1. Pedagogic Framework in IntelLEO Kai Pata TLU IntelLEO Vancouver Meeting

2. Outline 1. State of art of Pedagogical Framework 2. SECI model application in IntelLEOs 3. How is organizational responsiveness supported by SECI model application in IntelLEOs: IntelLEO innovations 4. How IntelLEO SECI model is part of IntelLEO Implementation model

3. 1. State of art of Pedagogical framework We have described the IntelLEO pedagogical framework innovations in D.1.1 and explained the framework in D.1.3 (Chapter. 3 IntelLEO methodology concept). D.3.2 does not present the more elaborated version of IntelLEO pedagogical framework since we have to validate the existing framework in the IntelLEO implementation.This validation will be based on IntelLEO implementation in BCs, using various evaluation instruments. The final Implementation Framework (D.4.2) will address the validated pedagogical baseline of the IntelLEO project - organizing the LKB processes in Extended Organizations (EOs) using the SECI (socialization - externalization - combination - internalization) model phases.

4. 2.1.IntelLEO SECI framework IntelLEO project suggests that the systemic approach to LKB and knowledge management in organisations and across organisational borders should be useful to achieve organisational responsiveness. The systemic approaches in knowledge building for example double-loop learning (Argyris, 1977) and knowledge management model in organisations (SECI model) (Nonaka & Takeuchi, 1995) would allow creating synergy between different LKB processes in IntelLEO.

5. 2.2.IntelLEO SECI framework

6. 3.1.Responsiveness in organizations IntelLEO assumes that responsiveness in organizations is a quality that can be achieved if organizations and its members are involved into the spiral of knowledge building across temporarily connected organizations with different LKB cultures following SECI phases. In this extended organization individuals can contribute to both organization’s knowledge, and may proactively learn from it, as well as, from other individuals using networking, self-directed planning and reflecting and collaborative knowledge building. Thereby, both organizations can keep themselves updated with the innovative ideas and practical solutions, which increases their responsiveness to challenges.

7. 3.2. How IntelLEO SECI model is innovative Using SECI to create synergy between LKB actions, thus increasing motivation to perform LKB

8. 3.3.Important dimensions of organizational responsiveness The following aspects may increase organizational responsiveness (see concept map in D.1.1, figure 2): 1. The presence of knowledge exchanges among employees (Bray et al., 2007; Weick and Roberts, 1993; Hoyt, 2002) a. Improved collaboration opportunities (Jacobs, 2003; Bray et al., 2007) b. Knowledge exploration and knowledge exploitation processes among employees (Bray et al., 2007) c. Possibility for socially and collaboratively constructing responsiveness in organisations (Jacobs, 2003) d. Increased chances for reflective conversation and dialogues (Jacobs, 2003; Kent et al., 2003) SOCIALIZATION & COMBINATION

9. 3.4.Important dimensions of organizational responsiveness 2. Distributed intelligence and dispersed learning processes carried out within loosely coupled different organisations(Brusoni et al., 2001; Orton & Weick, 1990) 3. The opportunity for employees within an organisation to use knowledge to adapt their actions to appropriately fit environmental conditions (March, 1981; Daft & Weick, 1984; Weickand Roberts 1993; Clippinger 1999; Bray et al., 2007). CROSS-ORGANIZATIONAL EXTERNALIZATION & INTERNALIZATION

10. 3.5.Resposniveness definition in IntelLEO For IntelLEO project the responsiveness of an IntelLEO is corporate performance in which individuals are motivated to proactively take part in LKB activities across organisational borders. Instead of looking the actual responsiveness of organisations to the challenges, which is difficult to measure in short time period when the technical IntelLEO solutions would be ready and used in organisations, IntelLEOaims to look at the presence of the prerequisites of organisational responsiveness in the IntelLEO cases (as were proposed in the previous slide). The motivated use of LKB activities in IntelLEO, particularly and change and the increase of LKB practices in IntelLEO cases compared with the initial situation would be an indicator that these organisations have the required preconditions to be responsive

11. 3.6. Motivated LKB as an indicator for organizational responsiveness

12. 3.7.Motivated LKB as an indicator for organizational responsiveness IntelLEO tools and services will help to increase the motivation of individual learners to take part in cross-organisational LKB. These motivational support areas are: 1) Support of self-regulated achievement of learning and performance goals; 2) Support of social embeddedness and collaboration; 3) Fostering of self-efficacy.

13. 3.8.How IntelLEO SECI framework is innovative Using SECI as a pedagogical model instead for merely knowledge management PROLEARN developed SECI-based frameworkfor constructing a Professional Learning Process Framework (Naeve et al., 2007), focusing on the links between individual and organisational learning based on the interaction processes at the workplace. INNOVATIONS: However, PROLEARN model focuses mainly on reflective practices in networking and collaboration, leaving the self-directed planning and reflection of competence development paths aside, which we will address in IntelLEO SECI model.

