440 Davis Court #1602
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DIARY: June 8, 2002 07:35 PM Saturday; Rod Welch

John Maloney comments on conferences for advancing KM.

2...Links to Orignial Sources Provide Context, Verify Accuracy
3...KM Cluster Conference Shuns Attendees, Seeks Participation
4...Responsible Leadership Overcomes Ignorance, Fear, Denial
5...Ineffective/Non-existent Methods Avoided by KM Cluster
6...Reckless Advocacy of Ineffective/Non-existent Methods Avoided
7...KM Cluster Avoids Reckless Advocacy Ineffective/Non-existent Methods
8...Diverse Ecosystem Pursued by Triangulation Business Academia KM Practices
9...Ecosystem Diverse Practice Methods Techniques Pursued by KM Cluster
10...KM Cluster Pursuing Ecosystem Diverse Practice Methods Techniques
11...KM Cluster Triangulates with Business Academia and KM Practice
12...Snowden Represents Current State of Art on KM
13...Oxymoron People Frustrated Disillusioned Giving Up on KM
14...Knowledge Management Failed 1st, 2nd Generation Efforts
15...Snowden Argues KM Failed Proposes Separating Context Narrative Content
.....................Complex Acts of Knowing:
..............Paradox and Descriptive Self-awareness
16...Skyme Definition Knowledge Distinguished from Information Missing
17...Knowledge Substituted for Information Does Not Yield KM Improvement
18...Knowledge in People's Heads 2 Categores Explicit and Tacit or Implicit
19...Explicit Knowledge Information Written Down and So is Manageable
20...Implicit Knowledge Personal Hard to Organize Intuitiion Hunches
21...Information Write Documents Give to Someone But Knowledge Only in Head
22...Contextual Richness Enabled by SDS Key Characteristic of Knowledge
23...Data Base for Knowledge Needs New Architecture with Flexible Structure
.................Why Knowledge Management is an Oxymoron
24...Case Study KM Long History of Failure People Giving Up
25...Persistant Failure to Develop Knowledge Tools Shown By IBM Research
26...IBM Research Shows Persistant Failure to Develop Knowledge Solution
....Information Management Decision Support 1st Generation IM Before 1995
....Decision Support 1st Generation IM Before 1995 Information Management
....KM 1st Generation Before 1995 Information Management Decision Support
....KM 2nd Generation After 1995 Knowledge Moved Tacit to Explicit
....Socialization, Externalization, Combination, Internalisation
27...Cannot Write Everything No Excuse to Avoid Capturing What's Important
28...Investing Intellectual Capital Transforms Tacit to Explicit Knowledge
29...Tacit Transforms to Explicit Knowledge Add Intelligence to Information
....Context, Narrative, Content Managed Separately by 3rd Generation KM
....New Understanding of Meaning Evolves from Intelligence Process
....KM 3rd Generation Separates Context Narrative Content
....Technology SDS Stores and Accesses Knowledge Space with SDS
....Storing Knowledge Space Enabled by SDS Augments Intelligence
....Intellectual Capital Cannot be Measured but Can be Invested
....Knowledge is a Composite Resource So Ownership is Never Clear
....Knowledge Management Dilemma Huge Opportunity for Improvement
....Information Overload Requires Allocating Resources for Thinking
....Writing Everything Down Impossible Not Excuse to Avoid Analysis
....Intellectual Capital Huge Potential for KM to Advance Civilization
........Judgement Solves Knowledge Management Dilemma of Limited Time
....Diverse Approaches Required to Manage Complexity of Knowledge
....Knowledge Both Thing and Flow Complex Needs Diversity of Approaches
....KM 3rd Generation Requires Diverse Management Approaches
30...Cognitive Science Philosophy Define Power of Knowledge
31...Knowledge Define Case Study Correlation to Information Management
32...Case Study Knowledge Hard to Grasp Difference from Information
33...Chaos Spawns Creativity through Recognition of New Patterns
.....Chaos Controlled and Managed Fosters Creativity
....Knowledge and Information Appear to be the Same Thing
....New Way of Working. New Science Meets Challenge of Complexity
....Meaning Emerges in Complicated Domains Ratinoalist and Reductionist
....Knowledge Difficult to Identify What and When Need Will Arise
....Mistakes Organized for Lessons Learned Based on Email Subjects
....Email for Organized for Lessons Learned Based on Subjects Stories
....Subjects IBM Tried to Organize Email for Lessons Learned
....Stories for Organizational Memory from Email Yield Lessons Learned

ACTION ITEMS.................. Click here to comment!

1...Need link to original source, per above. ref SDS 0 YL8I
2...Advocacy of KM methods and techniques that don't exist, and
3...Therefore, is it "reckless" to suggest that others take
4...How does KM Cluster triangulate with "KM practice" when Dave
5...Would be helpful to get a link to the statement showing KM
6...Need definition of "knowledge" to understand what is being
7...Dave needs an example to illustrate his idea.
8...Dave could help by explaining the process of "relating" he has
9...It would be helpful to get a list of "diverse management
10...Need explanation of a "formal knowledge domain"?

0201 - Knowledge Management Consortium, In
020101 - Mr. John Maloney; President
0202 - IBM Global Services
020201 - Mr. David J. Snowden
020202 - Director
020204 - Cynefin Centre

Webmail Paperless Office Cost Savings Management Productivity Intellige
Resist Object Click Links Fear Responsibility Notice Burden of Knowledg
Context Chronologies Story Analysis Report History Who What When Where
Transition Culture of Knowledge from Foraging on Information in Garden
Alignment Linking Traceability Orginal Sources Attribution Intelligence
Links Reveal Complexity Knowledge Prefer Ignorance, Avoid Responsiblity
Links Psychological Barrier Refuse to Link Claim Too Difficult But Refu
Click Links Objectionable, Takes Time Context Adds Value Command Contro
Print Prefered Avoid Responsiblity Online Access to Links
Boggle Mind Prefer Avoid Responsibility Online Links SDS Command Contro
Microcosm Powerful But Complexity Shocking Overwhelming
Maloney, John Explains KM Conferences Cannot Explain SDS Com Metrics PO
Links Omitted from John's Work Product Delay Obtaining Context Verifyin
Meeting Mark Proposes Discussing Calcualation of ROI for Com Metrics Us
Links Create Refuse Invest 10 Seconds Use Anchors Claim Want Addressa
Experts KM Refuse to Use Explicit Links in KM Work Product to Help Cr
Maloney, John Experts KM Refuse to Use Explicit Links in KM Work Prod

3019 -
3019 -    ..
3020 - Summary/Objective
3021 -
302101 - Follow up ref SDS D3 0000, ref SDS C7 0000.
302102 -
302103 - John offers important feedback on difficulty identifying useful KM
302104 - support.  One thing that would expedite understanding context is
302105 - providing links to original sources. ref SDS 0 YL8I  John says KM
302106 - Cluster conferences shun attendees, and emphasize participation.  He
302107 - avoids pitfalls of other conferences that recklessly advocate the
302108 - leaders preferences. ref SDS 0 N16F  Would like to get a sense about
302109 - how KM Cluster can exercise responsible leadership to overcome
302110 - ignorance, fear and denial that prevents people from discovering SDS
302111 - saves lives, time and money, ref SDS 0 N16F, which according to a
302112 - paper John submits today seems unique, since other Knowledge
302113 - Management efforts have all failed. ref SDS 0 ZN6I  John explains in
302114 - his letter the importance of diversity developing Knowledge Management
302115 - solutions;, ref SDS 0 WX76; a reply points out advantages of focus
302116 - when a method that works is identified, since this is a rare event.
302117 - ref SDS 0 2O3N   John submits a paper written by Dave Snowden, who
302118 - markets Knowledge Management support for IBM. ref SDS 0 KJ6G  Dave's
302119 - paper says Knowledge Management has failed so far, ref SDS 0 ZN6I, so
302120 - a new generation is needed that applies diverse approaches, which
302121 - aligns with John's letter today. ref SDS 0 N46N  Dave makes a good
302122 - point about the character of knowledge that arises from a "flow"
302123 - process, ref SDS 0 LY8M, which presents a potential nexus with SDS
302124 - that enables an intelligence cycle.  Dave's idea that creativity is
302125 - spawned by chaos needs work to balance potential harm and consequent
302126 - paralysis of creativity. ref SDS 0 TN9F  John Maloney's work product
302127 - relying solely on email and conversation, ref SDS 0 HK3M, fits the
302128 - model advocated by Dave Snowden, which leads to a case study showing
302129 - people have given up trying to define "knowledge." ref SDS 0 CC6J
302130 -
302131 -
302132 -
302133 -
302134 -
302136 -  ..
3022 -
3023 -
3024 - Progress
3025 -
302501 - Links to Orignial Sources Provide Context, Verify Accuracy
302502 -
302503 - Received ref DRT 1 0001 from John Maloney responding to an email sent
302504 - yesterday on 020607 to Mark Clare that included a link that says in
302505 - part....
302506 -
302507 -         This record indicates that attending KM Cluster events is not
302508 -         an effective method of advancing KM, ref SDS D3 HQ6I, and
302509 -         shows how email is integrated into organizational memory with
302510 -         with analysis and links that expand span of attention.
302512 -     ..
302513 -    John's reference would have been more helpful by including a link
302514 -    for fast access to original sources that provides context and
302515 -    verifies accuracy.  For example the original source shows "record"
302516 -    relied upon to support the conclusion John cites in his letter.
302517 -
302518 -        [On 020610 John's follow up letter omits links to context.
302519 -        ref SDS D4 6M6G
302521 -         ..
302522 -        [On 020726 expert engineer and software architect does not
302523 -        provide links. ref SDS D9 TV9K
302525 -     ..
302526 -    Traceability to original sources is called out in managment
302527 -    standards published by PMI and ISO, reviewed on 950721. ref SDS 18
302528 -    1740  More recently on 020504 this method is required by Federal
302529 -    Acquisition Regulations for government contracting in order to
302530 -    identify and manage context that aids understanding. ref SDS C9
302531 -    XV7L  Problems that resulted from failure to provide an "audit
302532 -    trail" to original sources were cited in the Power's report as
302533 -    contributing factors in the collapse of Enron, reviewed on 020204.
302534 -    ref SDS C0 EX5O
302536 -     ..
302537 -    Context is called out in POIMS, ref OF 1 1X6G, and in a paper John
302538 -    submits today that explains a 3rd effort to develop KM capability,
302539 -    ref OF 4 CU5H, reviewed further below. ref SDS 0 KJ6G
302541 -     ..
302542 -    Accordingly, the importance of context and accuracy augors for
302543 -    providing links to original sources.  Failure to take this critical
302544 -    step for KM presents a dilemma for transitioning from information
302545 -    to a culture of knowledge, as discussed with Gary on
302546 -    011212, ref SDS B7 JR6H, citing earlier discussion with Jack Park
302547 -    on 011206. ref SDS B6 JP4F
302549 -         ..
302550 -        [On 020618 Gary explained cultural barriers to linking,
302551 -        and noted that SDS makes it fast and easy to transition from
302552 -        information to a culture of knowledge. ref SDS D5 W3GT
302554 -         ..
302555 -        [On 020726 requested links from Tom Munnecke. ref SDS D9 TV9K
302556 -
302557 -
302558 -
302559 -
302560 -
302561 -
302562 -
3026 -

Attendees Shunned for KM Cluster Seek Participation

3203 -
320401 -  ..
320402 - KM Cluster Conference Shuns Attendees, Seeks Participation
320403 -
320404 - John says today....
320405 -
320406 -     I agree, "attending" won't help. In fact, we shun attendees.
320408 -      ..
320409 -     The KM Cluster is a community of practice. We seek participation,
320410 -     not attendance. ref DRT 1 FS6H
320411 -
320412 -         At first blush it is difficult to understand how there can be
320413 -         a conference if the conference "shuns" attendees.
320415 -       ..
320416 -      [On 020610 John does not address this issue in his follow up
320417 -      letter. ref SDS D4 LY4G
320418 -
320419 -
320420 -
320421 -
320422 -
3205 -

SDS POIMS Com Metrics Cannot be Explained by KM Cluster John Maloney
Leadership Helps People Overcome Ignorance Fear Denial of KM Solution

4804 -
480501 -  ..
480502 - Responsible Leadership Overcomes Ignorance, Fear, Denial
480503 - Ineffective/Non-existent Methods Avoided by KM Cluster
480504 - Reckless Advocacy of Ineffective/Non-existent Methods Avoided
480505 - KM Cluster Avoids Reckless Advocacy Ineffective/Non-existent Methods
480506 -
480507 - Follow up ref SDS D3 DL8G.
480508 -
480509 - John continues...
480511 -      ..
480512 -     As a community, we also deliberately and consciously avoid what
480513 -     Peter Drucker calls, "Confucius-type KM Mandarins." ref DRT 1 5T6N
480514 -
480515 -         Need link to original source, per above. ref SDS 0 YL8I
480517 -  ..
480518 - John says responding to the record on 020607 that he has not offered
480519 - analysis of SDS, POIMS and Com Metrics, ref SDS D3 8L4G, which he
480520 - received from a link in a copy sent to John of a letter to Mark Clare.
480521 - per above. ref SDS 0 YL8I
480523 -      ..
480524 -     There are other so-called KM communities, but they are often
480525 -     recklessly determined on advancing the leader's particular method
480526 -     or technique. ref DRT 1 PPTR
480528 -      ..
480529 -     Personally, as KM Cluster sponsor, I am not in a place to comment
480530 -     on "on SDS, Com Metrics, POIMS nor NWO" or any other particular
480531 -     technique or method. ref DRT 1 PPUU
480532 -
480533 -         Reluctance to analyse SDS, POIMS and Com Metrics cited in the
480534 -         record on 020607, ref SDS D3 8L4G, conflicts with John's role
480535 -         to promote
480537 -             ..
480538 -            [On 020822 John said that understanding support for KM
480539 -            requires analysis. ref SDS E2 IO7G
480541 -          ..
480542 -         Below, the letter responding to Dave disagrees with emphasis
480543 -         on "diversity" that blocks notice of SDS and Com Metrics,
480544 -         since it seems to me the missing ingredient is focus on things
480545 -         that save time and money. ref SDS 0 FF4H
480547 -          ..
480548 -         Advocacy of KM methods and techniques that don't exist, and
480549 -         don't work, as explained in POIMS, ref OF 1 O87L, and noted by
480550 -         John's reference to Dave Snowden, reviewed below, ref SDS 0
480551 -         ZN6I, is reckless, but seems to go on without hesitation or
480552 -         qualm, as seen by Dave's discussion of a "3rd generation" for
480553 -         KM, also reviewed below, and demonstrated by John's reference
480554 -         in his letter today to Dave's paper.
480556 -              ..
480557 -             [On 020610 John says it is difficult to position SDS in a
480558 -             template that proven to be effective for identifying KM
480559 -             technologies. ref SDS D4 N16F
480561 -              ..
480562 -             [On 020822 John says products and methods listed on proven
480563 -             template are simplistic information technology gadgets
480564 -             that are not KM solutions. ref SDS E2 JT5O
480566 -          ..
480567 -         On the other hand, leadership, including professional
480568 -         conferences, helps people overcome ignorance, fear and denial
480569 -         of a new way of working that has proven to be effective for
480570 -         saving and money, as reported by USACE on 971007, ref DRP 7
480571 -         0001, but is feared because people fear the light of knowledge
480572 -         that brings responsibility for understanding context reported
480573 -         on 991014, ref SDS 65 3066, that brings the "#800 pound
480574 -         gorilla" of accountability, reported on 991103, ref SDS 66
480575 -         7308, which is feared more than people fear the darkness of
480576 -         ignorance that causes endless mistakes, i.e., bumbling, loss,
480577 -         conflict, crisis and calamity, is essential.  Responsible
480578 -         leadership should be advocating tools and methods that bring
480579 -         the light of knowledge, without which more suffering and
480580 -         hardship will follow, cited in the record on 020607.
480581 -         ref SDS D3 FT4H
480583 -          ..
480584 -         The record on 010907 shows some people have found SDS work
480585 -         product demonstrates a new way of working "intelligently" that
480586 -         is effective for saving time and money, that it is pretty
480587 -         neat, and displays self-evident benefits of a paperless
480588 -         office, that it is an amazing system, a utopia compared with
480589 -         using other methods, etc. ref SDS A5 KX3L
480591 -          ..
480592 -         Therefore, is it "reckless" to suggest that others take
480593 -         notice, experiment and compare with their experience using
480594 -         other methods?  For example, during the conference John held
480595 -         on 991217, attendees explained they had been assigned within
480596 -         their organizations to manage a department of Knowledge
480597 -         Management, but did not know what to do, how to do it, nor
480598 -         what tools to use.  They attended the conference hoping to
480599 -         obtain guidance. ref SDS 67 9030  Is it reckless to provide
480600 -         guidance?
480602 -          ..
480603 -         Community by definition connotes people interacting around
480604 -         common bonds, principles, objectives.  For example, the people
480605 -         of the United States wrote a constitution setting out specific
480606 -         common pursuits, e.g., a more perfect union, justice, defense,
480607 -         liberty, etc.
480609 -          ..
480610 -         Peter Drucker says people have given up on improving
480611 -         communication because the job is too complex, reviewed on
480612 -         931130. ref SDS 11 3851
480614 -          ..
480615 -         Drucker also proposes that analysis is a critical dimension of
480616 -         management. ref SDS 11 7911
480617 -
480618 -
480619 -
480620 -
480621 -
480622 -
4807 -

