DTIC ADA562154: Understanding the Knowledge Environment

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by  Defense Technical Information Center

LTC (R)Michael Prevou this creates in the minds of In fact, knowledge appears
stakeholders. to increase in value the more it is
Knowledge and other Confronting the threats of shared, and effective organizations
intangibles such as leadership a network-centric enemy with enable this knowledge flow
and experience are valuable a slow, traditional hierarchical through the specific elements of
commodities to the Army and a structure, weighed down by a knowledge environment they
driving force behind the emerging cumbersome processes and out control.
human capital strategy initiatives. of date structures is no longer Effective KM requires a
In a 1994 Fortune Magazine sufficient to win the learning broader understanding of the
article, Tom Stewart warned competition. We need new elements in this environment
companies to focus less on what approaches that will prepare the and the interactions that we
they own and more on what they unit on the ground for the next can manage to make knowledge
know: their intellectual capital. patrol rather than the next war. flow more effectively.
Since then, Peter Drucker, among The “how” and “why” Like an ecosystem,
others, has identified knowledge elements of tacit knowledge the knowledge environment must
as the new basis of competition have become critical for mission maintain a certain balance of
in post-capitalist society, and command. In a complex and these elements or it will cease to
Stanford economist Paul Romer rapidly changing environment, function correctly. The knowledge
has called knowledge the only managing and applying assessment team has visited more
unlimited resource. In the knowledge gives us a competitive than a dozen units in the last two
mid-90s, the term ‘knowledge edge, allowing our decision years and has witnessed firsthand
management’ was used to address cycle to turn faster than that the ecosystem out of balance.
the shortcomings of information of an adversary. This Before we delve too deeply
technology to deliver on the application of tacit knowledge into the knowledge environment
promise of improved effectiveness (the knowledge in our heads) has and knowledge flow, let’s establish
and increased efficiency. replaced the who, what, when, and a few working definitions.
Army leaders have embraced where questions that provided us In an attempt to explain
the need for KM over the last 8-10 only information. As a result, the knowledge, there is sometimes a
years even as they struggled to Army has embraced the discipline misconception that knowledge is
define it. Currently, knowledge to increase the speed with which information.
management often seems technical we acquire, retain, create, share, Information is data that has
and software-oriented. One of learn, and manage what we been given meaning by context. A
the main reasons KM initiatives know and to increase the flow of spreadsheet is often used to make
fail is because of how the term that knowledge throughout the information from data. Another
‘knowledge management’ is organization. example is the SPOT report
used and the misunderstanding Recently, the meaning of the containing 6-9 lines of data put
term ‘knowledge management’ into context to create a common
has been debated and redefined picture.
KM enables: repeatedly. It has even been Knowledge can have many
 Situational understanding argued that knowledge definitions or explanations. An
 A shared common operational picture management is a poor term absolute definition is hard to
 Decision-making because knowledge cannot be formulate because knowledge
 Transfer and availability of expertise and
managed, since it lives primarily “is the subjective interpretation
experience
in people’s minds. Information of information in the mind of
 Organizational learning during operations
 Collaboration management isn’t much of an the perceiver,” according to
 Speeding knowledge transfer between units and improvement because it carries experts expounding in Makhfi
individuals
with it almost two decades of Introduction To Knowledge
 Reach-back capability to Army schools, centers
baggage and preconceptions that Modeling, http://www.makhfi.
of excellence, and other resources
 Process improvements focus on technology. Some say com/KCM_intro.htm. It is
 Helping leaders and Soldiers become more agile knowledge is an infinite resource, information combined with
and adaptive during operations and almost all practitioners agree understanding and capability.
 Doctrine development
that unused knowledge has no
(Continued on page 50)
value.
Army Communicator 49
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Understanding the knowledge environment
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(Continued from page 49) disrupted or stopped by barriers. It generates knowledge products
We can steer the direction of flow and services by and among
and can manage the elements commanders and staffs. It supports
that impact that flow through the collaboration and the conduct
In their tome, Working
environment. According to Frank of operations while improving
Knowledge: How Organizations
Leistner, writing in Mastering organizational performance.”
