The document is a series of slides from a presentation on knowledge management and knowledge sharing. It discusses various topics like the differences between data, information and knowledge. It also covers types of knowledge, how knowledge is exchanged and transferred, challenges and enablers of knowledge sharing, and the role of technology and leadership in knowledge sharing. The document uses examples, diagrams, quotes and references to discuss these topics over the course of 13 slides.

1. www.johngirard.net
1
john@johngirard.net

2. www.johngirard.net
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john@johngirard.net

3. “a
group
of
obviously
related
units
of
which
the
degree
and
nature
of
the
rela�onship
is
imperfectly
known”
www.johngirard.net
3
john@johngirard.net

4. Could
this
happen
to
you?
www.johngirard.net
4
john@johngirard.net

5. Data
Information
Communication
Culture
knowledge is "defined broadly
to include information, data,
communication and culture”
(p. 293)
What
is
knowledge?
Wisdom
Ackoff’s Apex
Understanding
Knowledge Knowledge
Wisdom:
Information
The collective and individual
Data experiences of applying
knowledge to the solution of
problems (p. 373).
The
Cogni�ve
Hierarchy
www.johngirard.net
5
john@johngirard.net

6. October 27, 1917
Q1 - What time is it?
Q2 – Where are these people?
Q3 – Why is the boy smiling?
The
difference
.
.
.
Data
to
Knowledge
Easier to document and Explicit
share
Contributes to Easier to
efficiency replicate
20%
Leads to
competency
Michael Polanyi 80% Tacit Carla O’Dell
Harder to articulate
Harder to steal
Higher competitive
advantage Harder to transfer
O’Dell, C. (2002, May). Knowledge Management New Generation.
Presented at the APQC’s 7th Knowledge Conference, Washington, DC.
Types
of
Knowledge
www.johngirard.net
6
john@johngirard.net

7. TACIT
n Ext
tio ern
za a
i
ial
liz
Soc
ati
on
EXPLICIT
TACIT
on
Co
Ikujiro Nonaka
ati
mb
liz
a in
rn a ti
on
Inte
EXPLICIT
Exchange
and
Transfer
of
Knowledge
http://www.youtube.com/watch?v=lH39xjXaLW8
The
importance
of
leaders
sharing
.
.
.
www.johngirard.net
7
john@johngirard.net

8. Measurement
Leadership
Process
Technology
Culture
A
New
View
Knowledge
Sharing
in
a
2.0
World
©
2012,
John
P.
Girard,
Ph.D.
Leadership
Transparency
Vision and example
Resources (including time) Measurement
Technology Culture Leadership
Help or hinder Need to Share vs Process
Technology
Need to Know
Culture
Security issues
Privacy
Tending toward
free Content Creators
A
li�le
TLC
goes
a
long
way!
Knowledge
Sharing
in
a
2.0
World
©
2012,
John
P.
Girard,
Ph.D.
www.johngirard.net
8
john@johngirard.net

9. 17
h�p://www.youtube.com/watch?v=Hzgzim5m7oU
The
Right
Message
“A
social
trend
in
which
people
use
technologies
to
get
the
things
they
need
from
each
other,
rather
than
from
tradi�onal
ins�tu�ons
like
corpora�ons.”
groundswell.forrester.com
TLC:
Technology
www.johngirard.net
9
john@johngirard.net

10. US
Adults
18%
24%
46%
23%
12%
2007
2010
US
18-­‐24
US
35-­‐44
US
55+
Creators
25%
37%
50%
34%
28%
Cri�cs
12%
21%
38%
20%
12%
Collectors
25%
51%
85%
54%
26%
Joiners
48%
73%
89%
73%
64%
Spectators
44%
18%
3%
17%
30%
Inac�ves
The
Social
Technographics™
Ladder
The
Power
of
YouTube
www.johngirard.net
10
john@johngirard.net

