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Governance Dos and Donts: Three Principles

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Title: Governance Dos and Donts: Three Principles


1
Governance Dos and Donts Three Principles
  • Presented at KMWorld and Intranets 2005
  • November 15th, 2005
  • Mary Lee Kennedy

2
Key Governance Questions
  • To govern or not to govern?
  • And if to govern what matters most?
  • And how will we govern it?

3
Governance 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?

4
The 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?

5
Fundamental 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

6
Principle 1
  • Knowledge can only be volunteered it cannot be
    conscripted
  • To govern or not to govern

7
Governance as a Cultural Dilemma
Based on the work of Geoffrey A. Moore. Living
on the Fault Line. 2000
8
Six 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
9
Governance and Context
  • Define Governance in the context of the
    opportunity or organizational driver
  • Address dilemmas in context

10
Getting to Go on the Tough Ones...
11
Principle 2
  • I only know what I know when I need to know it
  • Knowing what to govern

12
Knowledge 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...

13
A Sense Making Approach
Complicated
Complex
ProbeSenseRespond
Sense Analyse Respond
ActSenseRespond
SenseCategorise Respond
Simple
Chaotic
Cynefin Framework
14
Principle 3
  • I always know more than I can say and I will
  • always say more than I can write down
  • Governing what matters most.

15
True 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.

16
Critical Knowledge Capture
17
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18
Knowing What to Govern
THE THINGS DECISION MAKERS VALUE
KNOWLEDGE OBJECTS
19
Ritualizing 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

20
Outcome
  • 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.

21
Mary Lee Kennedy Email marylee_at_thekennedygroup.bi
z Website http//www.thekennedygroup.biz
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