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1 - 14 of 14
Knowledge mapping #mapping
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Aprill Allen <aprill@...>
Hi all,
FOr anyone who listened to @Christopher Parsons' recent call with APQC, you will have heard Cindy rave about the value of knowledge mapping and associating that activity with business processes. Keeb turned up an old thread from 2013 on knowledge maps, but where are we at now? Are there tools you've started using that make this information gathering easier to do? Have you changed your approach in the years since then? --  Aprill Allen Founder and Managing Director | Knowledge Bird Knowledge management consulting & KCS Training KM Consulting & KCS Training M: +61 (0)400 101 961 knowledgebird.com |
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Aprill, I recently (Dec 2019) had a mind mapping article published by IISE. It can be found here: https://www.iise.org/iemagazine/2019-12/html/young/young.html Regards, Cindy On May 27, 2020, at 9:39 PM, Aprill Allen <aprill@...> wrote:
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Aprill Allen <aprill@...>
On Thu, May 28, 2020 at 11:47 AM Cindy Young <cjbutler97@...> wrote:
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Hi Aprill - back in 2000 or so I invented a version of knowledge mapping which I called knowledge process mapping. You can read a brief description of what it is and how my colleague and I used it on a client engagement in the book chapter we wrote, which I just posted in the thread on Creating An Online KM Course. Here is a direct link to the PDF upload here in this forum: https://groups.io/g/SIKM/attachment/7683/0/2002%20KM%20Chapter%20Reprint%20v2.pdf
-- -Tom -- Tom Short Consulting All of my previous SIKM Posts |
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Patrick Lambe
Hi Aprill
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Thanks for that refresh on the 2013 discussion. I’m writing a chapter on knowledge mapping right now, and I wanted to make sense of the many quite diverse definitions for knowledge maps, so I went back to first principles and looked at what maps in general are used for: 1. To get somewhere (navigating through space or time) 2. To define boundaries and control what you own (cadastral maps) 3. To plan an attack (e.g. military maps - driven by a blend of #1 and #2) 4. To figure out where resources are so that you can exploit them (e.g. geography/geology) 5. To figure out relationships between things and reduce uncertainty so that you can do one of the above (sensemaking) To go to the 2013 comment that maps can get out of date very quickly, and Matt’s reply about pace layering, I think it’s a fundamental feature of maps that they are intended to support repetitive use. They stabilise our understandings of the world for navigation, location, control, etc. If you apply that principle to KM, then in general you want to focus on mapping things in such a way that you can get repeated benefits from the map. The exception might be something like concept mapping in conditions of high uncertainty for sensemaking purposes, just so you can figure out what to do next, where your map is quite consciously for temporary use. But in general the value of “temporary” maps needs to be weighed against the effort in producing them. On the APQC focus on business processes, we take a somewhat similar approach but we find that “business activities” is a better general approach to use in most cases we engage in, because the way “business process” is understood has some limitations. In the BPM world, if you just look at mapped business processes (a) you may find yourself just repeating the same knowledge resources across the entire process, so lots of redundant work; and (b) organisations engage in lots of interesting activities between defined processes that are often not captured in BP maps. This is why auditors often look at transitions between processes, because this tends to be where risks and errors creep in. There’s also a lot of unacknowledged/invisible/interstitial knowledge involved in how those gaps are negotiated, it tends to be the knowledge that keeps the different parts of the organisational machine going in a joined up fashion, and it presents risks when key people move on. When mapping “business activities” we ask participants to identify “the most important activities you engage in” in their own words, and give them a set of prompts for what they might be (key cycles, interactions with key stakeholders, routine activities, etc). If we say “business processes” they pull out their BPM maps and lock in to what they say, and tend to ignore everything else. And as we know, what the BP map says on paper is often not a true representation of what actually happens in practice. We also observe that “business activities” tend to be at a slightly higher level of generality than business processes. We’ve seen organisations new to BPM take activity based knowledge maps, and build out business process maps from there. We’ve also seen BPM organisations take activity based knowledge maps, and assign knowledge resources from the maps to clusters of business processes. So they are similar in principle, and can communicate with each other but are not identical. If you look at the list of map functions, above, the two approaches serve slightly different purposes. To my mind business process based knowledge maps tend to function best at the “control” level (#2) where you already know your environment very well, whereas activity based maps are better at resource discovery (#4). So figuring out your goals can help you identify which type of map to use. P Patrick Lambe Partner +65 62210383  website: www.straitsknowledge.com weblog: www.greenchameleon.com twitter: @plambesg Knowledge mapping made easy: www.aithinsoftware.com
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Aprill Allen <aprill@...>
Thanks Patrick & Tom.
