This week I started a major KM project. I can’t talk much about it yet, but it involves both natural (ecological) and social systems, so it is imbued with complexity. There’s a tendency to jump right into information architecture, taxonomy, and community of practice building, and the project’s requirements document assumes that how to do all these things would be self-evident to an experienced KM practitioner. If only it were that simple. But even if I were to ask the internal and external ‘customers’ of my client what their information and networking and related technology needs were, they wouldn’t know. It’s the nature of complex environments that understanding of the ‘problem’ and potential solutions co-emerge from the exploration, discovery and learning process. Most of my writings on complexity to date have been about big-issue, save-the-world problems and the use of Open Space and other collaborative processes to invite and bring together the right people to address them collectively. But what happens if it’s your individual job to deal with a complex situation, and you don’t have the resources to convene large groups of people passionate about understanding the issues and surfacing ways of coping with them? Is there a scaled-down methodology that can be applied in such situations? I think there is. Here’s the methodology I’m trying out on the new project:
So suppose you follow this methodology and discover (a) there are a lot of fledgling, disorganized, self-identified communities of practice and communities of interest in (and extending beyond) the organization that need some enabling knowledge-sharing, context-building, sense-making and connectivity technology and processes to self-organize and function, and (b) there are a set of significant risks, ‘costs of not knowing’, that could be addressed through a prevention and early-warning detection program. Project (a) may be hard to sell to management because there’s nothing in it for them, and they may be concerned about corporate-sponsored networks operating under their radar. But this need not be an expensive application, and you may have so many zealots clamouring for it by virtue of following the first six steps above that management won’t have the heart to say no. Project (b) may be hard to sell to any of the customer groups because, while the consequences of not knowing are huge, the likelihood of these risks actually arising may be low (it always happens to ‘the other guy’). But since Enron, Katrina and other low-probability, high-consequence risks have come true, management has a much greater appetite for risk prevention and detection applications. The big challenge is more likely getting the people in the field to comply with the monitoring and reporting requirements of the new system. What you may also discover with this methodology is that a lot of existing ‘legacy’ applications, processes, programs, websites and tools actually don’t address any important needs or problems. Some of these would have been ‘pet’ projects of someone with resources or decision-making authority. Some would be simple-to-implement solutions (like automation of previously manual processes, or broadcasting of information to everyone in the organization) that were instituted as ‘quick wins’ even though they weren’t really needed or valued. These ‘solutions in search of a problem’ are major components of many large organizations’ processes and infrastructure. The secret (as long as you don’t run afoul of the person whose ‘pet’ project they were) is to get authority to get rid of these unnecessary, low value processes, programs, apps, websites and tools and see if anyone even notices their disappearance. Such ‘cleanup’ activities are thankless, but they can eliminate a lot of clutter and wasted maintenance time, and allow more valuable solutions to get more visibility and achieve more traction. The largest challenge that this methodology presents is that it takes longer than ‘presupposed problem and imposed solution’ approaches. It’s not precise, often defies quantitative ‘success measures’, and rarely has a discrete ‘project end’. To those brought up with traditional management methodologies, this could be very troubling. Part of your job is therefore likely to be bringing management up to speed on complex, adaptive systems and the failure of prescriptive, fast-track, top-down, centrally-managed, discrete-start-and-end projects and programs to deal with them effectively. I believe that in ten years understanding complexity will be essential learning for all business students and managers, and this task will be much easier. In the meantime, we pioneers will have both the excitement and the frustration of being ahead of the curve. I’ll keep you informed on how it’s working on my new project. |
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