Tag Archives: Knowledge Management

Making Sense of All That Data

Deep Data

Transforming Big Data Information into Deep Data Insights

Yesterday I posted a question to several of the groups I belong to on LinkedIn. It was related to several of the things I’m interested and involved in: Systems Thinking, Knowledge Management, and Decision Modeling. It was somewhat informed, as well, by an article appearing in the Huffington Post, where Otto Scharmer, a Senior Lecturer at MIT and founder of the Presencing Institute, talks about the need to make sense of the huge and growing amounts of data we have available to us. He argues the importance of turning from “Big” data, where we mainly look outward in our attempt to understand what it is telling us about markets and our external influence, to “Deep” data, where we begin looking inward to understand what it’s telling us about ourselves and our organizations and how we get things done.

The question I asked was designed to seek out capabilities and functionality that people would like to have, but that is currently unavailable. My interests include working with others to understand and provide for those needs, if possible. I thought I would present the question here as well, where it will remain a part of my online presence and, hopefully, might elicit some useful responses. Here it is:

With the growing proliferation and importance of data — a development at least one author and MIT Lecturer has suggested is moving us from the information technology era to the data technology era — what tools would you like to see become available for handling, understanding, and sharing the new types of information and knowledge this development will bring?

In other words, what would you need that you don’t have today? What types of technology do you think would offer you, your colleagues, and your organizations a greater ability to make use of data to bring about a transformation from primarily siloed, outward looking data to collaborative, inward looking data as well?

I would love to hear of any ideas you might have regarding the kinds of tools or apps you could use to better deal with data by turning it into useful information and knowledge . . . perhaps even a smidgen of understanding and wisdom.


Tweaking Facebook

Facebook Like Icon

Use the Like, Luke.

I am — at least, I was — a Knowledge Management professional. It’s what I did for over a decade at Rocketdyne, starting when it was a business unit of The Boeing Company, up through my retirement from Pratt & Whitney Rocketdyne, a division of United Technologies. Pratt & Whitney paid for me to earn a Masters Degree in KM online from CSUN’s Tseng College. It’s such an exclusive degree they don’t offer it anymore. :)

I mention this because it affects how I share information, especially here on my blog. One of the tenets we tried to drill into people’s heads, and follow ourselves, was to avoid reinventing the wheel. That is, make it a habit to reuse information and knowledge that’s already been won at some cost to one or more individuals and the organization in which it was produced. This means, among other things, I am not interested in rewriting what others have written, while adding my own twist to it. This doesn’t apply when how I perceive an issue is substantially different than others, but it does when I’m sharing things I mostly agree with.

Yesterday and today brought me two great, and related, examples of things that need sharing and for which there’s little for me to do than announce them. The first I will actually place second, below, as it’s the subject of the second, which is a post by Dennis Howlett, which he published today in diginomica. What Dennis discusses is a Google Hangout Robert Scoble conducted, wherein he described what he has learned in thousands of hours of tweaking Facebook’s algorithms — primarily through his educated use of lists, likes, shares, etc.

Both Dennis and Robert are still far more embedded in the business world than I am and, rather than attempt an explanation through my eyes, I want to leave it to both of them to help you out. If you are using Facebook for your business or profession, or even if you just want to have a much better experience when using Facebook personally, I suggest reading the post and watching the video, which I am also including here. As Dennis points out, Robert is very generous with sharing his knowledge, something this KM pro really admires. You really should take advantage of it.


The Crowd, The Cloud, & Working Out Loud

A couple of years ago, in response to a request from the Simi Valley Chamber of Commerce, I conducted (as I recall) twice-monthly seminars on the use of social media for small businesses. They were called “Facebook Fridays” and you’ll never guess what day of the week we held them on. They started out as presentations on various aspects of the technology and the philosophy behind their use. However, after a short while it became clear that people had lots of specific questions they wanted answered. In response, I changed the nature of what I did and started each session off by opening it up to questions.

It worked quite well for nearly a year but, toward the end, attendance dwindled and I grew somewhat weary of doing the necessary preparation and having to show up twice a month. The Chamber found someone else willing to continue the work and I moved on. By that time I was becoming disenchanted with the direction I had chosen to attempt building a useful business and was looking to other areas of endeavor as well.