Anyone else have any brief tips or personal anecdotes to share about how the conducting knowledge mapping activity may have changed for you over recent years? |
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Carla Verwijs
Hi April, I shared this article in a scientific environment recently, maybe you find it interesting: Best regards, Carla Verwijs On Thu, May 28, 2020 at 3:39 AM Aprill Allen <aprill@...> wrote: Hi all, |
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Thanks for sharing Cindy.
The recording of the webinar is available here: https://www.knowledge-architecture.com/ka-connect-talks/deep-dive-knowledge-management-in-a-time-of-rapid-change-and-uncertainty |
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Mila Malekolkalami
Hi everyone Hope you are fine and safe. I hope you can help me with knowledge mapping. I have to make a knowledge map for the petrol organization in my country. But unfortunately there aren't any good and complete examples that can help me. There aren't many companies or organizations which have provided their knowledge maps. So to prepare a perfect K map I need a real sample and then I need to show all possible information on my K map. I have searched on the Net but I couldn't find what I need. Will you please guide me or if it is possible, send me a real knowledge map with necessary information on it? I would really appreciate. Thanks |
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Dennis Thomas
Hello Mila, The solution to your challenge might be a simple as a PowerPoint Knowledge Project Overview Map. We call them Modeler’s Maps because our domain modelers first identify where the knowledge is, then how it flows through the organization, then how that knowledge is aligned (before and after, if required) so that your organization's goals and objectives are met. The one page example will get you started. In this case, you are looking at (1) a Fortune 100 Performance-based Training and Development system that is based on a planning, analysis, assessment, design, development, implementation, and continuous improvement system. Credit goes to Guy Wallace, Eppic, Inc. We developed the following TEMPLATE on our IQxCloud knowledge system with Guy. Since you have access to the real-world model, you should be able to piece together the rest. Small companies can implement this system early-on and grow with it (2) Depending on your design & drawing expertise, attached is a far more sophisticated example of a Modeler’s Map. This particular project included the development of a Knowledge EcoSystem that included 78 US Science and Technology Laboratories (1990s). Most now shutdown. It use to be that governments and large organizes stored their knowledge in Science and Technology Labs, i.e. in the brains of scientists and engineers. As technology advanced, the human brain library system evolved into our current technologies, most of which are sorely lacking from a highly contextualized knowledge ecosystem point-of-view. I hope this helps?   Dennis L. Thomas IQStrategix (810) 662-5199 Leveraging Organizational Knowledge  On May 29, 2020 at 8:22:24 AM, Mila Malekolkalami via groups.io (mila_malek_1365@...) wrote:
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Mila Malekolkalami
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John Kirk Browning
It looks like this could be applied in two ways. 1. Mid-career person has been laid off. Needs to promptly come up with a plan for how what they already know can be mapped to a new in-demand career. What are the characteristics of what I know, what I have done, who I have been? What are the characteristics of who I am becoming, what it looks like I could do, what will I need to know? How do I traverse the journey of the gaps? 2. Person(s) not necessarily possessing all the skills of a creator/inventor/engineer perceives a need, problem to solve. Perceives that the next new thing can require knowledge not necessarily possessed by anyone so creativity often involves learning. They do a similar mapping as in #1. Comments? On Fri, May 29, 2020 at 8:03 AM Mila Malekolkalami via groups.io <Mila_malek_1365=yahoo.com@groups.io> wrote: Hi Dennis, --
John Kirk Browning 720-254-5732 Redeemed-Strategies.com Linkedin: http://www.linkedin.com/in/kirkbrowning |
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Hi, Milla, Some years ago, I had the pleasure to make a lecture about my company's case on Knowledge Mapping in APQC's KM Conference. I work for Petrobras, an oil and gas company in Brasil. I'm sending to you the White Paper and the presentation. If you need to go deep in any point, feel free to contact me directly. Em sex., 29 de mai. de 2020 às 10:42, Dennis Thomas <dlthomas@...> escreveu:
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Dennis Thomas
Hello John, Example #1 is a standard linear representation of an n-dimensional knowledge base. It works for small analytic processes. From a coaching point-of-view, page two will probably include lists. The Template example, however, is an n-dimensional, interactive environment which this linear example does not fully represent. It only shows top categories with sub-category content. (not shown). Example #2 is a full-on n-dimensional representation of the interplay of the knowledge represented within the science and engineering documents and manuals. The lines with arrows show how the knowledge flows through these organizations. N-dimensional, in this sense, means dependencies, contingencies, cross-references, cross-functional relationships to include causal relationships. BTW n-dimensional refers to multiple dimensions. We live in a three dimensional world. The forth dimension includes time. Our rational minds, however, are n-dimensional and consider every possible variable related to a situation or circumstance before surfacing declarative thoughts. Dennis On June 2, 2020 at 8:53:59 AM, John Kirk Browning (jkirkb@...) wrote:
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