By Peter Muijres – Culture Class
Never in human history have we hunted for so much data, information and knowledge.
Never in human history have we gathered so much that is useful but not used.
The gap between existing and applied information concerns all types of human activity: raising children, buying food, designing products, disposing of waste, caring for the sick, governing resources, creating art. What are the results of research and development worth if nobody can use them, except perhaps a select few?
Knowledge Mobilization is a complex and emergent process that focuses on making what we know ready for action to produce value. The term was coined by the Social Sciences and Humanities Research Council of Canada (SSHRC) in the first years of this millennium. The need for knowledge mobilization has arisen from the complex knowledge production process that has consistently failed to translate the most useful evidence resulting from practice and research into everyday outcomes that could benefit our decision making.
Why does new and useful intelligence often end in a file, on a shelf or in a head instead of being made available to public benefit? Many factors contribute to the knowledge gap. Policies aimed at smothering conflicting interests and delay caused by bureaucratic hurdles are only two of them. The ‘information revolution’ appears to provide another explanation for the knowledge gap between knowing and doing . As a result of internet, the “expert” is no longer viewed as a dominant source of knowledge. The increased competition between sources of information has led to heightened confusion and anxiety, as to what is the “best” method of ensuring positive outcomes for the decisions we take.
What can we do to make knowledge available for application? Peter Levesque suggests that knowledge mobilization is led from the middle and for the purpose. The issues of power and control are central – especially in institutional settings. He argues that more important than content, are considerations of context, capacity, and a culture that supports the use, sharing, and co-creation of knowledge(s), in its many forms. Value is always created in exchange. Exchange can be in multiple forms that depend on context, capacity of individuals and organizations, the accessibility of content, and he culture that supports exchange and value production.
Some core questions include:
- How do we integrate multiple sources of data, information and knowledge into our daily activities, whether they be consumer decisions, or high-level policy decisions?
- How do we, collectively and individually, move from making decisions based mostly on emotions and opinions to making decisions based on individual as well as collective understanding?
- How do we move from holding on to what we know rather than sharing it and acting on it in ways that are mutually beneficial?
Having useful evidence available to us in a timely fashion, in a format that we can use, is critical to the change from simply knowing to doing – and doing the best we can.
Knowledge Mobilization also includes active processes of creating linkages and exchanges between producers and users of data, information, and knowledge to engage in value-added activities. It includes a more entrepreneurial perspective than is often seen in disciplinary academic research and includes awareness of opportunities, key partnerships, market conditions, technological supports, and concepts of innovation.
By Peter Muijres – cultureclass.org
“Management is doing things right; Leadership is doing the right things”
In 1989, Stephen published his #1 best-seller: ‘The 7 habits of highly effective people’. The book sold over 15 million copies and is became a classic in management literature.
Covey presents his teachings in a series of habits. The habits build onto each other and are expected to become an integrated part of one’s character, manifested as a progression from dependence via independence to interdependence.
- Dependence: the paradigm under which we are born, relying upon others to take care of us.
- Independence: the paradigm under which we can make our own decisions and take care of ourselves.
- Interdependence: the paradigm under which we cooperate to achieve something that cannot be achieved independently.
The first three habits focus on self‐mastery, that is, achieving the private victories required to move from dependence to independence. The second three habits focus achieving public victory, aimed at realising effective interdependence. The seventh habit is one of renewal and continual improvement, that is, of building one’s personal ‘production capability’ or the ability to produce.
Habit 1: Be Proactive Focus on the things you can actually do something about. Change starts from within, and highly effective people make the decision to improve their lives through the things that they can influence rather than by simply reacting to external forces.
Habit 2: Begin with the End in Mind Begin everything you do with a clear picture of your ultimate goal. Develop a principle‐centered personal mission statement. Extend the mission statement into long‐term goals based on personal principles.
Habit 3: Put First Things First Manage your life according to your needs and priorities. Spend time doing what fits into your personal mission, observing the proper balance between production and building production capacity. Identify the key roles that you take on in life, and make time for each of them.
Habit 4: Think Win‐Win Integrity: Stick with your true feelings, values, and commitments Maturity: Be considerate of the feelings of others Abundance Mentality: Believe there is plenty for everyone. Seek agreements and relationships that are mutually beneficial. In cases where a “win/win” deal cannot be achieved, accept the fact that agreeing to make “no deal” may be the best alternative. In developing an organizational culture, be sure to reward win/win behaviour among employees and avoid inadvertantly rewarding win/lose behaviour.
Habit 5: Seek First to Understand, Then to Be Understood Learn how to communicate clearly and listen to others. Stephen Covey presents this habit as the most important principle of interpersonal relations. Effective listening is not simply echoing what the other person has said through the lens of one’s own experience. Rather, it is putting oneself in the perspective of the other person, listening empathically for both feeling and meaning.
Habit 6: Synergize “Two heads are better than one.” Through trustful communication, find ways to leverage individual differences to create a whole that is greater than the sum of the parts. Through mutual trust and understanding, one often can solve conflicts and find a better solution than would have been obtained through either person’s own solution.
Habit 7: Sharpen the Saw Allow yourself to grow by maintaining a balanced program in the four areas of your life: physical, social/emotional, mental, and spiritual. Take time out from production to build production capacity through personal renewal of the physical, mental, social/emotional, and spiritual dimensions.
To be effective, one must find the proper balance between actually producing and improving one’s capability to produce. Covey illustrates this point with the fable of the goose and the golden egg. In the fable, a poor farmer’s goose began laying a solid gold egg every day. The farmer soon became rich and greedy. In order to obtain all of the eggs immediately, he killed the goose and cut her open. By attempting to maximise immediate production with no regard to the production capability, the capability will be lost.
Although very interesting, Covey’s paradigm also raises some questions. Are conditions for character development as universal and as timeless as he suggests, always and for everyone? The book has been written in 1989 and the world has seen a revolution in communication technology during the last 25+ years. It could be argued that personality (how you come across), has become more important, than character (who you are) in online communication. Also, being able to change the sails and adapt your working model to fit cultural terms and conditions is giving international business managers the competitive edge today.
Covey already notes himself that much of the success literature tends to overvalue independence, to ‘realise and be yourself’ at all costs. The independent model is not optimal for use in an interdependent environment that requires both leaders and team players. The meaning of and approaches to achieving effectiveness already varied greatly between people and organisations and time has added additional changes. Where, with whom and how information is shared, decisions are made, and identities are negotiated has also dramatically changed. In fact, big changes have happened so rapidly that the majority of people haven’t had time to come to terms yet with what has actually been going on and what has been left behind – let alone what to prepare for.
Covey’s book ‘The 8th Habit: From Effectiveness to Greatness’ (2004) addresses how some of the changes that have taken place may have outdated some of the ideas behind the seven habits. He claims that effectiveness does not suffice in what he calls “The Knowledge Worker Age”. He proclaims that “the challenges and complexity we face today are of a different order of magnitude.” So, according to Covey, becoming great has become dependent on finding your voice and inspiring others to do the same.
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