Manage What They Know,
Organizational Knowledge Flow, According to FM 6-01.1, the
Harvard Business School Press,
Wiley and SAS business Series, primary purpose of KM is to help
Boston 1998, T.H. Davenport and
Hoboken N.J. 2010, pages 17- commanders and their staffs make
L. Prusak write, “It is originated
18, effective flow comes from informed, timely decisions. KM
and applied in the minds of the
two sources: the active side with enables effective collaboration
knower or informed person.”
directed actions, and the passive by ensuring efficient and timely
Knowledge is “information
side where you remove the flow of knowledge throughout the
combined with experience,
barriers that prevent knowledge commanders’ organizations. It also
context, interpretation, and
sharing from happening. narrows the gap between relevant
reflection. It is a high-value form
Knowledge management, information commanders require
of information that is ready to
simply stated, is the art and and that which they have.
apply to decisions and actions.”
science of connecting people who Managing the Knowledge
Typically, knowledge provides
need the right knowledge, at the Environment
a level of predictability that stems
right time, to those who have If KM is a deliberate approach
from recognizing patterns. For
it. The nature and role of KM to help organizations plan, create,
example, information from two
as mandated in FM 3-0 is, “To organize, integrate, maintain,
or three different SPOT reports
respond to a rapidly changing transfer, assess, and effectively use
has significant meaning to a unit
operational environment and and reuse what they know (both
operating in the area for a while,
develop creativity, innovation, tacit and explicit) to achieve a
whereas it would be unrelated
and adaptation, information sustained competitive advantage,
pieces of information to someone
must become knowledge. That then where do we start? To be
new.
knowledge must permeate effective we must manage the
“Knowledge is the essential
throughout the Army. This components of the full-spectrum
factor in adding meaning to
requires both art and science. knowledge environment…not just
information,” write A. Abell
Knowledge management is the the knowledge artifacts.
and N. Oxbrow, in Competing
art of gaining and applying KM systems (the technology)
With Knowledge. London: Facet
information throughout the get the right information to the
Publishing. 2001.
Army and across the joint force. right people at the right time,
Tacit Knowledge refers to
personal knowledge rooted in
the individual experience and
involves intangible factors, such as
personal belief, perspectives, and
values. Tacit knowledge can be
very difficult to transfer. Examples
include judgment, know-how, or
intuition.
Explicit knowledge refers to
tacit knowledge that has been
documented—articulated into
formal language—and can be
much more easily transferred
among individuals. Explicit
knowledge is found in documents
and databases, such as manuals,
reports, and procedures. Making
tacit knowledge explicit is one of
the key functions of KM strategies.
Knowledge flow is the
movement of knowledge through
an organization. Like a river, the
flow finds its own way but can be
Figure 1
50 Summer - 2011
provide them with the approach. Knowledge
tools for analyzing leadership at the middle and
that information, and Knowledge superiority is the dominance in bottom of the organization
give them the power the flow of knowledge and expertise through is also required to innovate,
to respond to the personalization and codification sufficient to identify opportunities and
insights they glean from win the learning competition in threats to knowledge flow,
that knowledge. But counterinsurgency and persistent conflict. and practice effective KM
effective KM requires strategies to prevent the loss
high human-to-human of organizational knowledge.
interaction and helps The knowledge
eliminate barriers by environment must address
networking the hierarchy the full spectrum of
of an organization and by helping knowledge flow knowledge—from explicit knowledge that we can
from its source through the organization. KM is write down and manage as a physical artifact, to
a discipline that treats intellectual capital, both the more elusive tacit knowledge (the knowledge
tacit and explicit, as a managed asset; whereas, in our heads), which many argue cannot be made
information management systems manage just the explicit. However, through the proper techniques,
explicit documentation. The KM discipline is more it can be brought forward, made visible, and shared
holistic. Knowledge managers strive to manage in some limited fashion. Without understanding
the knowledge environment, not simply the assets. the difference, we try to manage all knowledge as
The knowledge environment consists of seven explicit, falsely believing it can be captured, stored,
major components: structure, people, processes, and shared through electronic means. Nothing could
technology, content, organizational culture, and be further from the truth, and this accounts for the
knowledge leadership. frustrations most organizations experience, given a
As shown in Figure 1, the people, processes, heavy technology emphasis.
and technology intersect, forming linked variables The elements of the knowledge environment
that must be in balance. Culture, content, and that must be managed include the following:
structure are independent variables that affect each
of the linked variables. Knowledge leadership is People
overlaid across all the components and provides Knowledge is social and only moves through
the vision, drive, and resources to make KM people. Information systems can only store and
effective. move the data and information. When we speak of
people, we refer to their ability to understand, learn,
Components of a Knowledge and apply the processes, technologies, principles,
Environment and strategies required in a self aware and adaptive
This integrated knowledge environment is an Army. The knowledge, skills, and abilities of
ecosystem that requires a balance of three types each Soldier must be deliberately developed. We
of interactions: human-to-human, human-to- don’t send Soldiers into combat without proper
system, and system-to-system. These interactions marksmanship training, yet we send them into staff
are critical to an organization’s ability to function work and combat without training on how to use the
properly, and the organization’s structures, knowledge tools and processes.
