Transcript here - Knowledge Communication

10 Years of
Knowledge- Communication.org
Results, Insights, Perspectives
Review of a Research Initiative
August 2012
www.knowledge-communication.org
Prof. Martin J. Eppler
© =mcminstitute
10 Years
KnowledgeCommunication.org
Page 2
Intro: Conveying what we know
“The problem with communication is the illusion that it
has been accomplished.”
George Bernard Shaw
“Everything that can be said at all, can be said
clearly.”
Ludwig Wittgenstein
“ What matters is that we make ourselves
understood.”
Karl Popper
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 3
Reviewing our Research: 2002-2012
In the last ten years, we have witnessed...
 influential knowledge communication research in
management, education, applied linguistics, computer science
and public policy studies,
 the creation of several competence centers focusing on
knowledge communication,
 several conferences dedicated to the topic,
 the creation of a chair in knowledge communication,
 at least 6 publicly funded research projects on knowledge
communication in different contexts.
→ It is time to review the progress in our initiative and
in the knowledge communication field.
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 4
A look back and ahead in five steps
1. What is our topic and why is it relevant?
2. What have we learned about
communicating knowledge?
3. What was our impact?
4. What are we currently working on?
5. What remains to be done?
Appendix: Typical knowl. comm. problems
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 5
Our research motivation –
10 years on and still timely
As organizational decision making is increasingly
complex and dynamic, the collboration of
decision makers and experts becomes an ever
more critical component for the quality of
decision making in management.
Knowledge
Communication
Experts
Decision Makers
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 6
Our main focus area:
Collaborative knowledge work contexts
Engineers
Lawyers
Managers
Managers
ENABLING CONDITIONS
Political
Analysts
Risk
Analysts
Consultants
Public
Decision
Makers
Executives
Clients
METHODS
FREQUENT MISTAKES
= Knowledge Integration through Communication
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 7
Our main research question
remains unchanged
How can the communication between specialists and
decision makers be improved with regard to complex,
knowledge-intensive issues, specifically in the
management domain?
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 8
Our resulting research mission
Improving the integration of knowledge
between experts and decision makers by
1. understanding knowledge
communication barriers and their root
causes,
2. developing and evaluating knowledge
communication methods and tools.
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 9
A look back and ahead in five steps
1. What is our topic and why is it relevant?
2. What have we learned about
communicating knowledge?
3. What was our impact?
4. What are we currently working on?
5. What remains to be done?
Appendix: Typical knowl. comm. problems
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 10
What theories have proven useful?
In researching knowledge communication we and other
scholars have made use of these informative and useful
theories:
 Regarding knowledge communication problems
–
–
–
–
Cognitive Load Theory (Sweller et al.)
Group communication theory (i.e, Stasser et al.)
Knowledge creation theory (Nonaka et al.)
Clarity theory (Groeben, Tausch et al.)
 Regarding knowledge communication solutions:
–
–
–
–
Adaptive Structuration Theory (AST)
Boundary Object Theory (Star, Carlile et al.)
Metaphor theory (Black et al.)
Cognitive dimensions of notation (Green et al.)
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 11
Our initial conception is still valid:
Defining knowledge communication
 We define knowledge communication as the (deliberate)
activity of interactively conveying and co-constructing insights,
assessments, experiences, or skills through verbal and nonverbal means.
 The transfer of know-how, know-why, know-what, and knowwho through face-to-face or media-based interaction.
 Knowledge Communication is more than communicating
information because it requires
– conveying context, background, and assumptions,
– conveying personal insights and experiences,
– conveying rationale and reasoning,
– conveying perspective and priorities,
– conveying hunches, intuition, skills (implicit knowledge).
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 12
Framing: A process model of knowledge
communication clarifies key issues
Management Tasks
Expert
Identification
Who has
the expertise to
analyze
the issue?
Macro-level
Management Tasks
Expert Tasks
Need
Articulation
How can I
articulate
what I need
to know?
Analysis
How can I
elicit the
relevant
insights?
Micro-level
Transfer
of Results
Application
How can
we optimize
our mutual
understanding?
How and by
whom
can the
insights be
applied?
Macro-level
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 13
Description: iteration loops in the process
highlight interactive nature of k.com.
