www.km-­‐me.com                                                                                info@km-­‐me.com  1  

Copyright © 2013 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201

16 Mar 2015

Messy coherence

The reality of effective knowledge management

Copyright © 2013 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201

Bryan AppleyardNew Statesman 10th April 2014

Gladwellismthe hard sell of a big theme

supported by dubious, incoherent but dramatically

presented evidence

www.km-­‐me.com                                                                                info@km-­‐me.com  2  

Copyright © 2013 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201

01.04.1954

Cynefin a sense-making framework

There are three basic types of system: ordered, complex and chaotic.Complex systems have propensities and dispositions but no linear material cause & effectProcess management and outcome based targets only work in the ordered domain, they produce perverse outcomes in the complex domainIn a complex world we focus on direction & multiple parallel safe-to-fail experiments; not one fail-safe design

domain) disorder.

Complicated

Governing constraintssense-analyse-respond

Good Practice

Obvious

Rigid constraintssense-categorise-respond

Best Practice

ChaoticAbsence of constraints act-sense-respond

Novel Practice

Complex

Enabling constraintsprobe-sense-respond

Emergent Practice

Copyright © 2013 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201

01.04.1954

Understanding by & through actions

  General rules   safe to fail   coherent   short term

  Portfolio rules   one naive   one oblique   risk/return range

www.km-­‐me.com                                                                                info@km-­‐me.com  3  

Copyright © 2013 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201 Copyright © 2013 Cognitive Edge. All Rights Reserved. Copyright © 2012 Cognitive Edge. All Rights Reserved. Copyright © 2012 Cognitive Edge. All Rights Reserved. COMPLEX

DO

MA

IN A

CTI

ON

FO

RM

C

opyr

ight

© 2

013

Cog

nitiv

e E

dge.

A

ll R

ight

s R

eser

ved.

something memorable

leave blank if not leave blank if n

Copyright © 2013 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201 Copyright © 2013 Cognitive Edge. All Rights Reserved. Copyright © 2012 Cognitive Edge. All Rights Reserved. Copyright © 2012 Cognitive Edge. All Rights Reserved. COMPLICATED

DO

MA

IN A

CTI

ON

FO

RM

C

opyr

ight

© 2

013

Cog

nitiv

e E

dge.

A

ll R

ight

s R

eser

ved.

something memorable

Leave blank if not used

Leave blank if not used

Leave blank if no research/analysis proposed

Leave blank if no use of experts proposed

www.km-­‐me.com                                                                                info@km-­‐me.com  4  

Copyright © 2013 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201

01.04.1954

Don't get involved in partial problems, but always take flight to where there is a free view over the whole single great problem, even if this view is still not a clear

Wittgenstein

Copyright © 2015 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201

16 Mar 2015

From robustness to resilience

Pro

babi

lity

of o

utco

me

Range of possible outcomes

Gaussian

Low Probability High impact events

Derived from material created by Max BoisotAcademy of Management Montreal 2010

10-²

10-¹

10⁰10¹10²10³

10⁴

10⁵

0 1 2 3 4 5 6 7 8 Magnitude m=log₁₀(S)

N(M

=m(e

arth

quak

es/y

ear)

Pareto

✘

early detection, fast recovery & speedy exploitation

www.km-­‐me.com                                                                                info@km-­‐me.com  5  

Copyright © 2015 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201

16 Mar 2015

Different approaches to understanding

Log

of e

vent

freq

uenc

y

Log of event size

Pareto world Gaussian world

Possible Plausible

Probable

Hypothesis/inductive Non-hypothesis/

abductive

Copyright © 2013 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201

01.04.1954

New model KM

Manage to clusters in the tail of distributions It’s about effectiveness more than efficiency Focus on description not evaluation or interpretation Realtime fast feedback loops from the field Conceptual blending; mutating fragmented memories with the real world

www.km-­‐me.com                                                                                info@km-­‐me.com  6  

Copyright © 2015 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201

16 Mar 2015

Navigating landscapes

Present

Past Future

Peers

Management Self-imposed Lacking and needed

Over the top stressful

Situation relevant to… Pressure coming from… Sense of urgency is…

Creating new process

Allocating responsibility

All about sharing failure

Fairness is about

Copyright © 2015 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201

16 Mar 2015

Allowing differentiated actions

www.km-­‐me.com                                                                                info@km-­‐me.com  7  

Copyright © 2015 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201

16 Mar 2015

Exaptation & knowledge discovery

1

2

3

4

Question investment

Question understanding

Copyright © 2015 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201

16 Mar 2015

... whereas strong dynamic links among components (characterized as nodes) result in a “strong cluster”, weak links between strong clusters give rise to a community or a world. Since any node can simultaneously belong both to a strong cluster and to a larger networked community, society, or world, boundaries become diffuse, but also dynamic and creative. Complex dynamical systems thus begin to look more like bramble bushes in a thicket than like stones. And it is

outdoorsman will tell you, to determine precisely where a particular bramble bush ends and the rest of the thicket beginsJuarrero, A (2002) “Complex Dynamic Systems and the Problem of Identity” in Emergence 4(1/2) 94-104