11. The
Genera�on
Game
Digital
Na�ve
or
Digital
Immigrant?
www.johngirard.net
11
john@johngirard.net

12. See
Sonia
Ben
Jaafer:
www.slideshare.net/KMMiddleEast
Twi�er
Revolu�on
New
Technology:
Always
Good?
www.johngirard.net
12
john@johngirard.net

13. The
Right
Technology
Including Ray Downey, Special Operations Command lost 95 men that day
– totaling 1,600 years of experience. (emphasis added)
TLC:
Leadership
www.johngirard.net
13
john@johngirard.net

14. Share
constantly
Respect
that
your
to
build
trust.
customers
and
Nurture
curiosity
employees
have
and
humility.
power.
Hold
openness
Forgive
failure.
accountable.
http://www.charleneli.com/resources/new-­‐rules/
Open
Leadership
http://www.slideshare.net/charleneli/openness-­‐audit
Openness
Audit
www.johngirard.net
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john@johngirard.net

15. “. . . there are known knowns; there are things we know that we know. There are known
unknowns; that is to say there are things that we now know we don’t know. But there are also
unknown unknowns — there are things that we do not know we don't know.”
A
leader’s
view
on
“knowing”.
.
.
Unknown Unknown
Knowns Unknowns
HP
Known Known
Knowns Unknowns
Comp
Intell
Knowns
and
Unknowns
www.johngirard.net
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john@johngirard.net

16. Somewhere on the West Coast
Unknown
unknowns
Impact
of
Culture
on
Communica�on
www.johngirard.net
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john@johngirard.net

17. h�p://www.triballeadership.net/what-­‐is-­‐tribal-­‐leadership/diagnosing-­‐culture
Tribal
Leadership
h�p://www.triballeadership.net/audio-­‐book
Free
Audio
Book
www.johngirard.net
17
john@johngirard.net

18. Emphasis
on
So�
Skills
It
is
clear
that
Arab
CEOs
favor
so�
skills
such
as
problem-­‐solving
and
communica�on
skills
over
the
ability
to
perform
rou�ne
tasks.
The
Interna�onal
Labor
Organiza�on
corroborates
these
finding
when
sugges�ng
that
employability
is
closely
linked
to
the
capacity
of
an
individual
to
adapt
to
change
and
the
ability
to
combine
different
types
of
knowledge
and
build
on
them
by
managing
self-­‐learning
throughout
his/her
working
life
Emphasis
on
So�
Skills
www.johngirard.net
18
john@johngirard.net

19. Hofstede:
Cultural
Dimensions
Canada
6
5
Singapore
USA
4
3
2
1
Japan
0
England
South
Africa
(B)
Australia
South
Africa
(W)
Power
Distance
Prac�ce
Power
Distance
Value
Cultural
Dimensions:
Power
Distance
www.johngirard.net
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john@johngirard.net

20. Cultural
Metaphors
Will
people
understand
your
message?
www.johngirard.net
20
john@johngirard.net

21. TACIT
n Ext
tio ern
za a
i
ial
liz
Soc
ati
on
EXPLICIT
TACIT
on
Co
Measurement
ati
Leadership
mb
liz
a in
rn a ti
on
Process Inte
Technology
Culture
EXPLICIT
Exchange
and
Transfer
of
Knowledge
14 November 2004
Wisdom
“With 3,600 stores in the United States and
Understanding
roughly 100 million customers walking
n
Knowledge
tio
Knowledge
ea
through the doors each week, Wal-Mart has
Cr
access to information about a broad slice of
ge
led
America Information
. . . The data are gathered item by
ow
Kn
item at the checkout aisle, then recorded,
mapped and updated by store, by state, by
Data
region . . . By its own account Wal-Mart has
460 terabytes of data.” ( 750,000 CDs 1 terabyte ~
1,000,000 MB)
Hurricane
The
Knowledge
Edge
–
The
Ul�mate
Goal
www.johngirard.net
21
john@johngirard.net

22. 43
— Bed
— Slumber
— Rest
— Night
— Pajamas
— Awake
— Pillow
— Blanket
— Snore
— Dream
* Developed by Nancy Dixon
Memory
Test*
www.johngirard.net
22
john@johngirard.net

