A NETWORKED VISION; FROM KNOWLEDGE SCRIBES TO KNOWLEDGE HERDERS
FALL 2009 • VoL. 2, No. 4
To achieve this undamental shit in work we need to start with a blank sheet o paper anddiscard our preconceived notions o hierarchical inormation ow. We want to oster collabora-tion, speed up the retrieval o knowledge and simpliy the process o recording inormation whileencouraging conversations and social networking.
It is the ability to collaborate efectively onthe network that will change us rom document producers to knowledge managers. We will gorom small, secluded teams scribing away on a document to a dispersed community o stakehold-ers collaborating and sharing in the progression o ideas. This paradigm shit to social collab-oration will ree people to manage their unctional areas and give them the time to researchconcepts and innovations being created in other militaries and industry world-wide. The development o blocks o inormation by stakeholders and their assembly, like Lego-blocks, into a knowledge management database, opens the door to exciting possibilities or the AirForce. It will allow us to exploit the “all-source” approach and invite industry, academics and othergovernment departments to easily and seamlessly contribute to the development o doctrine andbest practices regardless o physical location. Doctrine and training organizations should haveevergreen documents.
Users and stakeholders are invited to contribute on a continual basis to thedocument development; as the content o each modular block o inormation becomes distinctit is seamlessly integrated into the master document. This modular approach allows all unctionalareas to be symbiotically linked. As one modular piece changes, the updates are agged acrossthe network ensuring that all data remains consistent. Using the collective knowledge o the AirForce community, observations and problems can be converted into lessons learned in a minimalamount o time and disseminated throughout the network instantaneously. The relevance o anylessons learned program is dependent on it being community driven, open sourced and devotedto nding solutions at the lowest possible level without layers o bureaucratic involvement.
To ensure knowledge management is culturally supported and encouraged (enorced, i necessary), data must be stored in open ormats, remotely accessible and optimized or searchengine optimization (SEO).
The act o retrieving that inormation needs to be exible andcustomizable. Inormation that is only stored and cannot be easily accessed or researched is o no value. Only when it is used to improve operational efectiveness and decision making doesit begin to have value. Picture a resource management clerk ater setting up a Really SimpleSyndication (RSS)
eed, receiving notices whenever there is a change to a DAOD [DeenceAdministrative Orders and Directives] or to human resources policies. This will allow changes inbest practices and inormation to cascade across the network to users who want the inormationin real time. Traditional inormation gate keepers at all levels can no longer stockpile inormation;it needs to be shared and made available to all. It will be the diferent users and organizations atall levels that will take this seemingly unrelated inormation and combine it in new and excitingways to generate innovative ideas and solutions.We don’t all think and work the same way and we don’t all need the same inormation;individuals must be able to shape their desktops to suit individual work habits and work require-ments. This will not only boost productivity, but work satisaction. Personal desktop and emailshould be linked to the person, not the job location, and not suspended when posted or deployed.While the desktop and user prole belongs to the user, the FAQs about a particular job and theknowledge management aspects o that position should be linked to the terms o accountabilityand researchable. The structure o the network must be uid and adaptive to allow the orming o ad hoc collaborative groups on the y. I we have to wait or permission, opportunities are lost. Theability to use the knowledge-capture and collaboration aspects o the network should be as easyas sending an email or logging on to micro-blogging
or a workstation video conerence eed.Enterprise programs are not always the solution. Smaller applications that share and interactseamlessly consume less overhead and are easier to use than many larger one-size-ts-all programs.We should not lock ourselves into using monolithic, expensive proprietary programs; open sourceis both ree and robust, with a large support community that can easily adapt programs to custom