Knowledge Management, Creativity, and Innovation: Part 1

“Knowledge Management, ho hum, who cares? I have more important things to worry about than some esoteric discussion about knowledge. I have a job to do.” I know that’s what they’re thinking with the glazed-over look in their eyes as they search around the room to see who else is around that they can talk to. I’m not going to tell you why you should care; I’m going to tell you why I care. I like to make connections, meet new people, learn new things and I like to share what I know with others. I like to make my job as easy as possible, and I like to help others do the same thing. I like to learn from my mistakes and not make the same mistakes repeatedly. So, you’re probably thinking, where is she going with this? This isn’t knowledge management; this isn’t creativity; this isn’t innovation. And to that I say, “ah, but it is.” One definition of creativity says: It is the reorganization of experience into new configurations; A function of knowledge, imagination, and evaluation. In other words, the use of knowledge. Knowledge is about holding information learned through experience or study. Knowledge management wants you … Continue reading

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ColaLife Documentary

I will write more about this later, but I wanted to get some initial thoughts down tonight, while it’s fresh in my memory. I was lucky enough to be invited by a friend to attend a University of Waterloo Alumni event this evening. At the event they were screening the Canadian premiere of ColaLife a documentary about an organization that is “is working in developing countries to bring Coca-Cola, its bottlers and others together to save children’s lives by opening the distribution channels which Coca-Cola uses, to enable ‘social products’ such as oral rehydration salts and zinc supplements to use similar routes. We began with the concept of using space in Coca-Cola crates – but have extended into a range of innovations, some based on Coca-Cola’s expertise and networks – but many based on questioning the status quo.” (This comes from their webpage, here http://www.colalife.org/about/colalife-about/) It was a fantastic story about trying to save the lives of children, but for me it was also a story of creativity, innovation, and knowledge management and design thinking. Why? Because ColaLife wasn’t afraid to think outside of the box, to say who is getting their products into remote regions in Zambia and how … Continue reading

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Knowledge Management by Design, part 2

Design thinking seems to be everywhere lately, but it seems to me that KM has always been “by design,” at least it was if it was done successfully. Design thinking is characterized by being purposive; human centred;  a balance of analytical and creative; uses abductive reasoning, i.e. inference from best available explanation; and iterative, it uses prototyping and play testing to achieve success. How are these principles applied in knowledge management? Purposive: we look at the organization’s strategy, goals, and objectives and assess how knowledge management best supports those activities. The knowledge management strategy outlines how the organization’s goals and objectives are furthered through the application of knowledge management activities. Human centred: the best knowledge management implementations consider the people of the organization, e.g. how they work, what makes their work-lives easier, what the culture of the organization is like and works with those requirements to make the organization more efficient and effective in its knowledge processes and activities. A balance of analytical and creative: KM should be a balance of analytical and creative. It should capture knowledge and make it reusable, but it also needs to leave space, ba, to allow for knowledge creation. This space can look like lots of … Continue reading

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Why Joyful KM?

Because I think knowledge management has gotten too left-brained, too driven by technology and away from its knowledge sharing and organizational learning roots. Knowledge Management is not about technology, it is about making connections that would not be made otherwise, it is about sharing what you know to help someone else, even if you do not know them. Knowledge needs space to grow and spread and create and innovate, not processes that stifle it before it takes root.

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Joyful Knowledge Management

Joyful knowledge management. Yes, knowledge management is joyful, at least it is to me. I enjoy it when I can find what I’m looking for: the answer to the question, the person who has done a project before and can share her/his experience and lessons learned with me. I enjoy pulling together the pieces to make a new picture, creating new pieces where necessary. In fact, I think the creating is the best part, whether we’re talking about something that is completely new, something that is new to the organization, or something that is an improvement on something that has been done before (partly new). How do we do that creating? We can take a left-brained approach and use knowledge management activities, like expertise location systems, communities of practice, enterprise content management–processes and technology to help us find things that may be similar or provide a piece of the puzzle, activities that help make new/different connections. We can take a right-brained approach and create space for knowledge creation activities like painting, drawing, photography, playing foosball, running, walking, swimming, playing squash. Activities that let us do something new, different, unexpected. Activities that create the space for us to make different connections … Continue reading