SDS POIMS Com Metrics Cannot be Explained by KM Cluster John Maloney
Ecosystem Diverse Practice Methods Techniques Pursued by KM Cluster
Triangulation Business Academia KM Practices Strategy of KM Cluster t
Diversity Law Requisite Variety Prevents KM Cluster from Exercising L

5306 -
530701 -  ..
530702 - Diverse Ecosystem Pursued by Triangulation Business Academia KM Practices
530703 - Ecosystem Diverse Practice Methods Techniques Pursued by KM Cluster
530704 - KM Cluster Pursuing Ecosystem Diverse Practice Methods Techniques
530705 - KM Cluster Triangulates with Business Academia and KM Practice
530706 -
530707 - John continues...
530709 -      ..
530710 -     The KM Cluster's sole pursuit is driving an ecosystem of diverse
530711 -     practices, methods and techniques. This is achieved through
530712 -     triangulation with business leadership, academia and KM practice.
530713 -     ref DRT 1 PPTV
530715 -          ..
530716 -         John's emphasis on diversity is supported by Dave Snowden's
530717 -         papar submitted today, reviewed further below. ref SDS 0 N46N
530719 -          ..
530720 -         Generally, triangulation is a good concept recognized in the
530721 -         record of a conference on 950202 that identifies a third leg
530722 -         of communication to integrate with traditional cost and
530723 -         schedule control for strengthening management. ref SDS 15 6M7L
530724 -         and ref SDS 15 4302
530726 -          ..
530727 -         POIMS explains how SDS triangulates the record to refine
530728 -         accuracy of understanding. ref OF 1 16EF  On 000518 professor
530729 -         Mary Keeler explained need to continualy refine accuracy of
530730 -         knowledge, based on work by Peirce. ref SDS 83 O43M, reviewed
530731 -         earlier on 000515. ref SDS 81 7380
530733 -          ..
530734 -         How does KM Cluster triangulate with "KM practice" when Dave
530735 -         Snowden says in his paper submitted by John today that KM
530736 -         generation 1 and 2 failed, i.e., it was never realized, and so
530737 -         new approach is needed, a 3rd generation, per below?
530738 -         ref SDS 0 KJ6G
530739 -
530741 -  ..
530742 - John explains...
530743 -
530744 -     Agenda are set by participants. Every quarterly announcement
530745 -     invites participants to address the community. ref DRT 1 PPUQ
530747 -      ..
530748 -     Personally, as KM Cluster sponsor, I am not in a place to comment
530749 -     on "on SDS, Com Metrics, POIMS nor NWO" or any other particular
530750 -     technique or method. ref DRT 1 PPUU
530752 -      ..
530753 -     Doing so would break the law of requisite variety that is a strict
530754 -     requirement for KM Cluster adaptability, survival and growth.
530755 -     ref DRT 1 PPVP
530756 -
530757 -         On 000112 John commended SDS and Welch to KMCI management as a
530758 -         compelling capability. ref SDS 69 XO3G
530760 -      ..
530761 -     Evaluation, approbation or endorsement of any technique or method
530762 -     whatsoever is the antithesis of the KM Cluster philosophy,
530763 -     operating principles, tactics and dialectics. ref DRT 1 QQWU
530764 -
530765 -         As noted, leadership must balance authority to speak or stand
530766 -         mute, with responsibility to help people overcome ignorance
530767 -         fear and denial that a new way of working saves time and
530768 -         money, per above. ref SDS 0 N28H
530770 -          ..
530771 -         Would be helpful to get a link to the statement showing KM
530772 -         Cluster philosophy, operating principles, tactics and
530773 -         dialectics, per review above citing references to good
530774 -         management pracitces. ref SDS 0 YL8I
530776 -          ..
530777 -         Sometimes people in-the-moment rememeber things incorrectly
530778 -         and this leads everybody in the wrong direction, when all
530779 -         along the right path was clear.  On the other hand, there may
530780 -         be no published criteria on these matters and John as the
530781 -         leader is exercising judgement to state policy suited to the
530782 -         circumstances.
530784 -  ..
530785 - Submitted ref DIT 1 0001 to John, with copy to Dave so he has a chance
530786 - to comment on consideration of his important paper. ref DIT 1 765I
530788 -  ..
530789 - Point out....
530790 -
530791 -    1.  I disagree with emphasis on "diversity" that blocks notice of
530792 -        SDS and Com Metrics, since it seems to me the missing
530793 -        ingredient is focus on things that save time and money.
530794 -        ref DIT 1 3E6F
530796 -         ..
530797 -    2.  Taking notice and inviting people to investigate, as you did
530798 -        today in providing notice of Dave and his ideas, is quite
530799 -        different from endorsing. ref DIT 1 HD5M  For example, in your
530800 -        letter on 000112 you notified Ed Swanstrom about compelling
530801 -        work I have done, ref DRP 1 2867, and essentially facilitated
530802 -        contact with someone you believed was knowledgeable in KM.
530803 -        ref SDS 69 0001
530805 -         ..
530806 -    3.  I appreciated your efforts very much.  It turned out that Ed's
530807 -        ideas on KM yielded a "black box" that he could not explain nor
530808 -        demonstrate with useful work product, ref DIT 1 GJ6K, as shown
530809 -        by the record on 000113. ref SDS 70 3098 and ref SDS 70 3380
530811 -         ..
530812 -    4.  This is not a criticism of Ed, ref DIT 1 2M3I, since KM is hard
530813 -        to create for the reasons explained in the record on 010924.
530814 -        ref SDS B0 QN7M
530815 -        ..
530816 -    5.  This record suggests that where a new way of working is
530817 -        discovered that lifts the capacity to think, remember and
530818 -        communicate, then failing to pass along good news of this new
530819 -        practice out of exaggerated concern about diversity is to
530820 -        elevate form over substance. ref DIT 1 2O3N  It distorts the
530821 -        purpose of diversity to discover something useful, rather than
530822 -        merely engage in endless search.  At some point there must be
530823 -        assessment and implementation, otherwise diversity has no
530824 -        value.
530826 -         ..
530827 -    6.  In any case, as mentioned in another letter recently, you are
530828 -        one of a handful of people I have encountered, over many years
530829 -        pounding the pavement, who have spoken with insight on KM, and
530830 -        I am grateful for that. ref DIT 1 HP4N  But, as I mentioned to
530831 -        Jeff Conklin, bright stars need focus not diversity in order to
530832 -        be effective, and I have made the same point with Doug
530833 -        Engelbart, as shown on 000327. ref SDS 75 8484
530835 -         ..
530836 -    7.  What's overlooked is the core objective to find a fundamental
530837 -        advance on alphabet technology, as explained in POIMS.  There
530838 -        is very little diversity in this field, and since it is the
530839 -        underlying engine of civilization, to discover a path for
530840 -        moving from information to a culture of knowledge sweeps away
530841 -        all other considerations, save how to spread the news.
530842 -        ref DIT 1 JR5O
530844 -         ..
530845 -    8.  Evidence so far shows only SDS supports this advance.  IBM
530846 -        tried to convert LN to do it after seeing SDS and recognizing a
530847 -        unique capability, ref DIT 1 US6L; but, this failed because the
530848 -        design is a secrete, reported on 001130. ref SDS 91 F26K
530850 -         ..
530851 -    9.  Perhaps in another 3 years or so when Dave sends out another
530852 -        press release talking about failure of the 3rd wave, and
530853 -        launching a 4th, folks will be more open to the prospect that
530854 -        KM requires a particular design, and without it there is no
530855 -        progress, and that when we luckily hit upon a design that
530856 -        works, then we need to pursue it, as occurred with alphabet
530857 -        technology 2,000 years ago. ref DIT 1 VT8K
530858 -
530859 -
530860 -
530861 -
530862 -
530863 -
5309 -

Snowden, Dave Current State of Art for KM, Per John Maloney, 020608
Snowden, Dave Paper and Ideas Presented to Illustrate John's Opinion ab
KM 1st 2nd Generation Failed 3rd Generation Context Narrative Content
Complex Acts of Knowing: Paradox and Descriptive Self-awarness, Dave
IBM Institute for Knowledge, Former Director
Maloney, John Cites Dave Snowden Paper as Guidance for KMCI Cluster C
Action Research in Organizational Complexity, Dave Snowden Paper on K
Complexity Human Organizations Various Manifestiations Ancient Collec
Integrate Traditional and Unexpected Sources of Knowledge to Enable E
Research Complexity of Managing in Age of Uncertainty Networked Intel

7112 -
711301 -  ..
711302 - Snowden Represents Current State of Art on KM
711303 -
711304 - John says...
711305 -
711306 -     ....I am entitled to an opinion, just like every other community
711307 -     member. Thus, please find attached a recent article from the
711308 -     "Special Edition Journal of Knowledge Management" that IMHO
711309 -     captures well the current state-of-the-art. ref DRT 1 PPVY
711311 -  ..
711312 - John includes a reference in his letter today to an article published
711313 - by the Journal of Knowledge Management in the May 2002 issue,
711314 - ref OF 4 AI3I, and written by....
711315 -
711316 -             Dave Snowden Director of IBM's newly created Centre for
711317 -             Action Research in Organisational Complexity (CAROC) and
711318 -             was formerly a Director of IBM's Institute for Knowledge.
711319 -             He is a fellow of the Information Systems Research Unit at
711320 -             Warwick University.  He can be contacted via e-mail at
711321 -   , ref OF 4 EH4J
711323 -  ..
711324 - Snowden may have replaced Larry Prusak, founder and Director of
711325 - Knowledge Management for IBM.  Prusak's paper dated 010523, and
711326 - reviewed on 011102, explains the origins of Knowledge Management,
711327 - ref SDS B4 DT5F, beginning with a conference in 1993. ref SDS B4 JX6K
711329 -  ..
711330 - Below, Dave's paper says KM has failed to meet expectations.
711331 - ref SDS 0 ZN6I
711332 -
711333 -      [On 020703 received letter from John about a KM conference in San
711334 -      Francisco during July that will present proven methods that make
711335 -      KM ascending rather than a failure, as Dave reports today.
711336 -      ref SDS D7 UU4O
711338 -       ..
711339 -      [On 040622 John submits paper by Claus Otto Scharmer on
711340 -      Presencing, which John says supports conversation as the best
711341 -      solution for Knowledge Management. ref SDS F8 F75Y
711343 -  ..
711344 - This is a word document and so there are no anchors to enable a new
711345 - way of working to improve memory, understanding and follow up,
711346 - explained on 001219, ref SDS 93 FO5M, by incorporating new information
711347 - into Knowledge Space, explained in POIMS, ref OF 1 034J,
711349 -  ..
711350 - Snowden explains his department at IBM as....
711351 -
711352 -        Membership of the Centre, which focuses on action research in
711353 -        organisational complexity is open to individuals and to
711354 -        organisations.  It focuses on high-participation action
711355 -        research projects seeking new insights into the nature of
711356 -        organisations and markets using models derived from sciences
711357 -        that recognise the inherent uncertainties of systems comprised
711358 -        of interacting agents. ref OF 4 PPUR
711360 -  ..
711361 - Snowden's theme/objective reflects POIMS explanation that the
711362 - complexity of human affairs makes communication the biggest risk in
711363 - enterprise. ref OF 1 R69H
711365 -  ..
711366 - Snowden explains his approach to KM....
711367 -
711368 -        It is about engaging human organisational complexity in its
711369 -        many manifestations, including the ancient collective and
711370 -        emergent patterns of narrative, ritual, negotiation of identity
711371 -        and truth, self-representation and knowledge exchange.
711372 -        ref OF 4 V49J
711374 -             ..
711375 -            Need definition of "knowledge" to understand what is being
711376 -            "represented" and "exchanged."
711378 -             ..
711379 -            [...below, Dave seems to equate information with knowledge,
711380 -            but does not formally define either. ref SDS 0 RS6M
711382 -         ..
711383 -        It is about creating focused dynamic interactions between
711384 -        traditional and unexpected sources of knowledge to enable the
711385 -        emergence of new meaning and insight. ref OF 4 A54I
711386 -
711387 -            Dave needs an example to illustrate his idea.
711388 -
711389 -            Generally, this sounds like John's view on 010114 that KM
711390 -            is fantastic social relationships, ref SDS 94 EK3I, and
711391 -            developed further below on the two camps that have emerged
711392 -            in KM. ref SDS 0 QR6M
711394 -  ..
711395 - Snowden seems to support collective intelligence....
711396 -
711397 -        The Centre is based on a model of networked intelligence,
711398 -        creating a broad and loosely structured coalition of academics,
711399 -        industrial and governmental organisations to create new insight
711400 -        and understanding for its members into the complexity of
711401 -        managing in a new age of uncertainty. The basis of all Centre
711402 -        programmes is to look at any issue from multiple new
711403 -        perspectives and to facilitate problem solving through multiple
711404 -        interactions among programme participants.  Programmes run on a
711405 -        national, international and regional basis and range from
711406 -        investigation of seemingly impossible or intractable problems
711407 -        to pragmatic early entry into new methods and tools such as
711408 -        narrative databases, social network stimulation and asymmetric
711409 -        threat response. ref OF 4 ZE4N
711411 -             ..
711412 -            Collective intelligence and knowledge, reflect Doug
711413 -            Engelbart's OHS/DKR objectives for groupware reviewed on
711414 -            991222 citing Doug's 1992 paper. ref SDS 68 8064
711415 -
711416 -
711417 -
711418 -
711419 -
711420 -
7115 -

