Table Of Content

By Linda McGurn • The impact each gap has on the date, knowledge activities fall into organization several major categories including: Knowledge flow is essential in • Measures of effectiveness and knowledge planning; knowledge an operational environment where priorities for addressing the gaps creation, capture and transfer; we must learn faster, understand • Recommendations for strategies and content management. The better, and adapt more rapidly. and approaches to close the gaps number of activities undertaken The baseline flow requires an An action plan with practical by organizations depended on its integrated knowledge environment and operational solutions, along knowledge management maturity where information moves freely with a pilot and evaluation, and the availability of resources. between people, between systems, usually follows the assessment. Knowledge gaps occur when and between people and systems. The knowledge assessment, like there are disconnects between Unfortunately, knowledge does the mission analysis phase of the what an organization knows and not flow naturally in our complex Military Decision Making Process, what it MUST know in order to environments; barriers come in all ensures we have identified the accomplish its mission. While the shapes and sizes. The knowledge right problems and considered all knowledge activities may vary assessment is a structured five- the relevant facts, assumptions, from organization to organization, phase process (see Figure 1) and current available information the knowledge gaps observed that looks at all components of before we begin looking at have been very similar; we discuss the knowledge environment— solutions. Each knowledge those in greater detail below. People, Processes, Technology, assessment engagement is unique Contributing factors are Content, Organizational Structure and must be tailored to the needs those things in the operating & Culture and Knowledge of the organization. environment that cause (or Leadership—and identifies To date BCKS has conducted contribute to) the knowledge barriers to knowledge flow. knowledge assessments of more gaps. When we categorized Each knowledge assessment than 10 organizations ranging in the contributing factors across is performed by a team from size from ASCCs to directorates knowledge assessments conducted Battle Command Knowledge to individual staff functions. In to date by the components of System and involves a series of these knowledge assessments, the knowledge environment, we interviews with key leaders, mid- trends have emerged in knowledge found that the preponderance level managers, and employees in activities, and knowledge gaps, of factors related to process (See the organization. The Knowledge and the factors contributing to the Figure 2). Contributing factors Assessment identifies: gaps. related to people and content • Knowledge and performance Knowledge activities are were a distant second and third gaps the actions that the organization • The causes or factors undertakes to manage knowledge. (Continued on page 44) contributing to the gaps Within organizations assessed to Figure 1: Knowledge Assessment Process Army Communicator 43 Report Documentation Page Form Approved OMB No. 0704-0188 Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number. 1. REPORT DATE 3. DATES COVERED 2011 2. REPORT TYPE 00-00-2011 to 00-00-2011 4. TITLE AND SUBTITLE 5a. CONTRACT NUMBER Knowledge management assessment trends 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d. PROJECT NUMBER 5e. TASK NUMBER 5f. WORK UNIT NUMBER 7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) 8. PERFORMING ORGANIZATION U.S. Army Signal Center,ATTN: ATZH-POM (Army REPORT NUMBER Communicator),Bldg 29808A (Signal Towers), Room 713,Fort Gordon,GA,30905 9. SPONSORING/MONITORING AGENCY NAME(S) AND ADDRESS(ES) 10. SPONSOR/MONITOR’S ACRONYM(S) 11. SPONSOR/MONITOR’S REPORT NUMBER(S) 12. DISTRIBUTION/AVAILABILITY STATEMENT Approved for public release; distribution unlimited 13. SUPPLEMENTARY NOTES 14. ABSTRACT 15. SUBJECT TERMS 16. SECURITY CLASSIFICATION OF: 17. LIMITATION OF 18. NUMBER 19a. NAME OF ABSTRACT OF PAGES RESPONSIBLE PERSON a. REPORT b. ABSTRACT c. THIS PAGE Same as 3 unclassified unclassified unclassified Report (SAR) Standard Form 298 (Rev. 8-98) Prescribed by ANSI Std Z39-18 (Continued from page 43) doing. There is no SOP on what inconsistent. Many organizations calendars to use, or how to use are still using shared drives as calendars effectively. Individuals central repositories. Trends in Knowledge Gaps are manually inputting • Information flow is inhibited Across the organizations that information on multiple calendars by absence, misuse or BCKS assessed, these emerged rather than using built in software misunderstanding of collaborative as the most prevalent knowledge features to automate the process. tools. Even where the technology gaps: • People can’t find information. is available to support blogging, • Organizations don’t have Staff wastes valuable time looking wikis, libraries, team workspaces a common operating picture. for content or posting the same (just to cite a few examples), the Information regarding the content in