionsHow You Try To Work It

Inference

Sense-Making: Requires Inference Between Descriptive and Prescriptive Knowledge

Why do people press elevator

buttons repeatedly?

Incorrect Mental Model

Correct Inference


6


MapsHow You Think It Works


DirectionsHow You Try To Work It

Inference

(Black Box) (Craft)

The Power of Mindset(Do you believe your intelligence is static, or can be developed?)


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Fixed MindsetGrowth Mindset


Desire to Look SmartDesire to Learn

Inference

In the Fixed Mindset, when you fail, you’re a Failure

In the Growth Mindset, when you fail, you’re Learning

Knowledge Sharing(Do you believe in the conversion of knowledge types?)


8


SECI: Knowledge Types


Knowledge Sharing

Inference

Knowledge & Innovation Management(Do you believe KM is based on knowledge types or learning?)


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Learning Models


Knowledge & Innovation Management

Inference

“A Change Agent is only as good as their model”

Topics

Mental Models

Mental Models of Learning (What Does Learning Look Like?)

The Innate Lesson Cycle


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Learning as Fundamental


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Non-Learning Organization Learning Organization

Product / Service

Learning Product / Service

Learning

The average life expectancy of a Fortune 500 corporation is 40 – 50 years.

Those that exceed this life expectancy are adaptive, learning organizations.

Learning Levels(There is No Organizational Learning Without Individual Learning)

Organizational Learning

Team / Group Learning

Individual Learning


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Speak from a Single Voice

Organizational Memory

Authoritative Answers KM

Speak from Several Voices

Collective Memory

Collaborative KM

Speak from a Single Voice

Individual Memory

Personal KM

Inadequate Mental Models of Learning


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Problem Solution

ExpertNovice

HINT: An Arrow does NOT provide sufficient explanation of the process

Or it doesn’t work.It either works..

Single and Double Loop Learning (Argyris)


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Governing Variables

Action Strategy

Consequences

Single-loop Learning

Double-loop Learning

Chris Argyris

Single and Double Loop Learning (Lewis)


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Model Manage Measure

Productive Learning

Inventive Learning

John Lewis, The Explanation Age: Model-Manage-Measure Framework

Single and Double Loop Learning (Matrix)


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Product ive

Inv

en

tiv

e

Expert

Pioneer

Novice

Thought Leader(Fear Area)

John Lewis, The Explanation Age: Knowledge Economy Learning Matrix & The Learning “S-Curve”

Measure: Reaching Wisdom via DIKW

Wisdom

Knowledge

Information

Data

The inclusion of Informationwithin this model is problematic since Wisdom is also presented through information.

There is also not a path to wisdom which is readily supported by the other elements.

DIKW is not a working maturity model.


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Measure: Reaching Wisdom via DKDLW

Wisdom

Lessons

Decisions

Knowledge

Data

Knowledge Systems need to have the goals of providing data, producing knowledge from data, presenting data and knowledge to support decision making, presenting lessons learned from decisions, and finally, presentingexamples of wisdom, in how the learnings of lessons are being leveraged.


18John Lewis, The Explanation Age: DKDLW

Topics

Mental Models

Mental Models of Learning

The Innate Lesson Cycle (What if business looked like learning?)


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The Innate Lesson Cycle (ADIIEA):(pronounced uh-dee-uh – follows natural storytelling pattern)

Starting from our normal routine

(Automation), we encounter

something out of the ordinary

(Disruption) and begin to look

deeper into the situation

(Investigation).

Then we think of some ideas

(Ideation) and put a plan into

action (Expectation).

With a sound plan, we eventually

see positive results (Affirmation),

and over time, we settle into a

new routine (Automation).


20Autopilot and Status Quo

ADIIEA Mindsets: 3 Workability Beliefs

Some people say that “it either works or

it won’t work.”

But they are skipping over the

workability belief that all projects must

operate within: “it could work.”

Working is sometimes defined as

including a certain amount of loss,

waste, harm, relearning, or even failure.