people, processes, technologies, and culture
make it possible for the ‘flow’ of data to become Process
information and then to knowledge. KM optimizes KM processes help us convert knowledge to
knowledge flow by enabling the interactions that action and achieve results as we move to accomplish
produce that flow and managing the components an organizational/unit objective. The results of
in the environment. Knowledge is social and only these processes must be linked and contribute to
moves through people. Information systems can accomplishing organizational objectives before
only store and move the data and information. the true value of KM can be realized. A variety of
The paradox is that knowledge does not flow knowledge processes exist based on who you read.
naturally within our complex organizations. All have some degree of knowledge acquisition,
Barriers come in all shapes and sizes, and KM organization, and dissemination. Most KM literature
cannot be left to happenstance if we are to stay cites knowledge use as central to each KM process.
competitive and continuously learn, innovate, The current FM 6-01.1 lists four KM processes,
and adapt. Knowledge leadership is required at
the highest levels of an organization to resource,
(Continued on page 52)
prioritize, and advocate for a deliberate KM
Army Communicator 51
(Continued from page 51) seemed to be blocked at work.
Training on current information
KM Processes
but current thinking describes technologies is one of the biggest
seven to nine processes used to shortcomings we see during our  Knowledge planning
plan, create, acquire, organize, visits to units and organizations.
integrate, maintain, transfer, Every organization we have visited  Knowledge creation
assess, and effectively use and has a defi ciency in IT/KM technology
 Knowledge acquisition
reuse what they know. These are training, primarily because some
not the organizational processes leaders continue to believe systems  Knowledge integration
like the military decisionmaking are intuitive or that training provided
process or troop leading or task once is suffi cient to sustain you for  Knowledge organization
management; these are processes the next few years. However, the  Knowledge transfer
specific to knowledge, and each most successful organizations have
one is used for any single given continuous training on systems and  Maintaining knowledge
organizational process. processes available for all Soldiers
 Assessing knowledge
Using knowledge is not a and civilians, not just for “knowledge
process itself, but rather the reason workers.” Technology in support
we manage these processes—to of the knowledge environment
effectively use and reuse what we must provide a suite of services and
use on the job is tacit. The majority
know. These processes apply to applications, for both synchronous
of which cannot be made explicit,
individuals, organizations, and and asynchronous interactions, and it
yet we continue to expend nearly
across the enterprise. Failure to must provide the security protocols
all our resources on technology
understand the processes and required to protect information
solutions that can only organize,
address them directly is one of without severely restricting access to
store, and move 20 percent of what
the major reasons stovepipes critical knowledge.
we know. We have disregarded the
continue to appear and we, as
other elements of the knowledge
an Army, have difficulty sharing Structure
environment and continue to fail
across organizational boundaries. Structure refers to organizational
to understand that knowledge fl ow
Technology will enable these structures such as: organizational
requires movement of both types of
processes, but in the end, the layout or wire diagram; the
knowledge to show value.
ability to share and use the policies, procedures, and processes;
While our IT systems are
knowledge is a human endeavor. the physical structure of where
great at storing and moving data,
people sit and who they interact
information at rest in these systems
Technology with regularly; and the plans and
is virtually useless. The more we
Technology enables KM. It is strategies that guide daily operations.
share and adapt it, the more valuable
not KM itself. Technology allows In one organization, we improved
it becomes. Making tacit knowledge
us to reach further and span time knowledge fl ow by more than 30
fl ow requires person-to-person
and geography. It also allows us percent by simply changing the
interactions, communities of practice,
to store and move unthinkable arrangements of people in the
Army professional forums, and
amounts of information and Operations Center. Much of the
collaborative sessions. All of these
data. Too often we have seen component ‘structure’ is about
practices are excellent methods that
organizations that equate human-to-human interactions and
apply technology to assist content
SharePoint to KM. Technology removing the barriers that inhibit
fl ow.
is essential for effective KM, as these interactions. Structure in this
On the other hand, no technology
we can no longer rely on sharing construct also includes doctrine,
is required to perform an effective
with just a local group as we the knowledge repositories and
after action review or hold a peer
did in the past. We can manage databases used by the Army, the
assist.
the technologies and access to business practices employed both
them either locally or across the administratively and tactically, and
Culture
enterprise. the KM structures and infrastructure
This is about creating an
One of the biggest frustrations at each unit level.
