We spend a lot of time working on new concepts and ideas with our associates, friends and clients.
When we think they are developed enough to let others know about them and invite comment, we'll add a little about them here.
As we develop them further, we'll turn them into
And we'll always ask you to tell us what you think.
Added September 9, 2009:
THE PERVASIVE EXPECTATIONS OF INSTANTANEOUS RESPONSE - As communications speed up, driven by technology advancements, there is always a trade off - detail for speed, or speed for detail. Most people opt for speed, which of course means little time for context and understanding. And one thing critical for tight and concise communication and understanding over time, exformation, (explicitly discarded information) doesn't really occur.
This means that the biggest issue for technology improved communications (more speed seems to be the choice and emphasis), is that there is less and less understanding of what is being communicated faster and faster, with still the expectation of instantaneous response.
This is just one of the implications of the pervasive pressure of Expectations of Instantaneous Response.
The pervasive expectation of instantaneous response can prevent analysis (of any kind) or promotes flawed analysis, promotes ill-considered decisions and actions, etc., especially when there is conflicting analysis and opinions. And if you throw intuition into the mix, well, it gets even messier. Yet as noted above, in the age of fast communications speed, we expect instantaneous response, even demand it, and even when communicating face to face.
How many times have you been sitting talking to someone or a group, and an answer, analysis, or opinion is asked for, and people expect an answer right then - without considering the idea that maybe, just maybe, it needs some thoughtful consideration? And clearer understanding?
We all feel this very real pressure, but nothing has come close to capturing all sides of the aspects of it, much less giving it a name, until I came across the concept while I was recently reading The Eternity Artifact, by L. E. Mondesitt, Jr. He devotes a nice section to the idea, using a dialogue between professor and students, within a well developed context (see Chapter 1, entitled "Fitzhugh", pages 19-22 in the hardback edition). But read the whole book so you can see the theme developed. His main points include:
When we used to do most of our communicating face to face, or even over the phone,
communications speed was relatively slow, and more detail was not only facilitated, it was
expected
Low Tech actually promoted more detail and understanding in what was being communicated-
you could talk about it until there was understanding, between two individuals or a group, etc.- High tech communications almost always opt for speed over detail
- The faster the communication, the more people expect instantaneous response
Considering all of this, what do we need to happen in our communications, as either giver or receiver?
Well, as context builds within conversation and communications over time, information bits and pieces are cast away, since they are no longer needed. Communication can speed up with understanding continuing to develop (the process of exformation). Now this doesn't mean we should give up increasing speed in communications, but we should recognize when a slow down needs to occur.
So, we should not be afraid to force a slowing down communications, regardless of the medium. Make sure that context is developed – your friends, co-workers, and readers will breathe a sigh of belief and applaud you. And, you’ll begin to notice that they are doing it too!
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Added March 30, 2009:
KNOWLEDGE TENSE - It occurrs to us that most "knowledge" considered by knowledge managers and their organizations is past based knowledge = tacit, implicit and explicit. This is where most Knowledge Management efforts are focused - around codification (excessive in most cases) into repositories with attendant taxonomies, ontologies, etc.
This really begs the question of how knowledge creation/generation in the moment - as we find in
innovation processes - and how that should be facilitated and supported. And since most strategic planning and decisions are made in the present from antiticpated futures, then it is pretty clear - at least to us - that there is future-based knowledge being used in these processes.
We want to distinguish between past, present and future tense knowledge, not having seen or heard this distinction before. Needless to say, we are just beginning to think about knowledge this way.
The working definitions of knowledge tenses that we have used:
· Past Tense = tacit, implicit & explicit
· Present Tense = inquiry & discovery (knowledge created in the moment)
· Future Tense = possible, plausible, probable (anticipated knowledge)
In the present, we are generating new knowledge and information through a process of inquiry and discovery, hopefully using collaboration and social networking tools to capture it in the moment.
In processes designed to develop strategy, e.g., in scenario planning, we are anticipating knowledge, what might be known and what needs to be discovered and known. We can draw distinctions to the differences by categorizing such anticipated knowledge as possible, plausible, and probable. We think this is a rich concept, we know it needs to be discussed, developed and refined further, so we are introducing it now.
IMPORTANT DISTINCTIONS - Why do we think this is important? To start with, it has significant implications for:
Knowledge tools used in the workplace (blogs, wiki's, etc. vs. document repositories)
Human processes for establishing and nurturing groups and networks
Decision support processes, tools, and knowledge
Management actions
For example, in supporting innovation within an organization it is clear that the tools necessary for creating and capturing knowledge have to operate in the moment (wiki's, blogs, etc.) - and not after the fact. And even more importantly the tools have to be part of the workflow so it's a natural part of the innovation process. Managers and IT have to think differently when looking at increasing innovation flows with Knowledge Management tools and support.
And that's just the beginning - we'll be developing this more.
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Do you have some thoughts on these topics, or other ideas to explore?
Contact Us and tell us what you think, or add a comment to our blog post at Points of Contexture.
COMING UP NEXT - We're working on initial thoughts in these areas, and we'll post them them here, as soon as they're ready:
INTUITION IN DECISION MAKING & STRATEGY
BARRIERS TO INCREASING INNOVATION FLOWS
Learn more About Us How We Engage With Clients Areas of Practice Client Services
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CONTACT US To learn how we can help you Collaborate. Innovate. Transform.TM
This page was last modified on September 14, 2009 08:49 AM