Our fundamental disputes are usually

about the definition of workability.


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ADIIEA Mindsets: 3 Response Modes

In reviewing the world’s languages, the first fundamental commonality we find is for the types of thoughts we wish to convey—and the clues are found at the end of each sentence

The mind is either:

Asking a question, and we communicate this using a question mark (?)

Making a reflective statement, and we communicate this using a period (.)

Making an emphatic reactive statement with conviction, and we communicate this using an exclamation point (!)


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6 Phases of Learning / Change (ADIIEA)(pronounced uh-dee-uh - aka Innate Lesson Cycle, and CoHero Change Cycle)

1. Automation – (A State of Mind)Does Work / Reactive (Routine)

2. Disruption –Won’t Work / Reactive

3. Investigation –Won’t Work / Questioning

4. Ideation –Could Work / Questioning

5. Expectation –Could Work / Reflective

6. Affirmation –Does Work / Reflective


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ADIIEA vs Kolb Experiential Learning Cycle(Full-Cycle Learning)


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1. Concrete Experience

2. Reflective

Observation

3. Abstract Conceptualization

4. Active

Experimentation

ADIIEA vs B.F. Skinner’s Programmed Instruction(Half-Pipe Learning)

Traditional education is based on

“half-pipe” instruction, which only

supports half of our natural

learning cycle

Drill & Practice

“The 1st fire drill is disruption

– the 10th is routine”

Education & Training

“Here’s what works – now

you try it”

Half-Pipe Learning worked for

the Industrial Age, but not the

Knowledge Economy


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Operant

Conditioning

Questioning Skills(Design Thinking)

Einstein is seen as creative for his

theory of relativity, but he asked a

question: “What would I see if I

could ride on a beam of light?”

Some teachers feel that providing

students with questioning skills will

undermine the authority they need

to deliver the answers

Providing students with learning

questions, instead of just learning

objectives, will move the mind out

of the half-pipe to begin experiential

learning (not just rote)


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?“Imagination is more important

than knowledge” -- Einstein

Management IS Learning

“We will never transform the

prevailing system of management

without transforming our

prevailing system of education.

They are the same system.”

W. Edwards Deming


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Management IS Learning

“Learning may be the only

sustainable competitive advantage.”

“Fragmentation, or making learning

an “add-on” to people’s regular work,

has limited more organizational

learning initiatives than any other

factor.”

Peter Senge


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ADIIEA vs Waterfall DevelopmentA Linear Approach


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1. Requirements

Analysis

2. Design

3. Develop

4. Test

5. Deploy / Maintain

ADIIEA vs Agile DevelopmentA Non-Linear Approach


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1. Requirements

Analysis

2. Design

3. Develop

4. Test

5. Deploy / Maintain

ADIIEA vs Requirements / Project ManagementProject Management Institute (PMI) Methodology with 5 Process Groups


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1. Initiating

2. Planning 3. Executing

4. Controlling

5. Closing

Plan-Do-Check-Act (PDCA Thinking Model)

1. Plan

Establish Objectives and

Create a Plan of Action

2. Do

Implement the Plan

3. Check

Compare Actual Results with

Expected Results

4. Act

Investigate Reasons Why

Results Are Not As Expected


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4. Act

1. Plan

(A Prescriptive Path Through ADIIEA to Manage Change)

2. Do

3. Check

Six Sigma (DMAIC Thinking Model)

1. Define & Measure

Define problem; measure variation

2. Analyze

Use statistical methods to

determine root causes

3. Improve

Create ideas for improvement

and implement plan

4. Control

New routines should reduce

production variations to less

than 3 defects per million units

(6 sigma measurement)


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Define &

Measure

Analyze

Improve

(A Prescriptive Path Through ADIIEA to Reduce Defects)

Improve

Improve

Control

SOAP (Healthcare Documentation Model)