Complex Acts of Knowing: Paradox and Descriptive Self-awarness, Dave
KM Failed 1st and 2nd Generation Needs New Generation for Context Na
Snowden, Dave Paper Cited by John Maloney as Guidance for KMCI Clust
KM 1st 2nd Generation Failed 3rd Generation Context Narrative Conten
KM 2nd Generation Failed 3rd Generation Context Narrative Content
Snowden, Dave Current State of Art for KM, Per John Maloney, 020608

9508 -
950901 -  ..
950902 - Oxymoron People Frustrated Disillusioned Giving Up on KM
950903 - Knowledge Management Failed 1st, 2nd Generation Efforts
950904 - Snowden Argues KM Failed Proposes Separating Context Narrative Content
950905 -
950906 - The article submitted and endorsed by John today, as the state-of-the-
950907 - art for KM, per above, ref SDS 0 KJ6G, reports research at IBM on....
950909 -                      ..
950910 -                     Complex Acts of Knowing:
950911 -              Paradox and Descriptive Self-awareness
950912 -
950913 - ....that says in part...
950914 -
950915 -        The second generation of knowledge management focusing on
950916 -        tacit, explicit knowledge conversion replaced the first
950917 -        generation focus on timely information provision for decision
950918 -        support and in support of BPR initiatives.  Like BPR, the
950919 -        second generation of KM has substantially failed to deliver on
950920 -        its promised benefits. ref OF 4 PPSP
950922 -  ..
950923 - Previously, on 011102 Dave Snowden's predecessor at IBM, Larry Prusak,
950924 - published a paper saying that Knowledge Management is difficult to
950925 - define and measure, and borrowed goals, processes, and focus on
950926 - internal customers from the quality movement. ref SDS B5 8J8F
950927 -
950928 -        [On 040622 John submits paper by Claus Otto Scharmer on
950929 -        Presencing, which John says supports conversation as the best
950930 -        solution for Knowledge Management. ref SDS F8 F75Y
950932 -         ..
950933 -        [On 070821 Dave Snowden paper on using Cynfin for Knowledge
950934 -        Management, and advancing to sensemaking. ref SDS G4 TW7K
950936 -  ..
950937 - Dave's conclusion strives to bridge the gap between expectations and
950938 - failure noting people are frustrated, disillusioned and giving up, now
950939 - arguing "knowledge management" is an oxymoron. ref OF 4 0715  IBM's
950940 - research supports a substantial record showing that advancing from
950941 - information technology to a stronger technology for "knowledge" is
950942 - difficult, and so seems to remain a secret of SDS. ref SDS 0 QV5G, as
950943 - previously reviewed on 011102. ref SDS B5 XN9H  Peter Drucker cites
950944 - the problem of "giving up" on communication, reviewed on 931130.
950945 - ref SDS 11 3851  Problems grasping a useful difference between
950946 - information and knowledge was reported on 940722, ref SDS 14 8388; on
950947 - 000503 Eric Armstrong gave up on distinguishing information from
950948 - knowledge for developing technology. ref SDS 79 5033  On 000615 the
950949 - entire OHS/DKR team gave up as well.
950950 -
950951 -        [On 030708 the movie Gladiator with a scene depicting Caesar
950952 -        citing fragile understanding of "republic" and "democracy"
950953 -        illustrates that understanding concepts and practices that
950954 -        enable a new way of working, like SDS, is fragile and
950955 -        fragmentary -- a whisper barely heard above the noise of daily
950956 -        communication. ref SDS F4 WZ7N
950958 -  ..
950959 - An example in the literature is David Skyme's paper "Knowledge
950960 - Management: making sense of an oxymoron" published in 1997....
950961 -
950962 -
950963 -
950964 - ...who argues in favor of KM, largely as a social and cultural
950965 - artifact with little attention to tools, but notes that "knowledge" is
950966 - innate, personal and cognitive, while "management" is external and
950967 - oriented toward organizational processes.
950968 -
950969 -        [On 040402 knowledge management resources on the Internet
950970 -        define "knwledge" as information used for understanding or
950971 -        doing something. ref SDS F7 JA81
950972 -
950973 -
950974 -
9510 -

Knowledge Management Oxymoron Because Information is a Thing That Ca

A503 -
A50401 -  ..
A50402 - Skyme Definition Knowledge Distinguished from Information Missing
A50403 - Knowledge Substituted for Information Does Not Yield KM Improvement
A50404 -
A50405 - In an article for the September 1997 issue of "Managing Information" p
A50406 - 24-26.....
A50407 -
A50408 -
A50410 -  ..
A50411 - Skyme cites the common practice of substituting "knowledge" for
A50412 - "information" management, which yields no meaningful advance, noted
A50413 - previously on 940722. ref SDS 14 8388, and shown by IBM's initiative
A50414 - on "Business Intelligence" reviewed on 980226. ref SDS 50 2716  Below,
A50415 - Dave seems to follow the same practice. ref SDS 0 ET5O  Research shows
A50416 - this is a common practice. ref SDS 0 OG8I
A50418 -         ..
A50419 -        [...below case study knowledge hard for everyone to grasp.
A50420 -        ref SDS 0 CC6J
A50422 -         ..
A50423 -        [On 030314 Jack Park seems to adopt similar views that suggest
A50424 -        technology like SDS that manage Knowledge Space are information
A50425 -        management. ref SDS F2 5531
A50427 -         ..
A50428 -        [On 040402 knowledge management resources on the Internet
A50429 -        define "knowledge" as information used for understanding or
A50430 -        doing something. ref SDS F7 JA81
A50432 -         ..
A50433 -        [On 041103 professionals confuse "collaboration" with
A50434 -        "Knowledge Management" at major aerospace firm. ref SDS F9 G63M
A50436 -         ..
A50437 -        [On 060211 DARPA SRI CALO Iris paper proposes ideas hoping to
A50438 -        implement intelligence support for Knowledge Management, does
A50439 -        not define these terms. ref SDS G1 TF3I
A50440 -
A50441 -
A50442 -
A505 -

Information Definition Writing Document Physicial Object Experienced

AE03 -
AE0401 -  ..
AE0402 - Knowledge in People's Heads 2 Categores Explicit and Tacit or Implicit
AE0403 - Explicit Knowledge Information Written Down and So is Manageable
AE0404 - Implicit Knowledge Personal Hard to Organize Intuitiion Hunches
AE0405 - Information Write Documents Give to Someone But Knowledge Only in Head
AE0406 -
AE0407 - Skyme describes information as things people can write down in a
AE0408 - computer, organize, classify and transmit across a network.  He says
AE0409 - "knowledge" is in people's heads and so is not easily codifiable.
AE0410 - Skyme suggests resolving the dilemma by defining two distinct types of
AE0411 - knowledge - explicit and tacit.  Explicit knowledge is information
AE0412 - that is written down and so can be "managed."  Below, Dave appears to
AE0413 - follow this guidance in his paper. ref SDS 0 ET5O
AE0415 -  ..
AE0416 - "Information" defined as something people can write down, give to
AE0417 - someone, store in a filing cabinet, computer directory, and examine
AE0418 - later to accurately remember is readily grasped, from using routine
AE0419 - sensory perception, explained in POIMS. ref OF 1 0367
AE0421 -  ..
AE0422 - "Knowledge" defined as mental connections of cause and effect which
AE0423 - people make to understand the "meaning" of information by constructing
AE0424 - trails of correlations, implications, and nauance that control the
AE0425 - future is harder and more mysterious to grasp, see NWO. ref OF 2 42HC
AE0426 - In 1945, Vannevar Bush proposed using technology to capture and manage
AE0427 - trails of associations that aid memory and thinking, reviewed on
AE0428 - 960304. ref SDS 25 H68K  While knowledge formation is a constant
AE0429 - mental process of associating cause and effect, it is hard to grasp,
AE0430 - because nobody has life experience creating and using "knowledge" as
AE0431 - physical objects in same way people experience handling information in
AE0432 - documents, e.g., notes, books, email.  Lack of experience with
AE0433 - knowledge "objects" makes distinguishing information from the power of
AE0434 - knowledge very difficult, illustrated by fear of "knowledge" reported
AE0435 - on 000503. ref SDS 79 5033  Difficulty understanding the mental
AE0436 - "knowledge" process distinguished from handling information, shown in
AE0437 - case study below, ref SDS 0 CC6J, has led to failure of projects on
AE0438 - developing Knowledge Management technologies, reported in the case
AE0439 - study below. ref SDS 0 QV5G
AE0441 -  ..
AE0442 - Nonaka and Takeuchi are cited by Skyme to explain "implicit knowledge"
AE0443 - as...
AE0444 -
AE0445 -        highly personal and hard to formalize.  Subjective insights,
AE0446 -        intuitions and hunches fall into this category of knowledge.
AE0447 -
AE0448 - ...which aligns with common views of communication as unmanageable
AE0449 - with conventional metrics, discussed on 950204, ref SDS 16 EH7J, and
AE0450 - so gives comfort to Peter Drucker's analysis that people have given up
AE0451 - on improving management because communication is too complex, reviewed
AE0452 - on 931130. ref SDS 11 3851
AE0454 -  ..
AE0455 - Dave's explanation of knowledge as both a "thing" and a "flow," shown
AE0456 - below, ref SDS 0 LX6H, tries to reconcile these two views, noted
AE0457 - previously on 010122 in Michael Zack's work. ref SDS 0 N46N
AE0459 -  ..
AE0460 - Generalities by Skyme that "knowledge is in people's head, and by
AE0461 - Nonaka, Takeuchi, et al, that knowledge is highly personnal and hard
AE0462 - to formalize, subjective, hunches, etc., ref SDS 0 JA57, are impatient
AE0463 - in overlooking the obvious that, while it is true, that "knowledge"
AE0464 - occurs in the mind, bits, bytes, words, data, and information, as
AE0465 - well, occur in the mind, as shown in NWO, ref OF 2 XF6F, and so hardly
AE0466 - justifies a conclusion that "knowledge" cannot be "managed" using an
AE0467 - appropriate design.
AE0469 -  ..
AE0470 - Why are experts, pundits, and Knowledge Management practitioners
AE0471 - reluctant to notice that insights, hunches, reflections, and ideas are
AE0472 - routinely written down in the tradition of a poet, journalist,
AE0473 - novalist, historian, engineer, student, manager, homemaker.  People
AE0474 - jot down, craft and refine speculation, hunch and insight into
AE0475 - theories, histories, lessons learned, "knowledge." and wisdom.  Over
AE0476 - 2,000 years of literacy constructing cognitive artifacts have hidden
AE0477 - the meaning of "knowledge" in plain sight, yielding new terms in
AE0478 - tacit, implicit, explicit, etc., forms of knowledge, yet still without
AE0479 - meaningful distinction from information, as noted by Skyme.
AE0480 - ref SDS 0 JA4L
AE0482 -  ..
AE0483 - So, too, a scientist in the laboratory writes down ideas, then
AE0484 - experiments to test a hunch, and then writes a "report" with analysis
AE0485 - of implications, correlations and nuance to refine ideas into useful
AE0486 - knowledge that leads to further hunches and experiments through trial
AE0487 - and error that comprise endless cycles of daily existence for every
AE0488 - human life and by extension to every cultural entity, as explained in
AE0489 - POIMS. ref OF 1 1104
AE0490 -
AE0491 -
AE0493 -  ..
AE0494 - Contextual Richness Enabled by SDS Key Characteristic of Knowledge
AE0495 - Data Base for Knowledge Needs New Architecture with Flexible Structure
AE0496 -
AE0497 - Skyme continues saying tacit knowledge is communicable through
AE0498 - mechanisims like observations, conversation, on-the-job learning from
AE0499 - daily experience from doing things, and so on.  Its intangibility
AE0500 - makes management a challenge.  Skyme points out that "management"
AE0501 - requires a data base, and information technology for a data base
AE0502 - filters out key features that distinguish knowledge from information
AE0503 - -- contextual richness, the human cognitive dimension and tacit
AE0504 - knowledge.  Skyme argues that knowledge sharing needs something beyond
AE0505 - databases.  At the totally face-to-face human end of the spectrum is
AE0506 - what Nonaka and Takeuchi call socialisation - the processes by which
AE0507 - individual share their tacit knowledge in face-to-face situations,
AE0508 - perhaps augmented by facilitation and other knowledge structuring
AE0509 - techniques.
AE0510 -
AE0511 -      Skyme's view of "data base" can be enriched by working with the
AE0512 -      flexible structure of SDS for managing "Knowledge Space" that
AE0513 -      organizes the record of daily experience according to the context
AE0514 -      of human needs expressed through objectives, requirements and
AE0515 -      commitments, as explained in POIMS, ref OF 1 HP6J, and shown by
AE0516 -      this record.
AE0518 -       ..
AE0519 -      Skyme, Nonaka and Takeuchi appear to be searching for a concept
AE0520 -      of personal and organizational memory that enables people to
AE0521 -      capture, organize, analyse, align and incorporate into planning
AE0522 -      for future activity a greater share of daily experience, as
AE0523 -      explained in POIMS. ref OF 1 01TU  Face-to-face experience offers
AE0524 -      real-time feedback to help peope align conduct and perceptions
AE0525 -      with results, more commonly described as understanding cause and
AE0526 -      effect.  Feedback is critical to knowledge, as noted in POIMS,
AE0527 -      ref OF 1 IE6L, but is also socially resisted, as explained in
AE0528 -      NWO. ref OF 2 2670  The fact that we have to work had to manage
AE0529 -      knowledge does not reduce the responsibility to do in an age
AE0530 -      when risk increases exponentially with the speed of information.
AE0532 -       ..
AE0533 -      Knowledge Management seems like an "oxymoron" becasue people lack
AE0534 -      experience with SDS that implements POIMS to support contextual
AE0535 -      richness for continually refining the accuracy and usefulness of
AE0536 -      knowledge.
AE0538 -  ..
AE0539 - Another source on the Internet goes further and argues knowledge is a
AE0540 - process that cannot be managed....
AE0541 -
AE0542 -      Designing Knowledge Ecosystmes for Communities of Practice
AE0543 -
AE0544 -                 Why Knowledge Management is an Oxymoron
AE0545 -
AE0546 -
AE0547 -
AE0548 -            copyright 1997 George Pór who seems to be a management
AE0549 -            consultant offering a community intelligence lab to "evoke
AE0550 -            the power of... intelligence and wisdom..."
AE0551 -
AE0552 -      
AE0554 -       ..
AE0555 -      Por argues for meetings and dialog to develop knowledge; he says
AE0556 -      that....
AE0558 -       ..
AE0559 -      Knowledge is not a "thing" that can be "managed". It is a
AE0560 -      capacity of people and communities, continuously generated and
AE0561 -      renewed in their conversation, to meet new challenges and
AE0562 -      opportunities.
AE0564 -       ..
AE0565 -      People responsible for knowledge value creation can be inspired
AE0566 -      and supported, but they cannot be "managed" as people were
AE0567 -      managed in the industrial era, as mere extensions of the
AE0568 -      machinery.
AE0570 -       ..
AE0571 -      Organizations obsessed with extracting and measuring knowledge,
AE0572 -      will not have much to measure unless they shift the focus of
AE0573 -      their knowledge initiatives to developing an open culture of
AE0574 -      communication and collaboration that is supportive to the sharing
AE0575 -      of innovative work and business practices.
AE0577 -  ..
AE0578 - Por supports John Maloney's view that knowledge management entails
AE0579 - "fantastic social networking functions" and that "just talking" is
AE0580 - doing knowledge management, reported on 010122. ref SDS 94 EK3I  This
AE0581 - research supports analysis in POIMS showing two distinct camps have
AE0582 - emerged for Knowledge Management, ref OF 1 O87L, reported on 010321.
AE0583 - ref SDS 96 0001
AE0585 -  ..
AE0586 - Dave's report on IBM's research finding KM has failed aligns with
AE0587 - analysis on 020530 showing that KM is a secret of SDS. ref SDS D0 O14N
AE0588 - and ref SDS D0 IO9O
AE0589 -
AE0590 -      [On 020610 Dave's work product demonstrates lack of technology to
AE0591 -      make linking fast and easy for managing context. ref SDS D4 BN4Q
AE0593 -       ..
AE0594 -      [On 020918 Dave's biography explains work in Knowledge
AE0595 -      Management. ref SDS E4 6R3K
AE0597 -       ..
AE0598 -      [On 020920 Dave clarifies his article on the failure of KM to
AE0599 -      substantially deliver all of the benefits commensurate with
AE0600 -      costs. ref SDS E5 PU59
AE0602 -       ..
AE0603 -      [On 020920 Dave lists three (3) programs for supporting KM at
AE0604 -      IBM. ref SDS E5 LW3K
AE0606 -  ..
AE0607 - Below, Snowden calls for a 3rd generation of KM to fix the first two
AE0608 - (2) generations, which have substantially failed. ref SDS 0 LY8M
AE0609 -
AE0610 -      [On 020610 John submits "proven template" of products and methods
AE0611 -      that support Knowledge Management. ref SDS D4 5P6J
AE0612 -
AE0613 -      [On 020703 letter from John proposes KM conference in San
AE0614 -      Francisco during July to present proven methods that make KM an
AE0615 -      ascending force for better productivity and earnings, rather than
AE0616 -      a failure, as Dave reports today. ref SDS D7 UU4O
AE0618 -       ..
AE0619 -      [On 020822 John says products and methods on the proven template
AE0620 -      for listing KM capabilities are simplistic information technology
AE0621 -      gadgets that do not support KM. ref SDS E2 JT5O
AE0623 -  ..
AE0624 - POIMS explains why KM has failed, ref OF 1 1850, and how to fix it by
AE0625 - enabling context management that integrates time and information to
AE0626 - improve alphabet technology, ref OF 1 LB4M, illustrated by this record
AE0627 - produced with the SDS program.  On 010907 people are recognizing SDS
AE0628 - enables a new way of working that improves productivity, ref SDS A5
AE0629 - KX3L, by improving the power of alphabet technology that leverages
AE0630 - human and organizational memory, as explained in POIMS. ref OF 1 01TU
AE0631 - Since alphabet technology makes people superhuman, reported on 010622,
AE0632 - ref SDS A2 N668, SDS support to improves literacy by integrating time
AE0633 - with infomration management is another significant advance for
AE0634 - civilization.
AE0636 -       ..
AE0637 -      [On 020710 John submits letter disclosing consideration for a
AE0638 -      Manhattan Project to establish Knowledge Sciences. ref SDS D8
AE0639 -      0001
AE0640 -
AE0641 -
AE0642 -
AE07 -