14. 3.9.How IntelLEO SECI model is innovative Using SECI across organizations In order to model knowledge transitions between the two cooperation spaces APOSDLE uses Nonaka’s SECI-model of knowledge creation (Nonaka, 1994) which conceptualizes knowledge creation within organisations as a spiralling process of conversions between explicit and tacit knowledge. INNOVATIONS:Although using the SECI model, APOSDLE approach is based on single organisation, without focusing on socialization (networking) phase of SECI.

15. 3.10.Cross-organizational SECI application Using SECI across organizations Rice & Rice (2008) propose key elements in cross-organisational implementation of SECI for project management: Socialization: Focus on potential barriers to personal knowledge exchanges and employ systems across organisations. INNOVATION: IntelLEO will develop tools that support cross-organizational collaboration and networking and learning/working group formation

16. 3.11.Cross-organizational SECI application Rice & Rice (2008) propose key elements in cross-organisational implementation of SECI for project management: Externalization: Creative development of systems to aggregate (accumulate) tacit knowledge across organizations The greatest challenge in the multi-organisational context is in externalization that is contextually and culturally constrained and embedded within individuals and small groups. INNOVATION: IntelLEO will develop and the learning path creator for enabling individuals to combine learning paths to achieve competences and learn from the resources of knowledge objects externalized by other people in the organisations.IntelLEO will develop the ontology support systems for harmonization of individual and cross-organisational knowledge

17. 3.12.How IntelLEO SECI is innovative Rice & Rice (2008) propose key elements in cross-organisational implementation of SECI: Combination: Develop multi-organisational routines and solidify shared commitments and mental modelsThey emphasize that the explicit knowledge created in cross-organisational combination activities is more easily understood outside organisational and cultural context. This increases organizational responsiveness. INNOVATIONS: IntelLEO will develop the organisational policy tools for knowledge management and access of resourcesIntelLEO will develop tools that support cross-organizational collaboration and networking and learning/working group formation

18. 3.13. How IntelLEO SECI is innovative Rice & Rice (2008) propose key elements in cross-organisational implementation of SECI: Internalization:Creation of shared expertise and routinesand mentoring across organisational boundaries. INNOVATIONS: IntelLEO will develop and the learning path creator for enabling individuals to combine learning paths to achieve competences and learn from the resources of knowledge objects externalized by other people in the organisations.IntelLEO will develop the organisational policy tools for knowledge management and access of resources

19. 4.1.Intelleo implementation model integrates IntelLEO SECI framework IntelLEO project assumes that the traditional perspective of the organizational change process, which views implementation as a temporary stage, during which an organization adopts new LKB practices and technologies, is becoming less appropriate in the current turbulent, flexible and uncertain environment (Nadhakumar et al., 2003) that emphasizes organizational agility, flexibility, responsiveness and the dynamic organizations. Organizations (such as in InteLLEO), which constantly need to keep themselves responsive to the external challenges, would require considering change management not as the temporary requirement, but as one of the processes that is always present in organization’s functioning.

20. 4.2.Intelleo implementation model integrates IntelLEO SECI framework Implementation approach to organizational change, that IntelLEO project follows, emphasizes organizational agility, flexibility, responsiveness in the context of dynamic organizations. Orlikowski (1996) claims that the organizational change process is an ongoing improvisation enacted by organizational members attempting to make sense of and act in response to their knowledge about the context.

21. 4.3.Intelleo implementation model integrates IntelLEO SECI framework The IntelLEO Implementation model as a dynamic model considers three interrelated blocks of organizational change: a) Participatory design and accommodation of IntelLEO approach into the context of particular EO; b) Developing the Implementation framework for particular EO, and c) Measuring the responsiveness of the organizations achieved as a result of implementing IntelLEO innovations. These big blocks are all interconnected – the design and implementation phases are influenced by and influencing the current state of responsiveness of organizations; the design phase serves as an input and is validated by the ongoing implementation processes.

22. An IntelLEO Pedagogical framework: SECI model for LKB and appropriate technology support is part of the dynamic and cyclical implementation model Organizational responsiveness is achieved and dynamically updated by implementation cycles

23. 4.4.Intelleo implementation model integrates IntelLEO SECI framework Sunassee and Sewry (2002) describe the organizational change process assuming that for implementing the organizational change, the organizational knowledge management model is useful. The knowledge conversion model proposed by Nonaka & Takeuchi (1995), that IntelLEO has adopted for extended organizations is one of such change models that enables to keep the change continuously taking place in the organization. Therefore, the SECI model is also the underlying model for our participatory bottom-up approach of implementing LKB in the three BCs.