Title: Governance Dos and Donts: Three Principles
1Governance Dos and Donts Three Principles
- Presented at KMWorld and Intranets 2005
- November 15th, 2005
- Mary Lee Kennedy
2Key Governance Questions
- To govern or not to govern?
- And if to govern what matters most?
- And how will we govern it?
3Governance Defined
- Governance is a system of policies and
procedures, standards and guidelines. It
establishes a framework for defining who is
responsible for what and how decisions are made. - Should we assume that all Governance is formal,
and necessary?
4The Purpose of Governance
- In the world of information, the overarching
purpose of Governance is to deliver a predictable
experience. - Does predictability mean pre-determined?
- Does governance of information meet our knowledge
needs?
5Fundamental Principles
- Knowledge can only be volunteered it cannot be
conscripted - I only know what I know when I need to know it
- I always know more than I can say and I will
always say more than I can write down
6Principle 1
- Knowledge can only be volunteered it cannot be
conscripted - To govern or not to govern
7Governance as a Cultural Dilemma
Based on the work of Geoffrey A. Moore. Living
on the Fault Line. 2000
8Six Dimensions of Cultural Diversity
- Universalism One Size Fits All (rules, codes,
laws and generalization) - Individualism Personal Liberty (personal
freedom, human rights, competitiveness) - Specificity Detail Oriented Analysis
(atomistic, reductive analytic, objective) - Achieved status Earned Reputation (what youve
done, your track record) - Inner direction Personal Code (conscience and
convictions are located inside) - Sequential time Step-by-step March (time as a
race along a set course)
- Particularism Tailor Made (exceptions, special
circumstances, unique relations) - Communitarianism The Good of the Group (social
responsibility, harmonious relations,
cooperation) - Diffusion Big Picture Vision (holistic,
elaborative synthetic, relational) - Ascribed status Inherited Status (Who you are,
your potential and connections) - Outer direction Environmental Influences
(examples and influences are located outside) - Synchronous time Intricate Choreography (time
is a dance of fine coordinations)
A.
B.
C.
D.
E.
F.
Charles Hampden-Turner and Fons Trompenaars
9Governance and Context
- Define Governance in the context of the
opportunity or organizational driver - Address dilemmas in context
10Getting to Go on the Tough Ones...
11Principle 2
- I only know what I know when I need to know it
- Knowing what to govern
12Knowledge in Context
- Please tell me how to cook a soft-boiled egg
- Please tell me how to fix an airplane
- Please tell me how to solve our healthcare
challenges - Please tell me everything you know
- And then, lets figure out how to govern it...
13A Sense Making Approach
Complicated
Complex
ProbeSenseRespond
Sense Analyse Respond
ActSenseRespond
SenseCategorise Respond
Simple
Chaotic
Cynefin Framework
14Principle 3
- I always know more than I can say and I will
- always say more than I can write down
- Governing what matters most.
15True Anecdote
- Once the astronauts and engineers who landed the
spacecraft on the moon retired, there was no
knowledge of how to do it again. All the
engineers (and the know-how) disappeared. - There wasnt any information to govern knowing
the nature of what needs to be governed.
16Critical Knowledge Capture
17(No Transcript)
18Knowing What to Govern
THE THINGS DECISION MAKERS VALUE
KNOWLEDGE OBJECTS
19Ritualizing How to Govern
- Define what needs and what doesnt need to be
governed - Define roles and responsibilities
- Implement a decision-making process that is
consistent with the culture - Implement a reward and recognition program that
is consistent with the culture - Implement a realistic workflow and a technology
and learning infrastructure that supports it - Understand how you and others deal with conflict
define how together you will resolve it - Set up procedural standards and bodies to review
and improve it
20Outcome
- Provides the potential to focus governance on
those sources of information and knowledge that
matter most - Takes account of that which can be structured,
and that by its very nature cannot and makes
it accessible - Respects the need for the predictable and the
unpredictable the formal and the informal - It allows us to recognize and address cultural
dilemmas that surround information and knowledge
exchanges.
21Mary Lee Kennedy Email marylee_at_thekennedygroup.bi
z Website http//www.thekennedygroup.biz