Knowledge Management Case Study Failure Projects Advance from Record

AP03 -
AP0401 -  ..
AP0402 - Case Study KM Long History of Failure People Giving Up
AP0403 - Persistant Failure to Develop Knowledge Tools Shown By IBM Research
AP0404 - IBM Research Shows Persistant Failure to Develop Knowledge Solution
AP0405 -
AP0406 - Snowden's research at IBM finding KM has failed, ref SDS 0 ZN6I,
AP0407 - supports POIMS explanation that people have lost confidence in this
AP0408 - phrase for identifying technology that offers meaningful advance,
AP0409 - ref OF 1 SV5N  IBM's research reported today further aligns with the
AP0410 - report on 001130 that IBM was unable to convert Lotus Notes for
AP0411 - Knowledge Mangaement, ref SDS 91 F26K  Research on 011003 shows people
AP0412 - giving up on improving information technology, ref SDS B1 SP6G,
AP0413 - because communication is too complex, noted by Drucker on 931130.
AP0414 - ref SDS 11 3851  Research by others together with experience over the
AP0415 - past few years supports IBM's research showing that all other KM
AP0416 - efforts have failed....
AP0418 -            ..
AP0419 -           [On 021031 advocates for KM have given up on achieving KM
AP0420 -           objectives for KM. ref SDS E7 LG9H
AP0421 -
AP0422 -    1.  Artificial intelligence failed to
AP0423 -        develop process that converts daily
AP0424 -        information into knowledge............ 900303, ref SDS 5 3002
AP0426 -         ..
AP0427 -    2.  Intel planned to build technology
AP0428 -        for better knowledge management....... 910418, ref SDS 7 2744
AP0430 -         ..
AP0431 -    3.  Drucker says everybody giving up
AP0432 -        on improving communication because
AP0433 -        listening understanding knowledge
AP0434 -        are too complex....................... 931130, ref SDS 11 3851
AP0436 -         ..
AP0437 -    4.  Mediators at Stanford failed.......... 940603, ref SDS 12 0786
AP0439 -         ..
AP0440 -    5.  Intel gave up using computers for
AP0441 -        improving management.................. 950927, ref SDS 20 7732
AP0443 -         ..
AP0444 -    6.  Email least productive business
AP0445 -        system at Intel....................... 950927, ref SDS 20 5849
AP0447 -         ..
AP0448 -    7.  Engineers don't know how to write
AP0449 -        software programs that make computers
AP0450 -        useful for daily management........... 951011, ref SDS 21 1341
AP0452 -         ..
AP0453 -    8.  General Hatch reported IBM failed to
AP0454 -        improve management for USACE.......... 960410, ref SDS 28 5577
AP0456 -         ..
AP0457 -    9.  Email causes information overload..... 960509, ref SDS 30 3502
AP0459 -         ..
AP0460 -   10.  Intelligence alien and funny
AP0461 -        business practice at Intel............ 990713, ref SDS 62 2150
AP0463 -         ..
AP0464 -   11.  John Maloney reported no specific
AP0465 -        program, set of applications, or work
AP0466 -        practices has emerged, as yet, which
AP0467 -        people can use to perform KM.......... 991217, ref SDS 67 QI65
AP0469 -         ..
AP0470 -   12.  Ed Swanstrom reported there are no
AP0471 -        other KM programs in regular use...... 000113, ref SDS 70 3098
AP0473 -         ..
AP0474 -   13.  SRI reported research showing that
AP0475 -        all KM projects have failed........... 000324, ref SDS 73 4877
AP0477 -         ..
AP0478 -   14.  CRIT team uses email not CRIT......... 000420, ref SDS 77 4911
AP0480 -         ..
AP0481 -   15.  KM is a secret of SDS................. 000425, ref SDS 78 0480
AP0483 -         ..
AP0484 -   16.  OHS/DKR team at SRI discovered they did
AP0485 -        not have enough knowledge to develop
AP0486 -        Knowledge management
AP0487 -        technology............................ 000615, ref SDS 84 6271
AP0489 -         ..
AP0490 -   17.  OHS/DKR team objected to following SDS
AP0491 -        design for Knowledge Management; this
AP0492 -        caused design to constantly shift tasks
AP0493 -        that seemed fast and easy using knowledge
AP0494 -        of systems that did not "reinvent the
AP0495 -        wheel" but failed because nobody knows
AP0496 -        how the "wheel" of intelligence
AP0497 -        creates knowledge..................... 000824, ref SDS 88 MVE8
AP0499 -         ..
AP0500 -   18.  Knowledge Management expert gives up
AP0501 -        creating technology; notes many people
AP0502 -        have "big picture" ideas but none
AP0503 -        have a platform to
AP0504 -        build on
AP0505 -        Eric Armstrong........................ 001122, ref SDS 89 E47M
AP0507 -         ..
AP0508 -   19.  Knowledge Management experts afraid to
AP0509 -        use Knowledge Management tools in SDS
AP0510 -        for learning how to develop Knowledge
AP0511 -        Management technology; want to work harder
AP0512 -        using information management in email for
AP0513 -        learning to develop Knowledge Management,
AP0514 -        because information tools are
AP0515 -        more familiar......................... 001126, ref SDS 90 QW8I
AP0517 -         ..
AP0518 -   20.  IBM unable to convert Lotus Notes
AP0519 -        to support Knowledge Management....... 001130, ref SDS 91 F26K
AP0521 -         ..
AP0522 -   21.  SDS is "utopia" with everything in
AP0523 -        right place at the right time; can't
AP0524 -        find anything using other methods..... 010425, ref SDS 97 EP7F
AP0526 -         ..
AP0527 -   22.  DARPA gives up, government feels KM
AP0528 -        doesn't work using information
AP0529 -        management methods.................... 010426, ref SDS 98 657O
AP0531 -         ..
AP0532 -   23.  Steve Balmer says Microsoft to
AP0533 -        improve productivity in 5 years
AP0534 -        with new generation of technology..... 010510, ref SDS 99 8Y8H
AP0536 -         ..
AP0537 -   24.  DOD has given up on improving IT...... 010712, ref SDS A3 ZR5G
AP0539 -         ..
AP0540 -   25.  DCMA discouraged KM doesn't work...... 010730, ref SDS A4 2N5K
AP0542 -         ..
AP0543 -   26.  Jack Park reports people prefer
AP0544 -        KM methods like email that appeal
AP0545 -        to laziness but do not improve
AP0546 -        productivity.......................... 010908, ref SDS A6 0001
AP0548 -         ..
AP0549 -   27.  Eric Armstrong reports nobody can
AP0550 -        find anything using KM methods
AP0551 -        everybody likes to use................ 010916, ref SDS A9 KA6H
AP0553 -         ..
AP0554 -   28.  Eric reported SDS has mechanisms
AP0555 -        that obviously work................... 010916, ref SDS A8 PG6J
AP0557 -         ..
AP0558 -   29.  Morris Jones explains why SDS has
AP0559 -        developed effective KM technology..... 010924, ref SDS B0 NK4J
AP0561 -         ..
AP0562 -   30.  Secret of knowledge management
AP0563 -        difficult to discover................. 010924, ref SDS B0 QN7M
AP0565 -         ..
AP0566 -   31.  Failure of KM paralyzes productivity.. 011003, ref SDS B1 EC5N
AP0568 -         ..
AP0569 -   32.  SRI two years of research failed to
AP0570 -        produce clues about developing KM..... 011003, ref SDS B1 O74L
AP0572 -         ..
AP0573 -   33.  Economy failing due to lack of KM..... 011003, ref SDS B1 O76L
AP0575 -         ..
AP0576 -   34.  Everybody frustrated by KM failure.... 011003, ref SDS B1 SP6G
AP0578 -         ..
AP0579 -   35.  Knowledge Management difficult to
AP0580 -        define and measure; borrowed goals
AP0581 -        and processes from quality
AP0582 -        movement, Larry Prusak, IBM........... 011102, ref SDS B5 8J8F
AP0584 -         ..
AP0585 -   36.  Traction team uses email not Traction. 011102, ref SDS B3 RL8G
AP0587 -         ..
AP0588 -   37.  OHS team fails to produce code........ 020530, ref SDS D0 IO9O
AP0590 -         ..
AP0591 -   38.  What are we trying to accomplish has
AP0592 -        not been answered by engineers working
AP0593 -        on Knowledge Management shown
AP0594 -        by case study......................... 020530, ref SDS D0 EF7I
AP0596 -         ..
AP0597 -   39.  KM conference on proven methods
AP0598 -        unable to use links for a connected
AP0599 -        record................................ 020710, ref SDS D7 6M6G
AP0601 -         ..
AP0602 -   40.  KM experts do not use KM.............. 020812, ref SDS E0 TV9K
AP0604 -         ..
AP0605 -   41.  KM "communities" tried to create
AP0606 -        useful KM cannot invest 10 seconds
AP0607 -        to create a connected record of
AP0608 -        intelligence; feel overwhelmed when
AP0609 -        they see links showing knowledge
AP0610 -        of cause and effect................... 020820, ref SDS E1 UV6G
AP0612 -         ..
AP0613 -   42.  Lotus Notes customers experiencing
AP0614 -        pain ineffective KM support........... 020822, ref SDS E2 Q99G
AP0616 -         ..
AP0617 -   43.  Email hampers productivity............ 020822, ref SDS E2 HW8H
AP0619 -         ..
AP0620 -   44.  Proven template for KM products and
AP0621 -        services lists simplistic
AP0622 -        information technology gadgets,
AP0623 -        not KM solutions...................... 020822. ref SDS E2 JT5O
AP0625 -         ..
AP0626 -   45.  KM support enabled by SDS arcane and
AP0627 -        unusual to people using IT............ 020823, ref SDS E3 NS9M
AP0629 -         ..
AP0630 -   46.  Metadata fails to organize for
AP0631 -        finding information using Outlook..... 021031, ref SDS E7 M53H
AP0633 -         ..
AP0634 -   47.  Microsoft plans new project to
AP0635 -        create tools that enable people
AP0636 -        find information on a computer........ 021108, ref SDS E8 EF5I
AP0638 -         ..
AP0639 -   48.  Microsoft plans new project to
AP0640 -        integrate software so that people
AP0641 -        can work productively................. 021108, ref SDS E8 EFBE
AP0643 -         ..
AP0644 -   49.  Primus experience shows context
AP0645 -        stumbling block to KM................. 030102, ref SDS E9 O969
AP0647 -         ..
AP0648 -   50.  Pod problem, everybody giving up
AP0649 -        goals to improve management........... 030608, ref SDS F3 8B61
AP0651 -         ..
AP0652 -   51.  Scene in movie Gladiator shows
AP0653 -        Caesar saying understanding of
AP0654 -        "republic" and "democracy" are
AP0655 -        fragile because understanding
AP0656 -        concepts and practices that enable
AP0657 -        a new way of working, like SDS,
AP0658 -        is fragile and fragmentary like
AP0659 -        a whisper that is barely
AP0660 -        heard................................. 030708, ref SDS F4 WZ7N
AP0662 -         ..
AP0663 -   52.  Aerospace company reports that nobody
AP0664 -        is performing requirements for NCO
AP0665 -        that follow in the wake of failed
AP0666 -        efforts in KM......................... 060317, ref SDS G2 KR5G
AP0668 -         ..
AP0669 -   53.  Chronology, context, connection case
AP0670 -        study people have given up even trying
AP0671 -        to perform all three (3) elements essential
AP0672 -        for a practice of Knowledge Management to
AP0673 -        gain experience for developing software
AP0674 -        tools that advance beyond traditional
AP0675 -        information technology................ 070126, ref SDS G3 QH8L
AP0677 -         ..
AP0678 -   54.  Knowledge Management constant debate
AP0679 -        about scope and substance delays design
AP0680 -        makes developing new tools
AP0681 -        very difficult........................ 071106, ref SDS G5 W889
AP0682 -
AP0683 -
AP0685 -  ..
AP0686 - Snowden does not define BPR, nor provide a reference; it may refer to
AP0687 - "Business Process Reengineering" reviewed on...
AP0688 -
AP0689 -    1.  Reengineering implemented by firing
AP0690 -        skilled, productive people, replacing
AP0691 -        with low cost, inexperienced
AP0692 -        people and computers/email............ 950909, ref SDS 19 P25L
AP0693 -
AP0695 -         ..
AP0696 -    2.  BPR failed to meet expectations
AP0697 -        for improving management.............. 961028, ref SDS 35 LZ5L
AP0698 -
AP0700 -         ..
AP0701 -    3.  Ed Swanstrom developed BPR
AP0702 -        innovation............................ 000112, ref SDS 69 UP5F
AP0704 -         ..
AP0705 -    4.  Ed says BPR innovation cannot
AP0706 -        be explained, no work product......... 000113, ref SDS 70 3098
AP0708 -  ..
AP0709 - Failure of KM reported by Snowden reflects failure of AI, PM, IT, TQM,
AP0710 - reengineering, BPR, etc., explained in POIMS, ref OF 1 2N3L, as
AP0711 - related on 010321. ref SDS 96 YF7J
AP0713 -  ..
AP0714 - Response letter to John says in part.....
AP0715 -
AP0716 -      Dave goes on to note that KM has substantially failed to provide
AP0717 -      promised benefits of effective decision support.  I agree with
AP0718 -      that, but wonder why you have not notified Dave that SDS and Com
AP0719 -      Metrics accomplish KM in substantial measure, based on work
AP0720 -      product you have seen for several years, beginning on 991217?
AP0721 -      ref SDS 67 0001  In the absence of this notice, Dave relates
AP0722 -      plans to develop a 3rd generation capability to provide
AP0723 -      separation of context, narrative and content management that
AP0724 -      challenges the orthodoxy of scientific management. Why not tell
AP0725 -      Dave SDS already does this, ref DIT 1 NG7K, as demonstrated by
AP0726 -      this record?
AP0727 -
AP0728 -
AP0729 -
AP0730 -
AP08 -