multiple places and tools are often seen as more of organization’s overarching formats. Out-of-date versions a hindrance than value-added. mission is not centrally or of key documents are used. Consequently, an organization’s readily available. Consequently, Content management techniques ability to collaborate and maintain individuals or groups don’t are not known, understood or situational awareness is impacted. understand how they support the practiced. When information is What we observe: Email is used as mission. Tools that could help found, for example on a portal, the primary tool for discussions, establish a command “map,” it often is not trusted because it collaboration, and tasking even like a shared calendar and an may be dated. What we observe: though more appropriate tools are organizational battle rhythm, Very few organizations have available. Frequent use of “reply are either underutilized or not even basic content governance all” adds to user email overload implemented. What we observe: in place to guide how and where and results in redundancy. There Organizations are using multiple documents should be organized, is no consistent understanding calendars as opposed to a stored and managed. Content how to leverage tools, like common, synchronized calendar management SOPs are insufficient SharePoint. to maintain visibility on what the or nonexistent. File structures • Opportunities for face-to- Command and its leadership are and naming conventions are face interactions and tacit knowledge exchange are missed Figure 2: Contributing Factors Across the Knowledge Environment 44 Summer - 2011 or mismanaged. Because of high has helped organizations close Command Knowledge System OPTEMPO, individuals will these gaps by recommending Knowledge Services Division, use email to convey complex practical and operational which provides knowledge messages that would be better knowledge solutions. BCKS uses assessments and knowledge communicated face-to-face. Where subject matter experts in areas management training to the there is face-to-face interaction, such as process improvement, Army. Prior to joining BCKS, she knowledge sharing is not tacit knowledge transfer, content worked for a consulting company emphasized or facilitated. What management and SharePoint to based in Kansas City providing we observe: Too many meetings, identify best practices. Depending project management, assessment, and the meetings that are held on the needs of the organization, process improvement and training are not well-organized and do the recommendations can services to public and private not include the right attendees. include a KM roadmap with sector clients. She has more than Meetings are scheduled at the prioritized tasks and measures of 15 years of executive experience last minute, disrupting schedules. effectiveness. in the telecommunications The purpose of the meeting is not To find out more about the industry, where she specialized in well understood and there is no knowledge assessment process, building and leading departments apparent link between the outputs visit the Knowledge Assessment engaged in collecting, analyzing of one meeting and the inputs page on AKO: https://www. and disseminating information of another. Agendas are either us.army.mil/suite/page/598135. on markets and competitors to incomplete or not adhered to, so To request a BCKS support strategic and tactical meetings are ineffective and waste knowledge assessment, please decision-making. She holds time. visit: https://survey.bcks. a Bachelor of Arts degree • Knowledge is not effectively army.mil/secure/TakeSurvey. from the University of Kansas captured or transferred when aspx?SurveyID=94LM4m2 and a Master of Business there is personnel turnover. For further discussion on this Administration degree from Organizational knowledge often topic, visit KMNet, one of the Keller Graduate School of resides in a handful of resources, BCKS Professional Forums. All Management. She is also a and is lost when those resources BCKS Professional Forums require certified project management depart. New hires are brought AKO access. Most BCKS forums professional and certified into an organization with few require membership to view or knowledge manager. introductions and little training, participate in the forums. To join a then expected to perform forum, it’s a simple 3-step process: optimally from day one. There are 1. Access the BCKS Professional no formal programs to encourage Forum page at: https://forums. and reward the sharing of tacit bcks.army.mil. A QuickScan knowledge, within and between 2. Select the link to forum you CRONYM organizations. What we observe: want to join. an absence of processes and tools 3. Then select “Become a Member,” ASCC – Army Service to identify expertise with an fill out the profile and submit. Component Command organization. New hires don’t BCKS – Battle Command have access to a continuity book or Linda McGurn is a consultant Knowledge System a formal program to orient them to with Dynamics Research OPTEMPO – Operations Tempo the organization. Corporation and serves as SOP – Standard Operating The BCKS assessment team the project lead for the Battle Procedure Army Communicator 45