Recently, I had lunch with the CEO of the Chamber and we decided it would be useful for me to bring back what I had done before, the difference being the subject matter would be a little less focused on marketing and a lot more focused on business model, business process, technology, and cultural transformation. Today was the first of what I hope will be many such events.

I used a vehicle I have not used before to conduct this 50 minute webinar – Google Hangouts on Air. I’m not sure it’s the best way to conduct something like this, but viewership is unlimited and the session is both recorded and automatically placed on my YouTube Channel. I’m embedding the session below. This really was somewhat of an experiment and the subject was quite broad. I’d love to get some feedback. Don’t be shy now.


World Modeler Has Me Rethinking Trade Studies

Although I am not trained as a scientist or an engineer, I did spend over 20 years working with engineers and (yes, Virginia) rocket scientists. I also may not be a professional scientist, but I’m a pretty good amateur one, and I like to think that being around all that knowledge and brain power bestowed on me at least a patina of engineer/scientist. I do know I am loathe to make decisions without a great deal of information and as much knowledge as I can locate about the consequences of my decisions.

One of the methods we used to make engineering design decisions is called a trade study, which is  short for trade-off study. It’s essentially a very simple concept, whereby you develop the desired outcomes, e.g. features and capabilities of a system,  schedules and cost structures, break them down into measurable parts, and compare various ways to achieve those outcomes. The process itself is reasonably simple, but the details can become staggeringly complex and frequently overwhelming.

Selection Criteria

Expertise System Trade Study Selection Criteria

As I learn more and more about Decision Science and its derivatives, I look for examples and analogies from previous experience that I can revisit with newfound knowledge and capability and, perhaps, understand a little more clearly or completely than I did back then. I am convinced Decision Science, which embraces the concepts of Decision Engineering and Decision Intelligence, as well as the use of Decision Modeling to pull it all together, is a powerful tool that too few people know about.

One of the things that occurs to me, and I want to throw this out for your consideration, has to do with the remarkable software tool Quantellia has created, called World Modeler. It seems to  me it is to trade studies what AutoCAD is to hand-drawn blueprints. It is so rich in modeling functionality, it just makes every other tool I’ve worked with seem flat, unimaginative, and terribly cumbersome in terms of what we know we’re facing and how we see problems in today’s environment.

Just after the turn of the century (that would be 2001) I conducted a trade study for a software tool, some of the requirements of which were that it would run on our intranet and  was designed to both locate expertise and facilitate the exchange, use, and capture of knowledge in a form that would remain useable for some time to come. In short, one kind of knowledge management system that was being sought after back then.

The trade study I conducted looked at three products and rated them over about a dozen criteria we were interested in. There was no formal weighting and it was a fairly simple, straight-forward comparison of capabilities. A simple effort based on what we knew at the time and the very palty list of vendors who were providing the kind of service we wanted. In fact, as you can see in the accompanying graphic, there were only three . . . and one of them (Primus) was actually — if memory serves — an internal service of Boeing’s developed specifically for airplane mechanics to share information on their service and repair activities worldwide.

With World Modeler, we would have been able to model so much more than just these paltry selection criteria. We could have included in our decision the aggregate likely impact of things we assumed would happen, thereby surfacing possible misconceptions that some had. We could have included connections to IT, HR, and Communications, thereby giving us a clearer picture of the likely impact on the enterprise of implementing the system.

Frankly, in retrospect — and based on the fact that its use steadily declined after my retirement — I’m still not certain it was a good decision, though I had lots of reasons to believe so back then. So, getting back to my point, I think World Modeler is an incredibly powerful tool for an organization to measure the value of many of its decisions before making them. It’s also useful, in my opinion, in a wide array of situations and scenarios. I intend on addressing many of them as time goes by and I become more versed in its capabilities and more comfortable with my understanding of its value to various organizations and situations. You should check it out.