KM 1st 2nd Generation Failed 3rd Generation Context Narrative Content

AR03 -
AR0401 -     ..
AR0402 -    Information Management Decision Support 1st Generation IM Before 1995
AR0403 -    Decision Support 1st Generation IM Before 1995 Information Management
AR0404 -    KM 1st Generation Before 1995 Information Management Decision Support
AR0405 -
AR0406 - Snowden provides background.....
AR0407 -
AR0408 -        The first age [of KM], prior to 1995 sees knowledge being
AR0409 -        managed... focus is on the appropriate structuring and flow of
AR0410 -        information to decision makers and the computerisation of major
AR0411 -        business applications leading to a technology enabled
AR0412 -        revolution dominated by the perceived efficiencies of process
AR0413 -        reengineering.  For many, reengineering was carried out with
AR0414 -        missionary enthusiasm as managers and consultants rode
AR0415 -        roughshod across pre-existing "primitive" cultures with the
AR0416 -        intent of enrichment and enlightenment that too frequently
AR0417 -        degenerated into rape and pillage.  By the mid to late nineties
AR0418 -        a degree of disillusionment was creeping in, organisations were
AR0419 -        starting to recognise that they might have achieved
AR0420 -        efficiencies at the cost of effectiveness, they had laid off
AR0421 -        people with experience or natural talents, vital to their
AR0422 -        operation, of which they had been unaware. ref OF 4 00EN
AR0424 -             ..
AR0425 -            Supports research on 961028 showing dissatisfaction with
AR0426 -            reengineering. ref SDS 35 LZ5L
AR0427 -
AR0428 -
AR0429 -
AR05 -

KM 1st 2nd Generation Failed 3rd Generation Context Narrative Content
Socialization Internalization Movement Tacit to Externalization 2nd G

AT04 -
AT0501 -     ..
AT0502 -    KM 2nd Generation After 1995 Knowledge Moved Tacit to Explicit
AT0503 -    Socialization, Externalization, Combination, Internalisation
AT0504 -
AT0505 - Snowden describes 2nd generation of KM....
AT0506 -
AT0507 -        ...knowledge management started circa 1995... focus on the
AT0508 -        movement of knowledge between tacit and explicit states through
AT0509 -        the four processes of socialisation, externalisation,
AT0510 -        combination and internalisation. ref OF 4 016P
AT0512 -             ..
AT0513 -            Sounds like Dave is describing people writing down what
AT0514 -            they "know" to create "organizational memory.
AT0516 -             ..
AT0517 -            May support John Maloney's ideas on 010114 that KM entails
AT0518 -            "fantastic social networking functions." ref SDS 94 EK3I
AT0519 -
AT0520 -
AT0522 -  ..
AT0523 - Cannot Write Everything No Excuse to Avoid Capturing What's Important
AT0524 - Investing Intellectual Capital Transforms Tacit to Explicit Knowledge
AT0525 - Tacit Transforms to Explicit Knowledge Add Intelligence to Information
AT0526 -
AT0527 - Snowden explains tacit and explicit knowledge that takes a step toward
AT0528 - grasping SDS support for investing intellectual capital to create
AT0529 - organizational memory....
AT0530 -
AT0531 -     Summarizing, Dave indicates tacit knowledge comes from impressions
AT0532 -     held in the human mind; explicit knowledge is what can be written
AT0533 -     down. ref OF 4 XQ4R  This aligns somewhat with Skyme's view that
AT0534 -     "information" can be written down, while knowledge occurs only in
AT0535 -     the mind, citing Nonaka, per above. ref SDS 0 JA57  Dave also
AT0536 -     relies on Nonaka, ref OF 4 016P  There is no evident effort to
AT0537 -     distinguish information from knowledge, leaving open Skyme's point
AT0538 -     that theorists and practiioners simply substitute "knowledge" for
AT0539 -     "information" in their papers and sales brochures, merely changing
AT0540 -     the name information to knowledge management. ref SDS 0 JA4L  Dave
AT0541 -     says at one point....
AT0543 -           ..
AT0544 -          Examinations of primitive symbolic or pictorial languages
AT0545 -          reveal some relevant facts.  Primary of among these is the
AT0546 -          ability of symbolic languages to convey a large amount of
AT0547 -          knowledge or information in a very succinct way. ref OF 4
AT0548 -          0315
AT0550 -      ..
AT0551 -     This does not convey that information and knowledge are two
AT0552 -     different things, although it could.  More likely Dave is saying
AT0553 -     that symbolic languages convey a large of amount of one thing that
AT0554 -     is called either "knowledge" or "information," take your pick.
AT0556 -      ..
AT0557 -     Snowden correctly says it is impossible to write everything down,
AT0558 -     but does not offer guidance on what to write, ref OF 4 X15U,
AT0559 -     following guidance from the sales department,
AT0560 -     reported on 890809.
AT0562 -          ..
AT0563 -         POIMS suggests writing down what is important based on
AT0564 -         alignment with objectives, requirements and commitments.
AT0565 -         ref OF 1 20EH
AT0567 -  ..
AT0568 - Snowden's para on "meaning" may need some work....
AT0569 -
AT0570 -     We only know what we know when we need to know it, human knowledge
AT0571 -     is deeply contextual, it is triggered by circumstance. In
AT0572 -     understanding what people know we have to recreate the context of
AT0573 -     their knowing if we to ask a meaningful question or enable
AT0574 -     knowledge use.  To ask someone what he or she knows is to ask a
AT0575 -     meaningless question in a meaningless context, but such approaches
AT0576 -     are at the heart of mainstream consultancy method. ref OF 4 X16V
AT0578 -          ..
AT0579 -         Dave makes a good point that context and the process of
AT0580 -         linking that constructs related contexts is an important
AT0581 -         aspect of knowledge, as explained in POIMS.
AT0582 -
AT0583 -
AT0584 -
AT0585 -
AT0586 -
AT0587 -
AT0588 -
AT06 -

KM Context Narrative Content 3rd Generation Replacing 1st 2nd Generat

AY03 -
AY0401 -     ..
AY0402 -    Context, Narrative, Content Managed Separately by 3rd Generation KM
AY0403 -    New Understanding of Meaning Evolves from Intelligence Process
AY0404 -    KM 3rd Generation Separates Context Narrative Content
AY0405 -
AY0406 - Snowden says in the abstract...
AY0407 -
AY0408 -    The third generation requires the clear separation of context,
AY0409 -    narrative and content management and challenges the orthodoxy of
AY0410 -    scientific management. Complex adaptive systems theory is used to
AY0411 -    create a sense-making model that utilises self-organising
AY0412 -    capabilities of the informal communities and identifies a natural
AY0413 -    flow model of knowledge creation, disruption and utilisation.
AY0414 -    ref OF 4 PPSY
AY0415 -
AY0416 -        [...below, Dave describes "knowledge" as a flow and a thing,
AY0417 -        but does not describe the flow nor the thing. ref SDS 0 N46N
AY0419 -         ..
AY0420 -        [On 020920 Dave says Quickplace, Sametime and Teamroom are
AY0421 -        useful KM programs at IBM; how do these efforts support Dave's
AY0422 -        definition of KM as a thing and a flow? ref SDS E5 LW3K
AY0424 -  ..
AY0425 - Snowden in the introduction says implementing his ideas on KM requires
AY0426 - change equivalent to...
AY0427 -
AY0428 -     ....the phase shift from the domination of dogma in the late
AY0429 -     medieval period, to the Enlightenment; moving from esoteric
AY0430 -     complication to a new simplicity based on a new understanding of
AY0431 -     the nature of meaning. ref OF 4 PPXQ
AY0433 -  ..
AY0434 - Below, Dave reports examples from work at IBM that developed email
AY0435 - into comprehensible stories. ref SDS 0 NP54
AY0437 -  ..
AY0438 - On 000716 Professor Joseph Ransdell at Texas Tech cautioned that the
AY0439 - magnitude of the improvment enabled by Com Metrics augurs for patience
AY0440 - to overcome resistance. ref SDS 86 7838
AY0441 -
AY0442 -        [On 020610 Dave's letter commenting on POIMS reflects magnitude
AY0443 -        of the change facing practitioners trying to add context to
AY0444 -        narrative using tools everybody likes, which cause frustration,
AY0445 -        error, loss, conflict, crisis and calamity. ref SDS D4 MV9G
AY0446 -
AY0448 -  ..
AY0449 - Letter responding to John says in part.....
AY0450 -
AY0451 -    1.  While Dave and colleagues at IBM, Microsoft, Oracle, LANL, SRI,
AY0452 -        DARPA and so on are turning to yet another set of buz words,
AY0453 -        what evidence indicates this is any more likely to yield
AY0454 -        progress than the 1st and 2nd generation offerings which
AY0455 -        Snowden reports have failed, per above? ref SDS 0 ZN6I
AY0457 -             ..
AY0458 -            On 980226 IBM proposed business intelligence to replace a
AY0459 -            bunch of stuff that had not sold previously. ref SDS 50
AY0460 -            2716
AY0462 -         ..
AY0463 -        How can there be a 3rd generation when there is no 1st or 2nd?
AY0465 -         ..
AY0466 -        What evidence does Dave rely upon to establish that the 1st and
AY0467 -        2nd generation failed?  Essentially it is failure to
AY0468 -        consistently produce work product that provides better decision
AY0469 -        support than what everybody is already using in meetings, calls
AY0470 -        and documents based on conventional literacy, mostly used today
AY0471 -        in email, like this letter, and your letter today.  In other
AY0472 -        words, Dave is arguing that since we cannot improve what we
AY0473 -        have been doing for 2,000 years, then we have failed to move
AY0474 -        beyond IT to KM. ref DIT 1 PA9I
AY0476 -         ..
AY0477 -    2.  That's why I like John's focus on "practice."  Where can we
AY0478 -        turn for an example of practicing something different.
AY0479 -        ref DIT 1 QB4N  A small, but growing body of people are taking
AY0480 -        notice of SDS, as shown in the record on 010907. ref SDS A5
AY0481 -        KX3L
AY0483 -  ..
AY0484 - Snowden explains....
AY0485 -
AY0486 -     Some of the basic concepts underpinning knowledge management are
AY0487 -     now being challenged: "Knowledge is not a "thing", or a system,
AY0488 -     but an ephemeral, active process of relating. ref OF 4 01VX
AY0489 -
AY0490 -         Dave could help by explaining the process of "relating" he has
AY0491 -         in mind.  The description of knowledge as an active process
AY0492 -         aligns with Professor Joseph Ransdell's explanation of
AY0493 -         communication as a process, reviewed on 000716. ref SDS 86
AY0494 -         7838
AY0496 -          ..
AY0497 -         Dave's idea to separate narrative from context ref SDS 0 LY8M,
AY0498 -         fits the description of knowledge as a web of connections that
AY0499 -         relate one thing people experience with another, to impart
AY0500 -         understanding of causation through stories.  These connections
AY0501 -         occur over a lifetime and so are continually evolving, as
AY0502 -         daily experience accumulates in history.  This process is
AY0503 -         called "intelligence" in POIMS, and the work product or
AY0504 -         result, i.e., the connections and conclusions are called
AY0505 -         "knowledge." ref OF 1 14GE  So, POIMS recognizes Dave's point
AY0506 -         that human cognition can be usefully considered as both a
AY0507 -         thing and a process per review of Campbell's book on 900303,
AY0508 -         ref SDS 5 6006, just as it is helpful to consider light as
AY0509 -         both a particle and a wave.
AY0511 -  ..
AY0512 - Snowden continues...
AY0513 -
AY0514 -     In the third generation we grow beyond managing knowledge as a
AY0515 -     thing to also managing knowledge as a flow.  To do this we will
AY0516 -     need to focus more on context and narrative, than on content.
AY0517 -     ref OF 4 0N5O
AY0519 -  ..
AY0520 - Dave accomodates opposing views of "knowledge" in the literature as
AY0521 - both a thing and a process, which redound to arguing Knowledge
AY0522 - Management is an oxymoron, per above. ref SDS 0 JA3H and ref SDS 0
AY0523 - 598F
AY0525 -  ..
AY0526 - Snowden concludes....
AY0527 -
AY0528 -     In the new, "complexity informed" but not "complexity constrained"
AY0529 -     third generation, content, narrative and context management
AY0530 -     provide a radical synthesis of the concepts and practices of both
AY0531 -     first and second generation.  By enabling descriptive self
AY0532 -     awareness within an organisation, rather than imposing an
AY0533 -     pseudo-analytic model of best practice, it provides a new
AY0534 -     simplicity, without being simplistic, enabling the emergence of
AY0535 -     new meaning through the interaction of the formal and the formal
AY0536 -     in a complex ecology of knowledge  ref OF 4 0752
AY0538 -          ..
AY0539 -         Context could be organic structure that sets boundaries of
AY0540 -         meaning, enabled by SDS.
AY0542 -          ..
AY0543 -         Dave does not expand on this concept in this paper.
AY0545 -          ..
AY0546 -         Dave does not describe, mention nor allude to any technology
AY0547 -         available now nor to any work at IBM on building tools that
AY0548 -         aid or otherwise support his vision for a third generation of
AY0549 -         knowledge management.  Dave's proposition that knowledge
AY0550 -         cannot be stored, conflicts with 20 years of history using
AY0551 -         SDS, discussed below. ref SDS 0 LYPS
AY0552 -
AY0553 -             [...below, Dave describes managing email by subjects for
AY0554 -             tracking mistakes to capture lessons learned, and he
AY0555 -             associates context with this effort. ref SDS 0 NP54
AY0557 -          ..
AY0558 -         The difference between narrative and content is not explained
AY0559 -         either in Dave's paper.
AY0561 -          ..
AY0562 -         Managing context distinct from information in documents is a
AY0563 -         big step toward a KM solution set out in POIMS. ref OF 1 079L
AY0564 -         On 000503 the task seemed overwhelming to people who have not
AY0565 -         experienced working with SDS. ref SDS 79 5033  On 011102
AY0566 -         organizing narrative to manage context seemed too difficult
AY0567 -         using methods everybody likes. ref SDS B4 IU5G  On 010916 Eric
AY0568 -         Armstrong reported that SDS enables amazing mechanisms for
AY0569 -         managing context that obviously work. ref SDS A8 0001  Earlier
AY0570 -         on 010517 the Director of Computer Science at SRI observed SDS
AY0571 -         support for managing context. ref SDS A0 RL5F
AY0573 -          ..
AY0574 -         Dave's objective for an elegant solution that is direct, but
AY0575 -         not simplistic reflects the SDS design using an "intelligence"
AY0576 -         process of plan, perform, report, see POIMS. ref OF 1 6649  A
AY0577 -         new concept of Knowledge Space enables clear, concise,
AY0578 -         complete communication that replaces the traditional modality
AY0579 -         of "documents," also, explained in POIMS. ref OF 1 1218
AY0581 -       ..
AY0582 -      [On 020610 asked Dave about these issues. ref SDS D4 TV6M
AY0583 -
AY0584 -
AY0585 -
AY0586 -
AY0587 -
AY06 -