23. TACIT
n Ext
tio ern
za a
i
ial
liz
Soc
ati
on
EXPLICIT
TACIT
on
Co
ati
mb
liz
in
na r a ti
on
Inte
Internalization Combination
EXPLICIT
Learning by doing Formal Education (MBA)
Experience Policies
Values/Ethos Data mining Teradata, 1991
Wal-Mart, 2004
TYLENOL® crisestuff
Crea�on
and
Transfer
of
Knowledge
The
Story
of
S of 1982 and 1986
We believe our first responsibility is to the doctors, nurses and patients,
to mothers and fathers and all others who use our products and services.
In meeting their needs everything we do must be of high quality.
We must constantly strive to reduce our costs
in order to maintain reasonable prices.
Customers' orders must be serviced promptly and accurately.
Our suppliers and distributors must have an opportunity
to make a fair profit.
We are responsible to our employees,
the men and women who work with us throughout the world.
Everyone must be considered as an individual.
We must respect their dignity and recognize their merit.
They must have a sense of security in their jobs.
Compensation must be fair and adequate,
and working conditions clean, orderly and safe.
We must be mindful of ways to help our employees fulfill
their family responsibilities.
Employees must feel free to make suggestions and complaints.
There must be equal opportunity for employment, development
and advancement for those qualified.
www.jnj.com/our_company/our_credo/
Our
Credo
(Johnson
&
Johnson)
www.johngirard.net
23
john@johngirard.net

24. We must provide competent management,
and their actions must be just and ethical.
We are responsible to the communities in which we live and work
and to the world community as well.
We must be good citizens – support good works and charities
and bear our fair share of taxes.
We must encourage civic improvements and better health and education.
We must maintain in good order
the property we are privileged to use,
protecting the environment and natural resources.
Our final responsibility is to our stockholders.
Business must make a sound profit.
We must experiment with new ideas.
Research must be carried on, innovative programs developed
and mistakes paid for.
New equipment must be purchased, new facilities provided
and new products launched.
Reserves must be created to provide for adverse times.
When we operate according to these principles,
the stockholders should realize a fair return.
www.jnj.com/our_company/our_credo/
Our
Credo
(Johnson
&
Johnson)
49
Socialization Externalization
Social spaces (Ba) After action review
TACIT
Master/apprentice Lessons learned
Storytelling Metaphor
n Ext
tio ern
za a
i
ial
liz
Soc
ati
on
EXPLICIT
TACIT
on
Co
ati
mb
liz
in
na r a ti
on
Inte
Internalization Combination
EXPLICIT
Learning by doing Formal Education (MBA)
Experience Policies
Values/Ethos Data mining Teradata, 1991
Wal-Mart, 2004
TYLENOL® crisestuff
Crea�on
and
Transfer
of
Knowledge
The
Story
of
S of 1982 and 1986
www.johngirard.net
24
john@johngirard.net

25. Records Artificial Communities
Data Management Intelligence of
Integration
Taxonomies Practice
Subject Expertise
Data Classification
Ontologies Locator
Warehouse
Document Enterprise After
Management Portal Action Review
Database Forms Web
Portal
Management Management
Group Ware
Virtual
Content Collaboration
Management Search
Engine
Storytelling
Data Information Knowledge
Management Management Management
* Developed by Denise Charbonneau (TBS) and Dr. John Girard
Interrela�onship
of
DM,
IM,
KM*
1. What was planned?
2. What happened?
3. What is the delta?
4. What do we do about it?
A�er
Ac�on
Review
www.johngirard.net
25
john@johngirard.net

26.
John Constable. Salisbury Cathedral, from the Meadows. 1831. Oil on canvas. Private collection, on loan to the National Gallery, London, UK.
Stone
Cu�er
or
Cathedral
Builder?
www.johngirard.net
26
john@johngirard.net