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Knowledge by Design

I have been doing some more research, reading, and thinking about this creativity-innovation-knowledge management area and am coming to the realization that to a certain extent KM by design is what I’ve been doing all along, I’m just becoming more aware of it and kicking it up a notch. Let me explain… What I have been doing is knowledge (management) by design, and I say that because, I’ve always believed in looking at what knowledge activities were need to meet the needs of the organization  I’ve never said, “you need xyz technology, or you need a lessons learned process,” without understanding what the organization was trying to achieve with knowledge. I’ve always focused on the left-brain activities, the process, the activities, the technology, the information architecture, etc. What I’m incorporating now is more right-brain thinking, which takes me and my knowledge management consulting into the innovation and creativity arena and making space for knowledge creation–ba, to use the term made familiar in Nonaka’s knowledge management work and writing. How am I going to do that? Through having people do right-brain activities in the workshops that I run, but also by working with organizations to include more of these kinds of activities … Continue reading

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Engaging in Knowledge Management an Artistic Work

As I continue to develop my ideas around the intersection of knowledge management and creativity, I picked up a book called Engaged Knowledge Management by Kevin Desouza and Yukika Awazu as I believe that being creative leads to greater engagement, plus a client had recently had an email exchange about some engagement issues he was having with the KM program at his organization. The book was really meant to give me some more ideas of things to suggest to him, other than change management and alignment with processes–pretty left-brained stuff. I started at chapter 2 and was immediately caught by the metaphor the authors use about KM being a balance of tensions, much like a work of art and I thought, “ah ha, I love this book already!” The authors describe knowledge management as both art and work because of the balance that has to be struck between having imagination and vision about what a knowledge-based organization should look like–identifying its attributes and its dimensions and how all the pieces fit together and how to construct/execute that vision. They talk about what happens when the balance isn’t balanced and the dysfunction that results and the failure that it leads to. They say we (knowledge managers) … Continue reading

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What are the outcomes of taking a creative approach to knowledge management?

I have been talking a bit lately about the intersection of KM and creativity, I had a coaching/workshop session yesterday that helped me focus on that intersection and start to figure it out. I am very excited about this activity, and can honestly say this is the most excited about KM that I have been in my 14 years of actively doing it. I am still working on scoping it out and incorporating it into my services but in the meantime I will blog about what I’m figuring out. Adding creativity to KM solves an employee engagement problem. Adding creativity to KM results in the following outcomes: innovation productivity enhancements collaboration engaged employees (happy employees) thought leadership patents (when used in R&D) decreased cycle/process times improvements to work-life balance a sense of community among stakeholders All of these things give your organization a competitive advantage with customers/clients and in attracting and keeping staff. I’m excited, are you?

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Creativity

Some of my time away from my business and knowledge management is spent being creative, painting and creating art. I keep looking for ways to incorporate art/creativity into the KM consulting that I do. In the fall I used scribble drawings to start and end some requirements workshops that I was running for a client and it worked really well, helped people relax before and after the intensity of the work of the workshops. I think it helped the workshop results. I also have some creative/artistic activities that help illustrate in a quick and easy way the power of collaboration, although I haven’t had the opportunity to do them with any of my clients, yet. What I continue to search for is a more concrete way to bring more creativity into my KM consulting. I know taking breaks to “exercise” the right-brain helps come up with new and innovative ideas and connections, and certainly innovation is one of the benefits of KM–sharing knowledge, making new connections between and among people, but how to be more creative as a regular part of my KM consulting, that is the question. Maybe the answer is to focus more on the innovation side of KM and … Continue reading

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Knowledge is the network

One of the themes at KM World in October 2012 was that the value of knowledge management is in the network, i.e. the value comes from the connections and the collective whole, rather than individual people, activities, processes, or technology. This was a shift from previous years where there was more focus on technology. That the value of knowledge is in the network, is something we have known for a long, long, time. There has long been acknowledgement that “it’s who you know,” in business and in life. What has changed in the last 10 years is the ability to stay connected to people and to connect with people in geographically diverse locations through the use of technology, but it’s still about, “who you know.” Our networks provide access to opportunities that we might not have been able to discover on our own. They pass along interesting articles, books, and other pieces of knowledge and information. Someone says something and that makes us think of something else or ask a question that’s not been asked before. Someone else builds on our ideas, it becomes an iterative process and suddenly we have created something new, some innovation that didn’t exist before. When … Continue reading

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