Knowledge Cannot be Stored Nor Owned Intellectual Capital Cannot be M
Intellectual Capital Difficult to Measure

B304 -
B30501 -     ..
B30502 -    Technology SDS Stores and Accesses Knowledge Space with SDS
B30503 -    Storing Knowledge Space Enabled by SDS Augments Intelligence
B30504 -    Intellectual Capital Cannot be Measured but Can be Invested
B30505 -    Knowledge is a Composite Resource So Ownership is Never Clear
B30506 -
B30508 -  ..
B30509 - Snowden maintains....
B30510 -
B30511 -    If one takes this view then no one, let alone a corporation, can
B30512 -    own knowledge.  Knowledge itself cannot be stored, nor can
B30513 -    intellectual capital be measured, and certainly neither of them can
B30514 -    be managed."  (Stacy 2001). ref OF 4 VX4H
B30516 -          ..
B30517 -         Dave raises an important issue about "ownership" of knowledge,
B30518 -         that was discussed in a live situation where a lot of money
B30519 -         was at risk, reported on 961018. ref SDS 34 T06N
B30521 -          ..
B30522 -         Intellectual capital is an important idea in POIMS,
B30523 -         ref OF 1 1101, that explains how SDS converts information into
B30524 -         knowledge with an intelligence process that enables better
B30525 -         management.
B30527 -          ..
B30528 -         While knowledge generated with innate mental metrics cannot be
B30529 -         "measured" using conventional methods for data base systems,
B30530 -         intellectual capital can be invested rather than squandered by
B30531 -         merely grazing on endless information in a garden of Eden
B30532 -         generated by current technology.  USACE reported experience
B30533 -         using SDS shows the ROI calculated for this investment is in
B30534 -         the range of 10:1. ref DRP 7 0001  This improvement reflects
B30535 -         the wide disparity between the value of information and the
B30536 -         power of knowledge, reviewed on 950204. ref SDS 16 HF3H
B30538 -          ..
B30539 -         Communication Metrics explained on 950204 offers a path for
B30540 -         building tools that aid mental metrics that presents an
B30541 -         important opportunity for advancing from information to a
B30542 -         culture of knowledge. ref SDS 16 XQ7L
B30544 -          ..
B30545 -         Storing "knowledge" is supported by SDS technology explained
B30546 -         in POIMS, as a spreadsheet for knowledge space. ref OF 1 034Y
B30547 -         Dave's analysis that knowledge cannot be "stored," ref SDS 0
B30548 -         SO64, suggests technology cannot augment human intelligence to
B30549 -         shape, craft, strengthen, distribute, preserve, grow and
B30550 -         refine accuracy of knowledge about cause and effect.  Dave
B30551 -         does not mention a role for technology, nor for a new work
B30552 -         role to complement accounting that aligns finances by, also,
B30553 -         aligning communiations.  The conclusion of Complex Acts of
B30554 -         Knowing..., does not mention technology. ref SDS 0 0752  This
B30555 -         presents an opportunity for study and experience to help IBM
B30556 -         support advance to a culture of knowledge.
B30557 -
B30558 -            [On 020920 Dave cites software Quickplace, Sametime and
B30559 -            Teamroom are used at IBM for information management.  Dave
B30560 -            says IBM has lots of KM programmes; does not explain how KM
B30561 -            programs function without storing knowledge. ref SDS E5
B30562 -            LW3K
B30564 -             ..
B30565 -            [On 020922 Dave reported Sametime adds more value to
B30566 -            management at IBM than structured tools Dave has
B30567 -            encountered. ref SDS E6 TG4J
B30568 -
B30569 -
B30570 -
B30571 -
B30572 -
B30573 -
B30574 -
B30575 -
B306 -

Intellectual Capital Huge Opportunity for Investing by Connecting Inf
We Can Always Know More Than We Can Tell and Can Tell More Than We Ca
Write Everything Down Not Necessary Write What is Important to Object
Write Everything Down Dilemma All Information Cannot be Captured Anal

BB06 -
BB0701 -     ..
BB0702 -    Knowledge Management Dilemma Huge Opportunity for Improvement
BB0703 -    Information Overload Requires Allocating Resources for Thinking
BB0704 -    Writing Everything Down Impossible Not Excuse to Avoid Analysis
BB0705 -    Intellectual Capital Huge Potential for KM to Advance Civilization
BB0706 -
BB0708 -  ..
BB0709 - Dave makes an important point about potential benefits of changing
BB0710 - from information to a culture of knowledge.  Dave's paper says....
BB0711 -
BB0712 -    We can always know more than we can tell, and we will always tell
BB0713 -    more than we can write down.  The nature of knowledge is such that
BB0714 -    we always know, or are capable of knowing more than we have the
BB0715 -    physical time or the conceptual ability to say.  I can speak in
BB0716 -    five minutes what it will otherwise take me two weeks to get round
BB0717 -    to spend a couple of hours writing it down.  The process of writing
BB0718 -    something down is reflective knowledge; it involves both adding and
BB0719 -    taking away from the actual experience or original thought.
BB0720 -    Reflective knowledge has high value, but is time consuming and
BB0721 -    involves loss of control over its subsequent use. ref OF 4 X15U
BB0723 -         ..
BB0724 -        Dave is discussing here the core knowledge management dilemma,
BB0725 -        ref SDS 0 S48O, that information can be continually absorbed
BB0726 -        sequentially in endless meetings, calls and email through the
BB0727 -        senses, e.g., seeing, hearing, etc., because the subconscious
BB0728 -        mind processes information in parallel to create knowledge, as
BB0729 -        explained in POIMS. ref OF 1 8774  It is therefore impossible,
BB0730 -        and so futile to use sequential processing in the conscious
BB0731 -        span of attention for verifying the accuracy of all information
BB0732 -        through analysis of connections and assignment of subjects and
BB0733 -        summary pointers, as related in the record on 950204.
BB0734 -        ref SDS 16 HE6J
BB0735 -
BB0737 -         ..
BB0738 -        Judgement Solves Knowledge Management Dilemma of Limited Time
BB0739 -
BB0740 -        The universal problem of limited time is expressed by the
BB0741 -        common scenario of attending meetings all day that leave no
BB0742 -        time for analysis, illustrated by the record on 890215.
BB0743 -        ref SDS 1 P116  The same problem drives the common expression
BB0744 -        "I can't write everything down," cited 890809, ref SDS 3 3S6H;
BB0745 -        and, "Analysis seems like dupilication writing notes twice"
BB0746 -        that is unnecessary overkill, also cited on 890809. ref SDS 4
BB0747 -        5930  The obvious solution to the knowledge management dilemma
BB0748 -        of limited time and unlimited information is to exercise
BB0749 -        judgement by writing down what's important, explained in POIMS.
BB0750 -        ref OF 1 20D6
BB0751 -
BB0752 -            [On 030120 reviewed steps exercising judgement applying SDS
BB0753 -            for capturing greater share of daily working information.
BB0754 -            ref SDS F0 NQ4F
BB0756 -             ..
BB0757 -            [On 030309 example of tension and opportunity to improve
BB0758 -            illustrated by Aerospace company project. ref SDS F1 1M6L
BB0760 -         ..
BB0761 -        The fact that accuracy of everything cannot be verified (i.e.,
BB0762 -        we cannot write everything down, and when we are in meetings
BB0763 -        all day there is less time for analysis) does not excuse giving
BB0764 -        up on communication, cited by Drucker on 931130, ref SDS 11
BB0765 -        3851, by failing to capture information that is critical to get
BB0766 -        things done on time and within budget and without causing death
BB0767 -        and injury from continual bumbling, cited by Kissinger,
BB0768 -        reported on 940609, ref SDS 13 4238, and caused by limited span
BB0769 -        of attention, explained in POIMS, ref OF 1 2050, and by meaning
BB0770 -        drift, which is, also, explained in POIMS. ref OF 1 049O
BB0772 -         ..
BB0773 -        The huge gap between sequential and parallel processing implied
BB0774 -        by Dave's analysis, per above, ref SDS 0 625N, shows a huge
BB0775 -        opportunity for improving productivity, earnings and stock
BB0776 -        prices using SDS to work intelligently by converting a greater
BB0777 -        share of daily working information into useful knowledge, as
BB0778 -        explained in POIMS. ref OF 1 M17I  The goal is substantial
BB0779 -        improvement capturing important information, not perfection to
BB0780 -        capture all information in hope of eliminating judgement.
BB0782 -         ..
BB0783 -        Since exercising judgement taxes emotional strength, which for
BB0784 -        some is a major psychological burden, i.e., presents another
BB0785 -        knowledge management dilemma, in many cases a Communication
BB0786 -        Manager with skills and personality to withstand presssure is
BB0787 -        required for Communication Metrics for saving time and money
BB0788 -        and lives.
BB0789 -
BB0790 -
BB0791 -
BB0792 -
BB0793 -
BB0794 -
BB0795 -
BB08 -

Knowledge Both Thing and Flow, Dave Snowden
Complexity of Knowledge Solved by Diversity of Management Approaches,
Information Knowledge Mean Same Thing
Snowden, Dave IBM KM Executive Knowledge Difficult to Understand Diff

BX06 -
BX0701 -     ..
BX0702 -    Diverse Approaches Required to Manage Complexity of Knowledge
BX0703 -    Knowledge Both Thing and Flow Complex Needs Diversity of Approaches
BX0704 -    KM 3rd Generation Requires Diverse Management Approaches
BX0705 -
BX0706 -
BX0707 - Snowden further says in the abstract....
BX0708 -
BX0709 -    ...the argument from nature of many complexity thinkers is rejected
BX0710 -    given the human capability to create order and predictability
BX0711 -    through collective and individual acts of freewill.  Knowledge is
BX0712 -    seen paradoxically, as both a thing and a flow requiring diverse
BX0713 -    management approaches. ref OF 4 PX7M
BX0714 -
BX0715 -        Dave's description of knowledge as a "thing" and a "flow"
BX0716 -        aligns with Michael H.  Zack's paper "Managing Codified
BX0717 -        Knowledge" published by.... Sloan Management Review, Volume 40,
BX0718 -        Number 4, Summer, 1999, pp. 45-58, reported in the record on
BX0719 -        010221. ref SDS 95 NK6O  This approach to accomodate opposing
BX0720 -        views of "knowledge" in the literature addresses opinion that
BX0721 -        argues Knowledge Management is an oxymoron, per above.
BX0722 -        ref SDS 0 JA3H and ref SDS 0 598F
BX0724 -         ..
BX0725 -        Dave's ideas for diverse management approaches supports John
BX0726 -        Maloney's effort to encourage diversity in KM Cluster.
BX0727 -        ref SDS 0 WX76
BX0728 -
BX0729 -            [On 020920 Dave says Quicplace, Sametime and Teamroom are
BX0730 -            useful KM programs at IBM; how do these efforts support
BX0731 -            Dave's definition of KM as a thing and a flow? ref SDS E5
BX0732 -            LW3K
BX0734 -         ..
BX0735 -        It would be helpful to get a list of "diverse management
BX0736 -        approaches" Dave has in mind based on initial finding that
BX0737 -        prior approaches have failed. ref SDS 0 ZN6I
BX0739 -  ..
BX0740 - As shown above, ref SDS 0 N46N, explaining the "paradoxical nature of
BX0741 - knowledge," ref OF 4 01VX, Snowden describes knowledge as both a thing
BX0742 - and a flow, ref OF 4 0N5O, and makes a useful anology with "energy"
BX0743 - (Dave says "electrons) described in physics as both particles and
BX0744 - waves. ref OF 4 02QP  This supports the abstract of Dave's paper that
BX0745 - uses similar language to describe knowledge as a flow. ref SDS 0 LY8M
BX0747 -  ..
BX0748 - Dave does not explain how knowledge is a different thing and different
BX0749 - process from information, and so leaves the impression that
BX0750 - "information" could be substituted for "knowledge" throughout the
BX0751 - paper, which Skyme notes is a common practice, ref SDS 0 JA4L  Dave
BX0752 - seems to expressly equate information and knowledge, see below.
BX0753 - ref SDS 0 RS6M  As a result, the paper suggests information management
BX0754 - and knowledge management are merely different ways of saying the same
BX0755 - thing, which aligns with Uncle Jim's point on 940722. ref SDS 14 8388
BX0756 - Further aligns with IBM colleague, Prusak, noting criticism that
BX0757 - Knowledge Management merely a new name for trying to sell failed
BX0758 - iniatives, seminars, books, tools, and consultant's time for
BX0759 - information management, reviewed on 011102.
BX0760 -
BX0761 -
BX0762 -
BX0763 -
BX0764 -
BX0765 -
BX08 -

