All Life Is Problem Solving

In Part Two of this series, I pointed out that KM personnel need a measure of autonomy from line authority and an ability to define for themselves where knowledge processing in locales and other groups needs to be enhanced. This is critical for avoiding “the strategy exception error,” of exempting the process of strategy making from Knowledge Management, by making KM subordinate to strategy. The “strategy exception error” can be ameliorated, by making sure that local KM chiefs and staffs can get funding from the Knowledge Accountability Office (KAO) for projects that will strengthen both the strategy-making process (an activity relying on knowledge making) and also the full range of knowledge processing in various domains, regardless of whether local agency decision makers have formulated strategies that emphasize the importance of adaptation and problem solving.

In performing its funding source function, the KAO would a) provide support for agencies, groups, and inter-agency teams, to actually perform KM programs and projects to enhance knowledge processing in the various locales including inter-agency problem solving teams; and b) also operate like a National Laboratory supporting R & D, but with a specialization in creating knowledge about how to enhance Knowledge Management and Knowledge Processing, which could then be used at the local level.

The KAO’s mode of operation as a funding source would be analogous to the operation of a Venture Capitalist. Local KM organizations would apply to the KAO for program and project budgets, and for R & D efforts. Competitive evaluations would determine awards based on importance of the problem being addressed, relative cost, and the evaluators’ assessment of likelihood of success. Here are the steps in the proposal process from the viewpoint of local KM organizations applying to the KAO.

— Find a problem (a deviation between expectations and outcomes in the workings of an operational business process or activity) or class of problems.

— Work with staff at the KAO to plan a program or project to enhance some or all of the KM or primary knowledge life cycle processes and sub-processes affecting a solution to the problem.

— Pre-specify expectations and measures of performance (success and failure) relative to the KM or knowledge life cycle targets of the proposed program or project. Use multiple indicators and measurement modeling in developing the measures, to account for probability relations between the indicators and underlying properties being measured.

— Submit formal proposal for evaluation by KAO staff.

The KM funding capability of the KAO is an essential function in establishing the partial autonomy of the KM adaptive function relative to the operational business processing functions of the Federal Government. Without it, and even assuming that the other proposed functions of the KAO are established, its autonomy would be greatly compromised and so would the contribution it can make to the adaptiveness of the Federal Government.

To Be Continued