Expert
Identification
Need
Articulation
Analysis
Refinement of
need statement
Revision of
expert matching
Revised needs
based on use
Transfer
of Results
Application
Follow-up
questions
Follow-up
analysis
Suggestions for
analyses based on
application experiences
Revised expert consultation
based on experiences
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 14
Analysis: key problems in the process
Management Tasks
Expert
Identification
• Prophet
Syndrome
• Ingroup
Outgroup
Problem
Management Tasks
Expert Tasks
Need
Articulation
• A.S.K.
Problem
• Big Picture
Problem
Analysis
• Paralysis by
Analysis
• Yield loss
• Context
Chasm
Transfer
of Results
Application
• Common
Ground
Problem
• Information
Overload
• Knowing
Doing Gap
• Cassandra
Syndrome
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 15
Typical problems in expert/manager
knowledge communication
= The decision maker cannot identify the relevant expert.
= The decision maker cannot convey his/her true or relevant
knowledge needs to the expert.
= The expert cannot produce the required analysis (in time, with the
right focus, in the right format).
= The expert cannot convey the findings to the decision maker
–
–
–
–
technical language / perspective / priorities
information overload / complexity
unclear assumptions & consequences
tacit knowledge cannot be verbalized
= The decision maker does not apply the insights of the expert
adequately.
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 16
Solutions to Knowledge Communication
Problems
 Culturally: fostering informal, iterative exchanges,
thus building trust and common ground
 Organizationally: creating mixed teams that
engage in visual practices and focus on the
iterative creation of artefacts of knowing. Jointly
visualizing instead of arguing
 Technologically: employing knowledge
visualization tools and methods (i.e. lets-focus.com)
 Personally: improving knowledge communication
skills (asking fertile questions, conceptual
sketching), leading knowledge dialogues
(cultivating openness and constructive feedback)
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 17
Example: Visualizing Knowledge
Dialogues in real time (f2f & virtually)
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
Common templates for graphic
knowledge communication
10 Years
KnowledgeCommunication.org
Page 18
Diagram
Types
(static)
Structure
(dynamic)
Process
Phases / Steps
Time Series
continuous
linear
cyclical
Clustering/
Positioning
Relationships
linear hierarchical
Network
Venn
Matrix Coordinates
t
Timeline
Process
Cycle
Spectrum
Pyramid
Network
Venn
Matrix
Cartesian
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 19
Our initial interactive overview of
knowledge templates (visual-literacy.org)
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 20
Templates for informal knowledge
communication (from Sketching at Work)
www.sketchingatwork.com
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 21
Experimental Results: visual metaphors
augment knowledge communication
 Our results revealed that visualization-supported management
teams outperformed those working without visualization in the
following way (Bresciani & Eppler 2009):
 Productivity (quantity of information shared): 26 % higher with
visualization (13.58 vs. 17.21)
 Variety of information shared: 4 times higher with visualization.
(0.25 vs. 1.07)
 Recall: 45% higher with visualization(5.8 vs 8.46), that means
managers recalled almost twice as much from the meetings that
were facilitated through visualization than their colleagues who only
worked with flipcharts.
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 22
A look back and ahead in five steps
1. What is our topic and why is it relevant?
2. What have we learned about
communicating knowledge?
3. What was our impact?
4. What are we currently working on?
5. What remains to be done?
Appendix: Typical knowl. comm. problems
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 23
Impact: Research Achievements






Best Paper Award 11th International Knowledge Management
Conference I’Know 2011, Graz, Austria.
Best Paper Award IEEE 14th International Information Visualization
Conference 2010.
Research Award by the International Association of Business
Communicators Research Foundation as only second Non-US
researcher in 26 years.
European Union’s Information Society Technologies Prize Nominee
for lets-focus software (rated as one of Europe’s most innovative
software packages)
Carolyn Dexter Best International Paper Award Nominee, Academy
of Management Conference, 2011
Research featured in Harvard Business Review, MIT Technology
Review, and BusinessWeek, The Guardian, and in O’Reilly Release
2.0 as visualization landmarks, as well as in more than 800 blogs
and specialized websites , incl. several US Newspapers
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 24
Milestones: Key Publications





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





Pfister, R.A., Eppler, M.J. (2012) The Benefits of Sketching for Knowledge Management, Journal of Knowledge
Management, Vol. 16 (2).