Serendipity Runs Circles Around Causality

Funny how some things seem — given enough time — to come full circle. Although I have always seen patterns and complexity, as well as the intricacies of their interplay, I wasn’t introduced to the concept of Systems Thinking until I worked on the Space Shuttle Main Engine program at (what was then) Rockwell International’s Rocketdyne division. That introduction included being exposed to the thinking of Dr. Russell Ackoff, a recognized authority in the field. I was fortunate enough to spend some time with him, twice in Philadelphia, prior to his death in October of 2009.

Shortly after retiring from Rocketdyne in 2010, I was introduced to Dr. Lorien Pratt of Quantellia, LLC, who showed me a tool her organization had developed called World Modeler. I was excited at what I saw and hopeful I could somehow become involved with Dr. Pratt and her team. However, that was not to be at the time. I was provided the opportunity to more thoroughly investigate the tool, but I had made a conscious choice to refamiliarize myself with Apple products (after over two decades of living in the PC, DOS, and Windows environment) and World Modeler was not written to be run on a Mac. Furthermore, the PC laptop I had wasn’t powerful enough to do the math and drive the graphics required for running models in real time. I was hosed.

Decision Intelligence Technologies

Decision Intelligence Technologies

Finally, about six months ago I was contacted by Dr. Pratt, who asked me if I wanted to assist in writing a paper that described an effort in which they were involved with the Carter Center. I enthusiastically said “Yes!” I’ve done a couple of other things with Quantellia since then but, beginning a few weeks ago, I took on an entirely new and (for me) exciting role as a referral partner.

Right now I’m spending a fair amount of time learning Decision Science in general, and the process and tools Quantellia uses to help organizations understand complex interrelationships and make better decisions based on that understanding. As I’m doing this I watch videos, read blogs and articles, look for original research, and work on presentations that will help me educate others in this important approach to business and organizational operations.

So . . . here’s the full circle part. As I’m looking for definitions, or explanations, of Decision Science and its origins, I Google the term. The first two hits I get are to The Decision Sciences Institute and to Carnegie Mellon University’s Department of Social and Decision Sciences. The third link is to a Wikipedia article on that same Department. In that article, there’s a link to Decision Science, specifically. However, it redirects to an article on Operations Research, which is where Systems Thinking originated. At the bottom of the page is a list of researchers under the heading “See Also”. One of the researchers, unsurprisingly, is Russell L. Ackoff. To me, that’s a combination of serendipity and years of working on better understanding how an understanding of systems can work to the benefit of any organization; actually, anyone.

I’ll be writing a lot more about Decision Science, including my understanding of some of its constituent parts, Decision Intelligence, Decision Engineering, Decision Modeling, and the power and value of our tools, World Modeler and DEEPM (Decision Engineering for Enterprise Project Management). I hope I will be able to clearly explain what it is we have to offer and, more importantly, what everyone has to gain by understanding it. The value exists independently of me or even Quantellia. We’ve just been at it for a while and can apply and employ the discipline both efficiently and effectively. Stay tuned.


Movin’ On Up!

Quantellia Logo

I am pleased, proud, and excited to announce I have joined the team at Quantellia, LLC. Located in Denver, Colorado. My official title is Consulting Analyst and my main duties consist of (oddly enough) analysis . . . and some writing. OK, lots of writing.

Woman working on equations

Making Sense of Complexity

Quantellia is the leader in the emerging discipline of Decision Intelligence and, among other offerings, provides a software platform, World Modeler™, designed to rapidly create interactive simulations for envisioning and understanding highly complex systems interactions and the results of decisions affecting them.

For my friends in the Knowledge Management field, as well as anyone who is involved with complex business, governmental, or other organizational decision making, I invite you to learn more about Quantellia. My professional opinion is (though somewhat slanted) you won’t regret it.


Out of the Mouths of Babes

Rick's visor

What Geordi La Forge’s visor would look like if it was designed by the British Royal Family.

My youngest daughter, Alyssa (9), says I need to write more blog posts if I expect people to visit and read. Why didn’t I think of that? I don’t know what it is, but sometime you just don’t have a great deal to say. Sure, I frequently post things to Twitter and even more to Facebook, but this is my blog. This is where I give vent to the things that are most important to me . . . or, is it?