Case Study Knowledge Wisdom Information Data Cognitive Processes Res

CN03 -
CN0401 -  ..
CN0402 - Cognitive Science Philosophy Define Power of Knowledge
CN0403 - Knowledge Define Case Study Correlation to Information Management
CN0404 - Case Study Knowledge Hard to Grasp Difference from Information
CN0405 -
CN0406 - Difficulty explaining the meaning of "knowledge" and distinguishing
CN0407 - from information, shown in Dave Snowden's paper today, per above,
CN0408 - ref SDS 0 OG8I, aligns with evidence that people equate information
CN0409 - with knowledge; research in cognitive science, philosophy, physical
CN0410 - science, and management science provide grounding for computer science
CN0411 - to support Knowledge Management...
CN0412 -
CN0413 -            [On 070126 case study people have given up on all three
CN0414 -            goals for Knowledge Management, i.e., document respostiry,
CN0415 -            context management - subjects, meta data, and making
CN0416 -            connections - linking. ref SDS G3 QH8L
CN0417 -
CN0418 -    1.  Knowledge cognitive science people pay
CN0419 -        a price amplifying limited information
CN0420 -        with paradigms constructed from memory of
CN0421 -        past impressions that make prejudice
CN0422 -        natural part of rational
CN0423 -        thinking............................. 900303, ref SDS 5 4456
CN0425 -         ..
CN0426 -    2.  Knowledge, common sense, wisdom, reasoning
CN0427 -        in the present about future results of
CN0428 -        taking action based on paradigms
CN0429 -        constructed from memory of
CN0430 -        past experience...................... 900319, ref SDS 6 1323
CN0432 -         ..
CN0433 -    3.  Information is the same as
CN0434 -        knowledge, like dew and rain
CN0435 -        are both water....................... 940722, ref SDS 14 8388
CN0437 -         ..
CN0438 -    4.  Knowledge hard for engineers to grasp
CN0439 -        differences from information,
CN0440 -        and wisdom........................... 960227, ref SDS 24 0022
CN0442 -         ..
CN0443 -    5.  Knowledge/learning in cognitive science
CN0444 -        proposes the brain constructs meaning
CN0445 -        with vector dimension matching new
CN0446 -        information against memory of contextual
CN0447 -        experience associating everything to
CN0448 -        continually refine understanding
CN0449 -        and leading to meaning
CN0450 -        drift................................ 960518, ref SDS 31 GS58
CN0452 -         ..
CN0453 -    6.  IBM's announcement supporting Business
CN0454 -        Intelligence seeemed to be new name
CN0455 -        for information management to
CN0456 -        boost sales of past
CN0457 -        efforts.............................. 980226, ref SDS 50 2716
CN0459 -         ..
CN0460 -    7.  Knowledge management experts do not cite
CN0461 -        Drucker, do not define "knowledge, make
CN0462 -        no evident distinction between knowledge
CN0463 -        and information, and offer no guidance
CN0464 -        on how "management" applies to
CN0465 -        knowledge............................ 990213, ref SDS 55 0001
CN0467 -         ..
CN0468 -    8.  Knowledge Management seminar experts
CN0469 -        and attendees nobody can explain
CN0470 -        difference between knowledge and
CN0471 -        information.......................... 991217, ref SDS 67 9030
CN0473 -         ..
CN0474 -    9.  OHS/DKR group under Doug Engelbart
CN0475 -        at SRI urged to distinguish
CN0476 -        knowledge from information........... 000120, ref SDS 71 5063
CN0478 -         ..
CN0479 -   10.  KM experts do not distinguish
CN0480 -        information from knowledge........... 000307, ref SDS 72 4012
CN0482 -         ..
CN0483 -   11.  Knowledge workshop proposed by Doug
CN0484 -        Engelbart in 1972 paper cites Drucker
CN0485 -        writings on "knowledge worker" and
CN0486 -        management practices leading to
CN0487 -        new idea of Knowledge
CN0488 -        management........................... 000327, ref SDS 75 3971
CN0490 -         ..
CN0491 -   12.  Need to distiguish information from
CN0492 -        knowledge reviewed................... 000407, ref SDS 76 2805
CN0494 -         ..
CN0495 -   13.  KM software engineer discloses that
CN0496 -        understanding a meaning of knowledge
CN0497 -        is too difficult for designing
CN0498 -        software to do more than Informtion
CN0499 -        Technology........................... 000503, ref SDS 79 5033
CN0501 -         ..
CN0502 -   14.  Doug Engelbart denied NSF grant support
CN0503 -        because proposal did not define
CN0504 -        knowledge............................ 000510, ref SDS 80 0004
CN0506 -         ..
CN0507 -   15.  Semiotic theory of knowledge explains
CN0508 -        the role of logic occurring through
CN0509 -        biologically processes grounded in
CN0510 -        the irreversibility of time enabling
CN0511 -        continuous thought and communication
CN0512 -        operating mediationally through
CN0513 -        experience to generate knowledge
CN0514 -        proposed in philosophy by
CN0515 -        Peirce............................... 000515, ref SDS 81 0042
CN0517 -         ..
CN0518 -   16.  Knowledge defined truth and belief
CN0519 -        justified through experience that
CN0520 -        increasingly refines accuracy
CN0521 -        by continuing investigation
CN0522 -        proposed in philosophy by
CN0523 -        Peirce............................... 000515, ref SDS 81 0042
CN0525 -         ..
CN0526 -   17.  Knowledge hard for engineers to design
CN0527 -        technology that advances beyond
CN0528 -        capabilities for information,
CN0529 -        management........................... 000517, ref SDS 82 0785
CN0531 -         ..
CN0532 -   18.  KM development team reports understanding
CN0533 -        meaning of knowledge is too difficult
CN0534 -        for designing software; decides to work
CN0535 -        on email for better information
CN0536 -        management........................... 000615, ref SDS 84 6271
CN0538 -         ..
CN0539 -   19.  KM engineer and scientist at LANL
CN0540 -        asks about differences between
CN0541 -        information and
CN0542 -        knowledge............................ 000713, ref SDS 85 4480
CN0544 -         ..
CN0545 -   20.  Truth defining knowledge requirement
CN0546 -        in philosophy explained by Professor
CN0547 -        Ransdell; fits cognitive science
CN0548 -        explanation of accuracy to
CN0549 -        sustain life......................... 000729, ref SDS 87 JL6O
CN0551 -         ..
CN0552 -   21.  IBM engineers could not agree on
CN0553 -        meaning and definition of knowledge
CN0554 -        well enough to develop technology
CN0555 -        scope for converting Lotus Notes
CN0556 -        into Knowledge Management
CN0557 -        tools................................ 001130, ref SDS 91 F26K
CN0559 -         ..
CN0560 -   22.  IMB expert helped launch Knowledge
CN0561 -        Management in 1993 explains criticism
CN0562 -        vendors created a new name of "Knowledge
CN0563 -        Management" to boost falling sales
CN0564 -        of information management
CN0565 -        seminars, books, and
CN0566 -        tools................................ 011102, ref SDS B4 SZ7O
CN0568 -         ..
CN0569 -   23.  IBM expert cites challenge Knowledge
CN0570 -        Management experts cannot explain
CN0571 -        difference between information and
CN0572 -        knowledge............................ 011102, ref SDS B4 K37K
CN0574 -         ..
CN0575 -   24.  KM experts and engineers simply
CN0576 -        substitute "knowledge" in
CN0577 -        "information management" without
CN0578 -        substantive improvement.............. 020608, ref SDS 0 JA4L
CN0580 -         ..
CN0581 -   25.  Information = document phycical object
CN0582 -        experienced through sensory perception;
CN0583 -        knowledge mental process connecting
CN0584 -        cause effect to understand meaning
CN0585 -        of information....................... 020608, ref SDS 0 JA57
CN0587 -         ..
CN0588 -   26.  KM educator does not define
CN0589 -        knowledge separately from
CN0590 -        information.......................... 020812, ref SDS E0 XT6K
CN0592 -         ..
CN0593 -   27.  KM professional objects to links
CN0594 -        applying connectionist theory of
CN0595 -        cognitive science that applies
CN0596 -        meaning of knowledge; promotes IT
CN0597 -        using email.......................... 020823, ref SDS E3 R87J
CN0599 -         ..
CN0600 -   28.  Knowledge management organizing daily
CN0601 -        work and maintaining order of cause
CN0602 -        and effect accomplished by SDS "save"
CN0603 -        function performs 30 tasks, thousands
CN0604 -        of steps which people hate doing using
CN0605 -        due diligence to work intelligently
CN0606 -        that save lives, time, and
CN0607 -        money................................ 031203, ref SDS F5 EG8G
CN0609 -         ..
CN0610 -   29.  Locality principle knowledge defined
CN0611 -        in sciencific practice applies "order"
CN0612 -        based on irreversibility of time
CN0613 -        energy exchanged connecting
CN0614 -        cause and effect yields
CN0615 -        power of knowledge to
CN0616 -        predict the
CN0617 -        future............................... 040312, ref SDS F6 YH4G
CN0619 -         ..
CN0620 -   30.  Knowledge defined in philosophy presents
CN0621 -        justified true belief (JTB) that relies
CN0622 -        on evidence from experience to
CN0623 -        justify belief of
CN0624 -        truth................................ 050115, ref SDS G0 SF5K
CN0626 -         ..
CN0627 -   31.  Case study people give up on all three
CN0628 -        goals for Knowledge Management, i.e., (1)
CN0629 -        computer document repository for common
CN0630 -        storage paperless office, (2) context
CN0631 -        management organize documentation with
CN0632 -        meta data to make finding details and
CN0633 -        trends fast and easy, and (3) making
CN0634 -        connections to link cause and effect
CN0635 -        which together yield the power
CN0636 -        of knowledge......................... 070126, ref SDS G3 QH8L
CN0638 -         ..
CN0639 -   32.  Tools of Cooperation paper on Knowledge
CN0640 -        Management paper fails to distinguish
CN0641 -        information from
CN0642 -        Knowledge............................ 071113, ref SDS G6 PH6F
CN0644 -         ..
CN0645 -        Knowledge Management engineers seem unable
CN0646 -        to grasp meaning of information, intelligence,
CN0647 -        knowledge to create technology for flexible
CN0648 -        structure required to convert information
CN0649 -        into knowledge, and instead apply
CN0650 -        a wordprocessing paradigm
CN0651 -        for publishing
CN0652 -        documents............................ 080422, ref SDS G7 AF4G
CN0653 -
CN0655 -  ..
CN0656 - Jeromy Campbell's book "The Improbably Machine" reviewed on 900303 led
CN0657 - to an analogy that helps people grasp differences between information
CN0658 - and knowledge, ref SDS 5 7739, further explained in POIMS. ref OF 1
CN0659 - 0367
CN0660 -
CN0661 -      [On 020920 Dave says Quickplace, Sametime and Teamroom are useful
CN0662 -      KM programs at IBM; need work product showing how these efforts
CN0663 -      support Dave's definition of KM as a thing and a flow?
CN0664 -      ref SDS E5 LW3K
CN0666 -       ..
CN0667 -      [On 020922 Dave questions that knowledge management should add
CN0668 -      value to information management. ref SDS E6 SV6K
CN0670 -  ..
CN0671 - Dave's paper does not explain what "flow" occurs that comprises
CN0672 - "knowledge," how it aids human cognition, nor how it differs from
CN0673 - information flow.
CN0674 -
CN0675 -     POIMS describes an "intelligence" process that converts
CN0676 -     information generated using alphabet technology, into a more
CN0677 -     powerful form called knowledge. ref OF 1 6649
CN0678 -
CN0679 -
CN0681 -  ..
CN0682 - Chaos Spawns Creativity through Recognition of New Patterns
CN0683 -
CN0684 - Dave discusses the importance of patterns, saying in part....
CN0685 -
CN0686 -        We need to identify the early signs of a pattern forming and
CN0687 -        disrupt those we find undesirable while stabilising those we
CN0688 -        want. ref OF 4 05UW
CN0690 -      ..
CN0691 -     SDS is designed to identify patterns of sequence for understanding
CN0692 -     cause and effect, explained in POIMS, ref OF 1 0367, using organic
CN0693 -     structures to manage context, also explained in POIMS. ref OF 1
CN0694 -     1110  SDS further enables command and control of the record.
CN0695 -     ref OF 1 1113 Possibly Dave his this in mind in his paper
CN0696 -     discussing....
CN0697 -
CN0698 - can be taken apart and examined to discover the nature
CN0699 -        of the components and their relationships. Cause and effect can
CN0700 -        be separated and by understanding their linkages we can control
CN0701 -        outcomes. ref OF 4 04X2
CN0703 -         ..
CN0704 -        If we are really clever then we seed the space to encourage the
CN0705 -        formation of patterns that we can control. ref OF 4 05UW
CN0707 -      ..
CN0708 -     SDS is designed to manage higher information flows by making it
CN0709 -     fast and easy to create the connections that maintain alignment to
CN0710 -     avoid drifting off course, described in POIMS as the biggest risk
CN0711 -     in enterprise. ref OF 1 V8P1
CN0713 -  ..
CN0714 - Dave proposes in his paper....
CN0715 -
CN0716 -        By increasing information flow, variety and connectiveness
CN0717 -        either singly or in combination we can break down existing
CN0718 -        patterns and create the conditions under which new patterns
CN0719 -        will emerge, although the nature of emergence is not
CN0720 -        predictable. ref OF 4 05UW
CN0722 -      ..
CN0723 -     Dave's discussion of "connectivenss" may indicate considertion of
CN0724 -     connectionist theory, explained in POIMS, ref OF 1 K84L, citing
CN0725 -     work by Jeromy Campbell reviewed on 900303. ref SDS 5 6006
CN0726 -
CN0727 -        This is fluid space of varying stabilities over time and space.
CN0728 -        Most humans make decisions on the basis of past or perceived
CN0729 -        future patterns not through rational choices between
CN0730 -        alternatives (Klein 1998), an understanding of patterns is
CN0731 -        therefore key to managing behaviour within organisations and in
CN0732 -        relationship to markets and environmental factors. ref OF 4
CN0733 -        05UW
CN0735 -      ..
CN0736 -     Dave seems to recognize the importance of experience, cited in
CN0737 -     POIMS, ref OF 1 1112, for creating knowledge...
CN0738 -
CN0739 -        In a complex space we cannot sense and respond, but must first
CN0740 -        probe the space to stimulate pattern understanding or
CN0741 -        formation, then sense the patterns and respond accordingly.
CN0742 -        Entrepreneurs manage in this space instinctively while large
CN0743 -        organisations find it more uncomfortable.  In this domain
CN0744 -        leadership cannot be imposed, it is emergent based on natural
CN0745 -        authority and respect but it is not democratic, it is
CN0746 -        matriarchal or patriarchal. ref OF 4 05UW
CN0748 -      ..
CN0749 -     Dave appears to be making Clay Christensen's analysis about
CN0750 -     disruptive technologies, reviewed on 990527. ref SDS 59 RP56
CN0751 -
CN0752 -
CN0753 -
CN0754 -
CN08 -