Eppler M.J., Hoffmann F., Bresciani S. (2011). New Business Models through Collaborative Idea Generation.
International Journal of Innovation Management. Vol. 15 (6), 1323-1341.
Bresciani, S., Eppler, M.J. (2010) Choosing Knowledge Visualizations to Augment Cognition: the Managers’
View in: IEEE Proceedings of the International Conference on Information Visualization, IV10, London, 2010.
Best paper award
Bresciani, S., Eppler, M.J. (2009). The Benefits of Synchronous Collaborative Information Visualization:
Evidence from an Experimental Evaluation. IEEE Transactions on Visualization and Computer Graphics, Vol.
15 (6), November/December 2009, pp. 1073-1080
Bresciani S., Eppler M.J., Subramanian S.V. (2010). Enhancing Group Information Sharing Through Interactive
Visualization: Experimental Evidence. Academy of Management Meeting, August 6-10 2010, Montreal, Canada.
Bischof, N., Comi, A., Eppler, M.J. (2011) Knowledge Visualization in Qualitative Methods – or how can I see
what I say? in: Proceedings of the 15th International Conference on Information Visualization. IEEE: London
Eppler, M.J., Pfister, R. (2011) Sketching as a Tool for Knowledge Management: An Interdisciplinary Literature
Review on its Benefits, in: Proceedings of the 11th International Conference of Knowledge Management Iknow,
Graz. Best paper award.
Eppler, M.J., Aeschimann, M. (2009). A Systematic Framework for Risk Visualization in Risk Management and
Communication, in: Risk Management - An International Journal, 11 (2), April 2009: 67-89.
Eppler, M., Mengis, J. (2009). Wie Entscheider und Experten reden lernen [How Decision Makers and Experts
learn to talk together], Harvard Business Manager, April: 50-58.
Eppler, M., Platts, K. (2009). Visual Strategizing: The Systematic Use of Visualization in the Strategic Planning
Process, Long Range Planning LRP - International Journal of Strategic Management, 42 (1), February: 42-74.
Mengis, J., Eppler, M. (2008) Understanding and Managing Conversations from a Knowledge Perspective: An
Analysis of the Roles and Rules of Face-to-face Conversations in Organizations, Organization Studies, 29:
1287-1313.
Schmeil, A., Eppler, M.J. (2012) A Structured Approach for Designing Collaboration Experiences for Virtual
Worlds, forthcoming in: Journal of the Association for Information Systems.
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 25
Milestones: Global Impact
 Some of our research studies on knowledge
communication have been translated into:
–
–
–
–
–
–
–
–
Russian
Arabic
French
Italian
Portuguese
Chinese
Danish
Finnish
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 26
Milestones: Our Citation Impact
(2002-2012)
 A total of approx.
1580 Citations
 Top Cites in the time period:
–
–
–
–
–
–
–
–
Information Overload Article:
Information Quality book:
Harvesting Project Knowledge article:
Knowledge Visualization article:
Making knowledge visible:
Visual Representations In KM article:
Visual Strategizing article:
Periodic Table of Vis. Article:
370 citations
240 citations
200 citations
90 citations
50 citations
50 citations
40 citations
40 citations
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 27
A Few of the books from the
Research Initiative
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 28
Major studies that we conducted during
the time period
=mcm
Study on Making
the Complex Clear
IABC Resarch Foundation Study on
Information Overload in Communication
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 29
Milestones: Conference Keynotes
 Keynotes on Knowledge Communication at the
following international conferences:
1. Learntec
2. ISTIC
3. European Symposium on Language for Specific
Purposes
4. Swiss Economist Day
5. International Knowledge Management Conference Iknow
6. International Information Visualization Conference
7. International KM Conference Krems
8. International KM Conference Passau
9. International Knowledge Communication Conference
Aarhus
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 30
Milestones:
Our new Tools and Methods
www.lets-focus.com
Knowledge
communication
software
www.collabcards.com
Knowledge
communication
Card set and iPhone
App
Paths to Success
creativity method
and iPad app
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 31
A look back and ahead in five steps
1. What is our topic and why is it relevant?
2. What have we learned about
communicating knowledge?