I have to admit I’ve always had trouble writing about certain things, not the least of which is my becoming a first-time adoptive father at the age of 55 . . . and doing it again at 59. I want to write about the experience, but I also have long felt the need to protect my daughters’ privacy. It is, after all, their story to tell, and it’s far more about them than it is about me and my wife. I think there may be a happy medium, however, and I’m close to figuring out what it is.

So . . . here are a few goals of mine. I want to continue writing about some of the things that are of interest to me professionally, e.g. Knowledge Management, Social Media (especially as it affects business and civil society), Politics, and Religion/Philosophy. I also want to share some of my personal experiences, especially those I know are a bit out of the ordinary, e.g. International adoption late in life, retirement, becoming a man in the 1960s (including my political activism back then), and maybe some things for which the statute of limitations has thankfully run or for which the trail of evidence is too dry for me to worry about. :)

This is a process and involves (I think) my re-doing how this site is set up. I’ll be getting to that soon. Right now I’m busy looking for ways in which to supplement my retirement income. I’ll probably be writing a bit more about that as well. I have always been somewhat of a late bloomer. Now I’m just hoping I live long enough to see my latest “career move” come to fruition. I greatly appreciate those of you who take the time to visit and read. I think, perhaps, another goal of mine will be to see if I can’t elicit a few more comments. I wonder if writing about controversial subjects will accomplish that? We’ll see.

Here’s a thought. Anyone interested in the intricacies . . . and the legal and moral issues . . . of International adoption should read this. It’s one of the issues I plan on writing about as I loosen up on the subject. It was not something we thought about prior to our first adoption, but was definitely part of the thought process when we adopted our younger daughter. Now it just haunts me. One of my goals is to live long enough to see my girls to adulthood. Then I’ll be able to discuss it with them. The reality is we just don’t know for sure what happened before they came into our lives. I’d much rather it haunted me, and not them.


Continuous Improvement

Thumbs up

It’s All Good!

One of the things I noticed when I was working at PWR was the seeming inevitability that people who were most knowledgeable about some skills seemed considerably challenged when it came time to demonstrate the skill in their own work. What I’m referring to is analogous to the cobbler whose children are shoeless or the accountant who never balances her own checkbook.

I found this to be true of many of us who were the most active in what we still refer to as Knowledge Management (KM). We could help others – whether individuals or large product teams – to organize their approach to capturing and sharing knowledge, but we couldn’t keep our own calendars or contact lists up-to-date to save our lives. I was surely guilty of this; still am, though not nearly as profoundly as before.

I credit the concept of continuous improvement for my ability to refine my personal knowledge management and to slowly become more effective and efficient in performing the tasks and commitments I take on. I suppose, in that regard our lives are a bit like physics avoiding pyramids. The basic, foundational skills we learn early in life remain at the bottom of the edifice. However, as we gain experience and further skills, the foundation continues to broaden in order to provide maximum support for those new capabilities we keep piling on top of it.

In that spirit, I have just added another page to this site. On it, I’ve taken a screen grab from my LinkedIn profile in order to share some of the recommendations I’ve received over the past few years. They’re from colleagues and friends and, in that regard, they may be taken with a tiny grain of salt. I do believe they’re reasonably honest and accurate. I paid nothing for them :)

The page has been added to the Menu on this site, under “Background”, “Personal”. If you’d like to check it out now, the link is here.


The University of Twitterville

I joined Twitter on March 2, 2008; 1678 days ago. I know this because I asked the Internet when I joined. I kind of remembered, but wanted to be sure. I just typed into Google “When did I join Twitter?”. Actually, I didn’t have to finish my sentence. Google finished it for me. I was presented with the following link, http://www.whendidyoujointwitter.com/. I put in my user name and in less than a second I had my answer. A short while later I remembered HootSuite knows when I joined and shares that info quite easily as well. Oh well. It’s good to have choices, eh?

University of Twitterville

The University of Twitterville

At the time I joined I was working for a rather large aerospace company (Pratt & Whitney Rocketdyne, a division of United Technologies), where I had been a member of the Space Shuttle Main Engine team for nearly twenty years. My job at the time, which had changed considerably over the years, was to seek out new technologies for communication and collaboration and determine if we could use them internally to our advantage. I don’t recall when I tweeted for the first time and I just tried a whole bunch of applications which purport to reveal that initial tweet, but none of them can handle the number  I’ve made (18,036 at the moment). My recollection, however, is that it took me nearly six months until I was able to figure out a use case that made sense.