27. Purpose
of
Story
Ø Sparking
ac�on
Ø Communica�ng
who
you
are
Ø Transmi�ng
values
Ø Fostering
collabora�on
Ø Taming
the
grapevine
Ø Sharing
knowledge
Ø Leading
people
into
the
future
www.stevedenning.com/SIN-136-HBR-publishes-Telling-Tales.html
Storytelling
by
Steve
Denning
In
June
of
1995,
a
health
worker
in
a
�ny
town
in
Zambia
went
to
the
Web
site
of
the
Centers
for
Disease
Control
and
got
the
answer
to
a
ques�on
about
the
treatment
for
malaria.
Remember
that
this
was
in
Zambia,
one
of
the
poorest
countries
in
the
world,
and
it
happened
in
a
�ny
place
600
kilometers
from
the
capital
city.
But
the
most
striking
thing
about
this
picture,
at
least
for
us,
is
that
the
World
Bank
isn't
in
it.
Despite
our
know-­‐how
on
all
kinds
of
poverty
related
issues,
that
knowledge
isn‘t
available
to
the
millions
of
people
who
could
use
It.
Imagine
if
it
were.
Think
what
an
organiza�on
we
could
become.
HBR
May
2004
www.johngirard.net
27
john@johngirard.net

28. Snowden,
‘we
can
always
know
more
than
we
can
tell,
and
we
will
always
tell
more
than
we
can
write
down.’
However,
Snowden
suggests:
I
can
speak
in
five
minutes
what
it
will
otherwise
take
me
two
weeks
to
get
round
to
spend
a
couple
of
hours
wri�ng
it
down.
The
process
of
wri�ng
something
down
is
reflec�ve
knowledge;
it
involves
both
adding
and
taking
away
from
the
actual
experience
or
original
thought.
Reflec�ve
knowledge
has
high
value,
but
is
�me
consuming
and
involves
loss
of
control
over
its
subsequent
use.
Wri�ng
the
Future
Ø excite
change
in
a
very
large
bureaucra�c
organiza�on
Ø Five
years
in
the
future
Ø Balance
of
real
and
imaginary
Cri�cal
Success
Factors:
Ø Look
of
the
story
Ø Believable
Ø Execu�ve
Support
For complete stories see: www.johngirard.net
Guiding
Government
Leaders
into
the
Future
www.johngirard.net
28
john@johngirard.net

29. Ø excite
change
in
a
small
mid-­‐west
university
Ø Mock
interview
with
Dean
Ø Balance
of
real
and
imaginary
Cri�cal
Success
Factors:
Ø Real
Dean
Ø Realis�c
Journal
Ø “Now
I
get
it”
For complete stories see: www.johngirard.net
Guiding
Faculty
into
the
Future
Knowledge
Sharing
in
a
2.0
World
©
2012,
John
P.
Girard,
Ph.D.
Purpose
of
Story
Ø Sparking
ac�on
Ø Communica�ng
who
you
are
Ø Transmi�ng
values
Ø Fostering
collabora�on
Ø Taming
the
grapevine
Ø Sharing
knowledge
Ø Leading
people
into
the
future
www.stevedenning.com/SIN-136-HBR-publishes-Telling-Tales.html
Storytelling
by
Steve
Denning
www.johngirard.net
29
john@johngirard.net

30.
Powerful
Messages
www.johngirard.net
30
john@johngirard.net

31. h�p://www.youtube.com/watch?v=exiLL_ArCoc
www.johngirard.net
31
john@johngirard.net

32. A
New
Approach
to
Mee�ngs
h�p://www.youtube.com/watch?v=6FAsZ4J8O70
Can
social
technology
solve
the
problem?
Measuring
Success
www.johngirard.net
32
john@johngirard.net

33. h�p://www.youtube.com/watch?v=GEHilEXW_wY
A
word
on
incen�ves
67
h�p://www.youtube.com/watch?v=jnwQYwAnud4
Final
Thoughts:
The
Right
Message
www.johngirard.net
33
john@johngirard.net

34. John
P.
Girard,
Ph.D.
www.johngirard.net
34
john@johngirard.net