Creativity Spawned by Controlled Chaos
Creativity Spawned by Controlled Managed Chaos

CP04 -
CP0501 -      ..
CP0502 -     Chaos Controlled and Managed Fosters Creativity
CP0503 -
CP0504 -     Dave suggests chaos and disruption spawn creativity.....
CP0505 -
CP0506 -        Chaos represents the consequence of excessive structure or
CP0507 -        massive change, both of which can cause linkages to sunder.  As
CP0508 -        such it is a space that requires crisis management and is not
CP0509 -        comfortable, or entered with any enthusiasm by other than the
CP0510 -        insane. ref OF 4 05XY
CP0512 -      ..
CP0513 -     Information overload creates continual crisis of chaos that
CP0514 -     overwhelms the ability to manage, and thus makes communication the
CP0515 -     biggest risk in enterprise, explained in POIMS. ref OF 1 R69H
CP0517 -      ..
CP0518 -     Dave continues...
CP0519 -
CP0520 -        However it is one of the most useful spaces, and one that needs
CP0521 -        to be actively managed.  It provides a means by which
CP0522 -        entrainment of thinking, the inevitable consequence of
CP0523 -        expertise can be disrupted by breaking down the assumptions on
CP0524 -        which that expertise is based.  It is also a space into which
CP0525 -        most management teams and all knowledge programmes will be
CP0526 -        precipitated; regular immersion in a controlled way can
CP0527 -        immunise the organisation and create patterns of behaviour that
CP0528 -        will pay dividends when markets create those conditions.  We
CP0529 -        also need to remember that what to one organisation is chaotic,
CP0530 -        to another is complex or knowable.  In the chaotic domain the
CP0531 -        most important thing is to act, then we can sense and respond.
CP0532 -        Leadership this domain is about power: either the power of
CP0533 -        tyranny, or that of charisma.  Both models impose order, and if
CP0534 -        order is imposed without loss of control, then the new space is
CP0535 -        capable of being used to advantage. ref OF 4 DV8K
CP0537 -      ..
CP0538 -     Dave makes interesting assertions that need a record of
CP0539 -     performance to evaluate efficacy.
CP0540 -
CP0541 -        [On 020920 Dave request for a simple explanation of SDS that
CP0542 -        solves the complexity of daily management, appears conflicting
CP0543 -        with the call for studying chaos to advance creativity.
CP0544 -        ref SDS E5 UN6H
CP0546 -      ..
CP0547 -     The battle field is generally a chaotic domain that results in
CP0548 -     mayhem.  When confronted with unordered near-term activity in the
CP0549 -     moment that is not amenable to careful analysis, then unfolding
CP0550 -     events and choices that conflict with experience lead people to
CP0551 -     flail away in every direction.  Enough people flailing in many
CP0552 -     directions yields new patterns of conduct, as Dave argues, but not
CP0553 -     necessarily useful.  Nor can anyone notice useful patterns that
CP0554 -     might emerge when attention is focused on survival.  Interestingly,
CP0555 -     military training seeks to avoid normal response to chaos, and
CP0556 -     instead rely on established conduct through the notion of military
CP0557 -     discipline, because while not always successful in every case,
CP0558 -     experience has shown that being prepared to make an ordered
CP0559 -     response to chaos yields the best results most often.
CP0561 -      ..
CP0562 -     The same holds true in the less threatening, but equally chaotic
CP0563 -     world of daily management, noted by General Hatch commenting about
CP0564 -     SDS and Com Metrics on 951229. ref SDS 22 2036
CP0566 -      ..
CP0567 -     Attending meetings without being prepared yields chaos, mistakes,
CP0568 -     loss, conflict, crisis and calamity illustrated by Intel's
CP0569 -     practice of conducting meetings through confrontation reported on
CP0570 -     970123, ref SDS 37 1111, and cited in a study published by AP on
CP0571 -     960205.  The study found people waste 70% of the day in
CP0572 -     unproductive meetings, ref SDS 23 5902, which aligns with a report
CP0573 -     on 940722 that information overload causes people to spend 80% of
CP0574 -     the time finding information. ref SDS 14 CR6L  Chaos when people
CP0575 -     cannot find information breeds anger, stress and fear that
CP0576 -     paralyzes creativity and productivity, reported on 960406,
CP0577 -     ref SDS 27 5922, and more recently on 011003. ref SDS B1 EC5N  CBS
CP0578 -     News reported similar findings that chaos from information
CP0579 -     overload reduces ability to perform in a broadcast on 980408.
CP0580 -     ref SDS 51 0001  The CBS News broadcast report was underscored
CP0581 -     when failure to perform analysis that connects the dots caused
CP0582 -     understanding of impending harm to fail, as chaos reigned on
CP0583 -     010911.  Similarly when too many people having too many problems
CP0584 -     chaos permeates the national economy causing productivity,
CP0585 -     earnings and stock prices to fall, reported on 001207. ref SDS 92
CP0586 -     V54M
CP0588 -      ..
CP0589 -     Stock markets, not to mention democracy, may illustrate Dave's
CP0590 -     idea of controlled chaos.  Many, if not most, observers might well
CP0591 -     seek safe harbor from tumultuous chaos of daily transactions; yet,
CP0592 -     experience shows that on balance the chaos of freedom generally
CP0593 -     results in wiser allocations of resources to fund enterprise than
CP0594 -     if some omnipotent ruler controlled all investments, not
CP0595 -     withstanding abuses like Enron and others reported on 020204.
CP0596 -     ref SDS C1 0001 Dave's thesis presents another knowledge
CP0597 -     management dilemma.  How to strike a reasonable balance of freedom
CP0598 -     that in the extreme leads to chaos that prevents creativity, while
CP0599 -     avoding overbearing control that equally stifles progress?
CP0600 -
CP0601 -
CP0602 -
CP0603 -
CP0604 -
CP0605 -
CP07 -

Just-in-time Knowledge Management
Knowledge Difficult to Distinguish to Adance What we Need to Know
Meaning Requires New Approaches for Complex Domains of Rationalist an
New Way of Working New Approaches for Managing Complex Domains of Mea
Knowledge Equated with Information in Other Words Knowledge Managemen

CV07 -
CV0801 -     ..
CV0802 -    Knowledge and Information Appear to be the Same Thing
CV0803 -    New Way of Working. New Science Meets Challenge of Complexity
CV0804 -    Meaning Emerges in Complicated Domains Ratinoalist and Reductionist
CV0805 -    Knowledge Difficult to Identify What and When Need Will Arise
CV0806 -
CV0807 - Dave says in part...
CV0808 -
CV0809 -    Examinations of primitive symbolic or pictorial languages reveal
CV0810 -    some relevant facts. Primary of among these is the ability of
CV0811 -    symbolic languages to convey a large amount of knowledge or
CV0812 -    information in a very succinct way. ref OF 4 0315
CV0814 -         ..
CV0815 -        This expression seems to equate knowledge and information,
CV0816 -        which aligns with the general tenor of the paper that does not
CV0817 -        distinguish information from knowledge, per above. ref SDS 0
CV0818 -        OG8I
CV0820 -  ..
CV0821 - Dave reports on the paradox of knowledge as a thing and a flow...
CV0822 -
CV0823 -    ....knowledge is simultaneously and paradoxically both a thing and
CV0824 -    a flow. ...Cynefin focuses on creating the conditions for the
CV0825 -    emergence of meaning: in its two complicated domains these are
CV0826 -    rationalist and reductionist: the SECI model works.  In the complex
CV0827 -    and chaotic domains new science and new approaches are required.
CV0829 -         ..
CV0830 -        "Meaning" was reviewed on 960321, ref SDS 26 2882, and again on
CV0831 -        960324, from Tom Landauer's paper on Plato's Problem.
CV0833 -         ..
CV0834 -        Dave's call for new approaches based on new science may align
CV0835 -        with SDS capability that enables a new way of working reported
CV0836 -        on 001219. ref SDS 93 QT6F and ref SDS 93 4W4L
CV0838 -         ..
CV0839 -        POIMS describes a new way of working. ref OF 1 3742
CV0840 -
CV0841 -           [On 020610 experience indicates that even those calling for
CV0842 -           a new approach need help getting started, indicating that
CV0843 -           most people less interested in a new way of working will
CV0844 -           need help in the period ahead. ref SDS D4 6M6G
CV0846 -         ..
CV0847 -        NWO calls for a new way of working, ref OF 2 Q74L, enabled by a
CV0848 -        new class of professionals. ref OF 2 6369  Doug Engelbart seems
CV0849 -        to support this idea in his 1972 paper calling for specialized
CV0850 -        expertise, reviewed on 000327. ref SDS 75 5256
CV0851 -
CV0853 -  ..
CV0854 - Dave explains experience at IBM....
CV0855 -
CV0856 -    In the third generation we create ecologies in which the informal
CV0857 -    communities of the complex domain can self-organise and self manage
CV0858 -    their knowledge in such a way as to permit that knowledge to
CV0859 -    transfer to the formal, knowable domain on a just in time basis.
CV0860 -    ref OF 4 057Y
CV0862 -         ..
CV0863 -        Need explanation of a "formal knowledge domain"?
CV0865 -     ..
CV0866 -    The informal, complex space contains much knowledge that never
CV0867 -    needs to be an organisational asset; the issue is that even if we
CV0868 -    knew what we know, we cannot distinguish in advance what we need to
CV0869 -    know as an organisation, and critically when we need to know it.
CV0870 -    ref OF 4 06Y1
CV0871 -
CV0872 -        Management is a process that attempts to identify objectives,
CV0873 -        requirements and commitments, which establish what people need
CV0874 -        to learn about, grow and apply knowledge to solve. ref OF 1
CV0875 -        1X6G
CV0876 -
CV0877 -
CV0878 -
CV0879 -
CV09 -

Stories of Mistakes Organized by Subjects for Email to Create Context
Story People Think through Connecting Chronolgies Cause Effect Give D

D304 -
D30501 -     ..
D30502 -    Mistakes Organized for Lessons Learned Based on Email Subjects
D30503 -    Email for Organized for Lessons Learned Based on Subjects Stories
D30504 -    Subjects IBM Tried to Organize Email for Lessons Learned
D30505 -    Stories for Organizational Memory from Email Yield Lessons Learned
D30506 -
D30507 - Dave explains use of stories by primitive societies...
D30508 -
D30509 -    ...some primitive societies... train their children to act as human
D30510 -    repositories of complex stories that contain the wisdom of the
D30511 -    tribe.  The ability to convey high levels of complexity through
D30512 -    story lies in the highly abstract nature of the symbol associations
D30513 -    in the observer's mind when s/he hears the story.  It triggers
D30514 -    ideas, concepts, values and beliefs at an emotional and
D30515 -    intellectual level simultaneously.  A critical mass of such
D30516 -    anecdotal material from a cohesive community can be used to
D30517 -    identify and codify simple rules and values that underlie the
D30518 -    reality of that organisation's culture (Snowden 1999b).  At its
D30519 -    simplest manifestation this can be a coded reference to past
D30520 -    experience. "You're doing a Margi" may be praise or blame --
D30521 -    without context the phrase is meaningless, with context a dense set
D30522 -    of experiences is communicated in a simple form.  Is the common
D30523 -    understanding of the symbol structure and its sequence that
D30524 -    provides shared context in this domain. ref OF 4 0315
D30525 -
D30526 -        Experience shows that identifying a "critical mass" to codify
D30527 -        rules and values of the culture that Dave contemplates for
D30528 -        growing "knowledge" occurs through case law over decades and
D30529 -        centuries, and to a lessor extent through journalism,
D30530 -        publishing and entertainment in theater and the movies.  The
D30531 -        "organization" step is a challenge, as related in the record on
D30532 -        890523. ref SDS 2 T14T and ref SDS 2 SQ5L
D30534 -  ..
D30535 - Snowden cites example using stories from experience at IBM....
D30536 -
D30537 -    Flagging by subject matter.  To take an example from the author's
D30538 -    own experience, during the early stage of pioneering work on
D30539 -    narrative techniques for knowledge disclosure a private
D30540 -    collaboration space was created within IBM's network, but not as a
D30541 -    part of a formal Community of Practice.  This contained a record
D30542 -    of significant mistakes and associated learning that would only be
D30543 -    shared in a small trusted community.  The subject matter was
D30544 -    flagged in the formal community under the more colloquial label of
D30545 -    "organisational story telling".  This resulted in an early trickle
D30546 -    of e-mails until 1999 when an article on the use of story in 3M
D30547 -    was published in (Shaw et al 1998); story telling became
D30548 -    fashionable and e-mail volume increased to a painful level.  At
D30549 -    this point a document answering the most frequently answered
D30550 -    questions was written in self-defence.  The socialisation pressure
D30551 -    of the ecology forced the voluntary codification of knowledge and
D30552 -    that same pressure, through the various questions provides the
D30553 -    context that allows the production of material at an appropriate
D30554 -    level of abstraction.  A formal document prepared in advance of
D30555 -    those questions would have been far too time consuming to produce
D30556 -    and it might also never have been needed: story might have
D30557 -    remained an esoteric technique. ref OF 4 06QS
D30558 -
D30559 -            [On 030314 KM industry and developers have adopted Dave's
D30560 -            call for stories to perform knowledge management.
D30561 -            ref SDS F2 5560
D30563 -         ..
D30564 -        Dave's explanation roughly correlates context to subjects, and
D30565 -        further discloses the importance of narrative to tell a "story"
D30566 -        that facilitates understanding complexity, ref SDS 0 NP54, as
D30567 -        noted by Campbell in his book reviewed on 900303 explaining
D30568 -        that the human brain is wired to think through stories.
D30569 -        ref SDS 5 3016 and further explaining "stories" give
D30570 -        information meaning that grows new knowledge. ref SDS 5 9876
D30571 -        This idea aligns with Dave's objective to separate context,
D30572 -        narrative and content, per above. ref SDS 0 LY8M
D30574 -         ..
D30575 -        When the number of stories reaches a certain level, the mind
D30576 -        begins segmenting context and giving them names for subjects,
D30577 -        categories, topics, etc., as shown in SDS records like this
D30578 -        one.  Organizing stories into an effective organic, flexible
D30579 -        structure that serves human needs is a challenge, as related in
D30580 -        the record on 890523. ref SDS 2 SQ5L  Research on 990303 shows
D30581 -        people can only manage about seven (7) subjects in the
D30582 -        conscious mind, and so another challenge arises of how to
D30583 -        expand span of attention to manage a broader range of subjects.
D30584 -        ref SDS 56 5328
D30585 -
D30586 -            [On 020618 creating a common story is part of Com Metrics.
D30587 -            ref SDS D6 IL3J
D30588 -
D30589 -
D30590 -
D30591 -
D30592 -
D30593 -
D30594 -
D30595 -
D30596 -
D30597 -
D30598 -
D30599 -
D30600 -
D30601 -
D307 -
Distribution. . . . See "CONTACTS"