I was never interested in following celebrities and I wasn’t interested in small talk. I was looking for how Twitter could be used for a business to help its people get their work done efficiently and effectively. I think one of the first actual uses I encountered that impressed me was my discovery the team preparing one of the Shuttle Orbiters for its next launch were using it to share status updates in real-time. I had been part of teams that had “stand up” meetings every morning to update each other on the previous day’s activities. These were hugely wasteful exercises made necessary by the limited communication capability at the time. There were many days when only 20% or less of the team needed to be at the meeting, but there was no way to know that until it was over.

With Twitter, I imagined the NASA team being able to follow each other and share their status immediately. The value to this could be, in my estimation, enormous. For instance, if a team member was offsite picking up an item that another member of the team needed to continue working on a particular task, the knowledge that it would be available in four hours could allow them to start a task, knowing that the upstream portion of it was now complete or that a needed component for finishing that task was on its way. There are all kinds of scenarios where not having to wait until the following day saves time. There’s also something to be said merely for the value of one-to-many communication capabilities, which is one of the many value propositions of Twitter.

Unfortunately, I could never get anyone at Rocketdyne to experiment with Twitter as a communications tool, so I had to look for another use case; one that benefitted me but might have broader implications as well. So here’s what I, personally, got out of Twitter and why I think it is so valuable. One of the first people I started following was Tim O’Reilly (@timoreilly). He had written what I found to be the seminal paper on the transition in the Internet from a one-way, broadcast medium to a multi-path, participatory medium. It was entitled “What is Web 2.0“, and reading it had been one of the more enlightening reads of my career. If you haven’t read it, I recommend it highly.

It wasn’t long before I was following quite a few thought leaders. What made all this so incredibly valuable was not merely being able to read their pithy tweets, but also being able to read the papers, columns, and blog posts they provided links to. Thanks to link shortening services like tiny.url and bit.ly, a very long URL could be shortened to less than 25 characters, allowing the author of a tweet to not only share the link, but also to provide a little information on what the subject is. This made it easy to determine if something was going to be of interest to me.

Although I hold a professional degree (Juris Doctorate) and a Masters degree (in Knowledge Management), I am largely an autodidact; a self-learner. I never went to undergraduate school and got into Law School on the strength of my LSAT scores, which I am reasonably certain were high based on my being self-taught and, therefore, fairly well rounded and well educated. I barely made it out of high school, taking an extra semester to finish enough credits to be able to graduate. I’m a lousy student, but a powerful, self-actualized learner.

In my opinion, perhaps in large part because I’m already someone who learns on his own, I found the things I learned – the education I got, if you will – from Twitter was every bit as valuable and useful as what it took for me to get either of those advanced degrees. In some ways I’m pretty certain it was actually better. It was certainly more pleasurable because it was done entirely on my schedule and nothing I studied was superfluous. I can’t say that of any other educational experience I have had in my entire life.

My experience with Twitter, therefore, is analogous to having gone to University; one of my choosing, taught by people I admire and respect, and studied on a schedule completely of my choosing. Tests came in the form of real-life applications both on-the-job at Rocketdyne and in various interactions I had with professional and other organizations and people. I am very grateful to be a proud graduate of the University of Twitterville.

Has Twitter affected you in any appreciable, useful way and, if so, what was it?


Defining Knowledge Management

KM Wordle

KM Wordle (courtesy of Information Architected)

As long as I can remember, I have always looked for smarter and better ways to do things. Some people have described this propensity as lazy, but I don’t think working smart is really laziness. I like to think of it as a form of conservation. Of my energy! Additionally, working smart means you can be more productive; accomplish more in the same amount of time. No one should have to defend spending energy on making things easier and more efficient and effective.

I say this because this proclivity ultimately led me to the concept of Knowledge Management (KM) in the mid-90s and changed the trajectory of my career (late as it may have been) rather dramatically. Actually, KM had been around for as long as humans had the need to ensure hard-won lessons were passed down from generation to generation. However, as I was beginning to encounter it back then, it was being transformed by the proliferation of the personal computer and the expansion of the Internet and the capabilities it provided. These developments fairly exploded with the advent of Web 2.0 capabilities; the interactive web, and this ultimately led me to what has been called Enterprise 2.0 (now being referred to as Social Business).