obligation for continuous learning
today remains our inability to
and sharing. ‘Knowledge is power’
access our information from outside Content
is an outdated axiom and can often
our local domain. Soldiers remain This component consists of
cost lives. The new mantra for an
frustrated with technology since both tacit and explicit knowledge.
organization must be ‘The power of
they have such world-wide access to According to many recent studies,
knowledge shared’ to create a culture
information at home but constantly 80 percent of the knowledge we
52 Summer - 2011
of collaboration, where we can systems, the speed or complexity of
routinely build and create knowledge knowledge fl ow, and are too busy
jointly. To effect change, we have to get organized. They are usually Technology is an enabler,
to focus on specifi c behaviors, approaching the end of their careers
not a replacement for an
and without understanding this and have given up on learning
component of the knowledge anything new. They are the ones who effective KM strategy.
environment, most change initiatives former Army Chief of Staff GEN Eric
never live past the leader’s Shinseki, was talking to when he
departure. Culture change can and said “if you don’t like change, you’re
The knowledge environment is
must be deliberately and delicately going to hate being irrelevant.”
a framework that we can manage.
managed. It lies in all three of the Strong knowledge leadership is
It offers a practical approach to a
people, processes, and technology required to make us a net-centric,
discipline saddled by heavy baggage
components, but must be clearly learning organization and ensure we
and misunderstanding. We must
identifi ed and targeted if change is to can win the learning competition.
create a culture of collaboration and
last.
knowledge sharing in the Army
Conclusion
where key information is not only
Knowledge Leadership Managing the knowledge
‘pushed and pulled,’ but where
This component affects the environment should not be left to
organizational prodding (think
other components and is often the chance. We don’t build schools and
Amazon.com when it sends you an
single point of failure in a unit’s expect learning to occur without
e-mail saying people who liked X
ability to collaborate and share having teachers. We don’t build
book will like Y book) helps connect
effectively. When the boss doesn’t libraries and expect the patrons to
the Soldier to the global knowledge
get it, it is unlikely collaboration will understand the fi ling system, manage
they need now to meet mission
be a priority. Effective knowledge the stacks, or know where each type
objectives. We must help knowledge
leadership will: of book might be located. For these
fl ow across the knowledge
o Make KM a top priority and put it reasons, we need dedicated KM
environment so that good ideas are
on the agenda professionals in every organization
shared immediately and are valued
o Establish and communicate a to assist the leadership in developing
regardless of the source. In this new
knowledge vision, allowing the plans and policies that govern the
Army culture, knowledge sharing is
organization to: unit’s human capital, integrating and
recognized and rewarded, and the
o Manage conversation training unit personnel, managing
knowledgebase is accessible without
o Enable knowledge activists tools and content that facilitate the
technological or structural barriers.
o Manage change processes human-to-human and human-to-
In this new Army culture, we manage
o Globalize knowledge system interactions, and program the
the knowledge environment; not just
o Develop knowledge leaders in the system-to-system interactions.
the knowledge.
organization KM and the associated tools
o Build a guiding team and technologies that support
LTC (R) Michael Prevou, Ph.D., is an
o Create an obligation to share and enable it are increasing in
Army veteran with operational tours in
o Enable action: put tools in place complexity. Building understanding
Afghanistan, Macedonia, and Bosnia.
o Create momentum and sustain it and acceptance of the KM policies,
He has served at various command and
If all other components are tools, and procedures must happen
staff positions throughout his career and
perfectly balanced but no effective early in a Soldier’s introduction
as an observer controller (combat
knowledge leadership exists, the to the organization and recur
training coach) at the National
frustration and lack of resources will often to remain current. As tools
Training Center and Battle Command
quickly grind any KM initiative to and processes change quickly,
Training Program. He has been
a halt. Knowledge leadership does the organization needs a strategy
involved in KM with the Army for
not have to come from the top. In for acculturating new members
over nine years.
many cases, we have seen it from the and developing legacy workers
middle or a grassroots level. These through continuous education and
efforts are often slower and fail more learning. This learning must be built,
A QuickScan
CRONYM
often as they are crushed by the coordinated, managed, and quality
bureaucracy. More often than not, the controlled by the KM team in careful
obstacles to effective collaboration coordination with the schools and
FM – Field Manual
also come from the middle levels departments. It must be part of a
IT - Information Technology
of our organizations. They are the continuous learning philosophy
KM - Knowledge Management
dead-end senior fi eld grades and and assist in creating a culture of
MDMP - Military
civilians who don’t understand collaboration and lifelong learning.
Decisionmaking Process
Army Communicator 53