1. Subjective

The patient’s complaint of the

problem or symptom

2. Objective

The healthcare provider’s

initial observations

3. Assessment

A medical diagnosis/analysis

4. Plan

The strategy for treatment


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Assessment

Plan

(A Prescriptive Path Through ADIIEA)

Subjective

Objective

Managing Grief Emotions

1. Denial of the Disruption

2. Anger about the Disruption

3. Frustration of Feeling Stuck

4. Depression of Won’t Work

5. Exploration of Could Work

6. Decision to Move On

7. New Hope in Expectation

8. New Confidence in Affirmation

9. Integration into New Routine


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1. Denial

2. Anger

6. Decision

(Adapted from Kubler-Ross Grief Change Curve)

8. New

Confidence

7. New

Hope

9. Integration

4. Depression

3. Frustration

5. Exploration

Policy Making (not politics)

1. Complaints - dissatisfied with status quo

2. Research - Determine root causes

3. Ideas - Improvement ideas generated

4. Selection - Improvement idea selected (submit bill)

5. Support - Finding support (votes) for new idea

6. Agreement - Finding agreement (bill signed)

7. New Policy - Mandated routine (law) for status quo


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3. Ideas 4. Selection

(Policies are made in homes, organizations, and countries)

1. Complaints

2. Research 5. Support

6. Agreement

7. New Policy

Psychology of Business & Leadership(Thinking Fast & Slow: Individuals AND Organizations)


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Full-Cycle (R&D):

Thinking Slow

Transformational Leadership

Half-Pipe (Operations):

Thinking Fast

Transactional Leadership

Leadership IS Leading Change in a Learning Organization

Leaders can be evaluated

against the requirements of

Transformational Change

Team Strengths and

Weaknesses Identified

Innovation is more

than “creativity”


3838

Enthusiasm

Self-Efficacy

Boldness Integrity

Resilience

Vision

Accountability

Composure

Authenticity

Patience

Courage

Stamina

Team Member Dynamics


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Why do they keep adding features, when we are already out of

time?

Why do they keep resisting change, when some of my ideas are

actually brilliant?

Why do they keep guessing and testing,

when we have evidence-based facts?

Why do they keep launching new projects without understanding

root causes?

Why do they keep deploying projects

without preparing for the obvious risks?

Why do they keep making changes to what is working, when I have

work to do?

Example: Team Member Distribution(Are All Phases Represented? What Team Dynamics Do You Expect?)


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Patrick Freeman

Larry Jones

Brian Frank

Steve Lee

Jane Doe

Leslie Moore, Bill Smith

Denise Hamilton, Susan Lewis,

Daniel Washington

Organizational Cultures(3 Companies/Cultures involved in making the PC mouse an industry standard)


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3. Microsoft made Mouse/GUI

the industry norm

1. Xerox invented the first PC

with a Mouse and GUI 2. Apple launched the Lisa,

then the Macintosh

Knowledge & Innovation Management(Supporting the Full-Cycle of Learning with KM Systems/Processes/People)


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Answer

Systems

BI

Systems

Business Rules

Systems

Workflow

Systems

Case-based

Systems

Ideation

Systems

Collaboration

Systems

Dashboard

Systems

Project-based

Systems

Risk/Decision

Systems

Discovery

Systems

Generalized Robotics will Own Automation

World Economic Forum 2016:

5.1 million jobs lost to disruptive labor market changes by 2020

First time in recorded history that most humans are not just “labor”

Education / Leadership / KM need to move us into Innovation


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Summary: The Explanation Age

“Lewis poses the tantalizing

proposition that poor results in

education, innovation and

policy-making are rooted in a

breakdown between the rational

mind and the fundamental

models that govern institutions.” – Kirkus Discoveries


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Dr. John Lewis, Ed.D.

[email protected]

@ExplanationAge

[email protected]

Documents

KMA in DC 2016 John Lewis - Meetupfiles.meetup.com/9306532/KMA in DC March 2016 John Lewis Slides… · 3/18/2016 KMA World Bank Dr. John Lewis, Ed.D. @ExplanationAge [email protected]