Beginning around 1996 I began working with a small group of KM people at Boeing Propulsion and Power, a division of The Boeing Company, to apply these concepts to our various rocket engine programs. Shortly thereafter, I was appointed as the KM Lead for the Space Shuttle Main Engine Team, the largest of our then current contracts. From the very beginning it proved difficult to succinctly explain what Knowledge Management was. Although human beings have been sharing what they learn since time immemorial (it’s part of what makes us so unique), it proved exceedingly difficult to “define” KM. That is to say, it didn’t easily allow one to create a 30-second elevator speech.

I have therefore decided to offer a collection of definitions and explanations, culled from the best minds available on the subject, as discovered by me – through my research, experience, and education. I’m going to publish it as an ongoing project with the intention of adding to it, either by my own hand or through the input of those who find their way here. As it turns out, this is a somewhat convoluted process since so many have tried to define KM for over a decade. In doing just a little research I’ve come across lots of attempts to do the same thing I’m doing here, with varying degrees of success. Even my old friend, Luis Suarez, has an important collection. Unfortunately, one the main collections he refers to is no longer in existence (at least his link is broken). ‘Tis a bother.

Truth to tell, few of these are offered as definitive (which is kind of ironic, don’t you think?) by practitioners. I believe that’s because the practice is at once pervasive and deeply contextual. It’s just plain hard to pin down to a single or even a single set of practices or behaviors, or processes, etc.

I also want to include the sage words of Frank Miller, taken from a paper – I = 0 (Information has no intrinsic meaning) – he published in October of 2002. You really should read the paper if you want to understand his premise, which I think is really valuable if you want to get a grasp of what knowledge sharing (as opposed to knowledge management) is about:

This is a vexed issue. KM is, sadly, deeply embedded in most modern literature connected with the productivity of intangible assets. Yet this paper tries to make clear that when subjected to critical analysis, KM is an untenable notion. Knowledge (i.e., what people know) simply cannot be captured or managed, and hence the term Knowledge Management is inappropriate. Worse still, the language of KM suggests that knowledge is a commodity capable also of being processed, delivered, transmitted etc when it is not. Whilst knowledge sharing is an acceptable concept, the notion of knowledge management is, at best, dubious!

Please feel free to offer your own definitions, take issue with anything I’ve posted, or point me to others who you think deserve to be part of the conversation and I’ll do my best to edit it in to the body here. Thanks.

Definitions

Knowledge Management  is a field that takes concepts of Library Science & Pedagogy and, utilizing the latest trends in Information Technology, seeks to facilitate the capture, transfer, and useful application of the collective knowledge of an organization or group. – Rick Ladd

The purpose of knowledge management is to provide support for improved decision making and innovation throughout the organization. This is achieved through the effective management of human intuition and experience augmented by the provision of information, processes and technology together with training and mentoring programmes.

The following guiding principles will be applied 

  • All projects will be clearly linked to operational and strategic goals
  • As far as possible the approach adopted will be to stimulate local activity rather than impose central solutions
  • Co-ordination and distribution of learning will focus on allowing adaptation of good practice to the local context
  • Management of the KM function will be based on a small centralized core, with a wider distributed network David Snowden

Knowledge Management is the discipline to enable individuals, teams, organizations and communities, more collectively and systematically capture, store, share and apply their knowledge, to achieve their objectives. – knowledge-management-online.com

Knowledge management (KM) comprises a range of strategies and practices used in an organization to identify, create, represent, distribute, and enable adoption of insights and experiences. Such insights and experiences comprise knowledge, either embodied in individuals or embedded in organizations as processes or practices.Wikipedia

Knowledge management refers to strategies and structures for maximizing the return on intellectual and information resources. KM depends on both cultural and technological processes of creation, collection, sharing, recombination and reuse. The goal is to create new value by improving the efficiency and effectiveness of individual and collaborative knowledge work while increasing innovation and sharpening decision-making. – Steve Barth


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