296 Days till Mindcamp!

Thursday to Sunday August 20-23, 2015
Orillia, ON, Canada

Stuff you ask

"I want to skip a meal / leave a day early / skip sessions. Can I get a price reduction?" No. We don't segment our fees.

Blog updates are informative and fun. Put your email here to get them in your inbox:

Contact List

CLICK HERE to get on our contact list.

Knowledge Management, Creativity, and Innovation: Part 2

Time_and_Spaceby Stephanie Barnes

Talking about design and balance and creativity and knowledge management makes me happy, joyful even. Bring on the joy.

In Part 1 I talked about how important TIME is knowledge creation and reuse, creativity practices that allow us to take knowledge and either transform or apply it in order to create something new. What does it mean to design time for this into our activities?

Well…

Design thinking is characterized by being purposive; human centered; 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.

Here’s how these principles are 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 centered: 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 different things, e.g. giving employees 10% of their time for projects they want to work on/explore, foosball tables, basketball courts, gyms, art/creativity space, and communities of interest; activities that encourage different connections to be made.

Abductive reasoning: this sums up the belief in KM in general. It can be very difficult to prove a causal link between improved knowledge activities and improved organizational performance, metrics and ROI continue to be a significant hurdle for many organizations. However, anyone who has experience with implementing knowledge management successfully knows that efficiency and effectiveness in an organization are improved through the use of knowledge management activities.

Iterative: successful KM starts small and grows. It starts with an over-all strategy and plan, but then moves to pilots, which bring in small parts of the organization, so that lessons can be learned and adjustments made as the people, process, and supporting technology are implemented across the organization.

Make sense?

Now here’s another piece: We create knowledge through right-brain activities, which is then managed through knowledge management activities. Knowledge management activities can also help us put the pieces together in a different way (with new and existing knowledge) to create a new picture. We do this through:

  1. Leaving space for creativity and discovery and “rearranging the pieces” (right brain);
  2. Organizing and sharing our learnings so that they can be reused by the next person/team/group (left brain).

Have your worlds collided?

Do you see how this collision of the worlds of creativity, innovation, and knowledge management work together?

Do you see why I care and am positively joyful about this collision of worlds to make connections, meet new people, learn new things and share what I know with others?

Do you care?

barnes_steStephanie Barnes presents KM by Design: The intersection of innovation and creativity in Knowledge Management at Mindcamp 2013.