3. What was our impact?
4. What are we currently working on?
5. What remains to be done?
Appendix: Typical knowl. comm. problems
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 32
Current Focus: Communicating to create
new Knowledge: Creability
 Topic:
– Knowledge-based Collaborative Creativity (Creabillity)
 Research Question:
– How can experts and decision makers communicate so
that their combined knowledge (through crealogues) gives
rise to innovative business ideas?
 Employed Research Methods:
–
–
–
–
Experiments with real-life managers
In-company testing and deployment
Focus groups
Surveys
 Link: www.mcm.unisg.ch/Chairs/MCM+1/Projects/Creability.aspx
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 33
A look back and ahead in five steps
1. What is our topic and why is it relevant?
2. What have we learned about
communicating knowledge?
3. What was our impact?
4. What are we currently working on?
5. What remains to be done?
Appendix: Typical knowl. comm. problems
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 34
Future challenges: open research issues
 Consolidating existing findings in a systematic theory of
knowledge communication among experts and decision
makers
 Validating the benefits (and drawbacks) of different
knowledge visualization methods for different
knowledge communication contexts
 Developing mobile methods for knowledge
communication
 Extending the boundaries of knowledge communication
research to areas beyond the management context
 Exploring the requirements and constraints of
communicating knowledge for future generations (longterm knowledge communication)
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 35
Contact Information
Prof. Martin J. Eppler
Managing Director / Chair of Communications
Management
University of St. Gallen (HSG)
=mcm institute for media and communications
management
Blumenbergplatz 9
9000 St. Gallen
Switzerland
martin.eppler[at]unisg.ch
www.knowledge-communication.org
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
Appendix: Typical Knowledge
Communication Problems
© =mcminstitute
10 Years
KnowledgeCommunication.org
Page 37
Knowledge Communication Problems
Knowledge
hostility
sharing
Knowledge
communication
fails
because the ‘knowledge givers are
reluctant to share their insights due to
micro politics, strenuous relationships,
or due to fear.
Husted &
Michailova, 2002
Micropolitics of
knowledge
The ‘knowledge claims’ of an expert
are discredited by the decision makers
due to their differing (hidden) agenda,
because of a coalition of people with
an alternative view, or due to the
expert’s lack of formal authority.
Lazega, 1992
Internal
knowledge
stickiness
Knowledge can sometimes not be
transferred because of arduous
relationships, or casual ambiguities
regarding the knowledge or because
of the lack of absorptive capacity of
the knowledge receivers.
Szulanski,
1999
1996,
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
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Knowledge Communication Problems
Groupthink
A (management) team may not truly
listen to the input of an expert because
of the team’s group coherence and
group dynamics sometimes block
outside advice and feel omniscient.
Janis, 1982
Information overload
An individual is sometimes not able to
integrate new information into the
decision making process because too
much complex information has to be
interpreted too quickly.
O’Reilly,
1980,
Eppler & Mengis,
2004
Self/Other effect
Individuals tend to discount advice and
favor their own opinion.
Yaniv
&
Kleinberger, 2000
Knowing-Doing gap /
Smart talk trap
Sometimes organization know where a
problem resides and how to tackle it,
but do not move from knowledge to
action (due to unhealthy internal
competition or lacking follow-up).
Pfeffer & Sutton,
2000
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
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Page 39
Knowledge Communication Problems
Absorptive capacity
Limited ability of organization and its
decision makers to integrate the
knowledge of experts based on lack of
prior knowledge, required time or
effort.
Bower and
Hilgard, 1981;
Cohen &
Levinthal, 1990
Paradox of expertise
Experts sometimes find it difficult to
articulate their knowledge or rephrase
their insights in a way that a nonexperts can understand. Sometimes
experts indicate other rules than they
actually apply.
Johnson, 1983
Ingroup outgroup
behavior
We tend to interact more with likewise
groups than with others thus reducing
our changes to acquire radically new
knowledge.
Blau, 1977
Task closure
In our communication ,we may choose to
use a one way communication medium
because it permits us to close an open
task without having to have a
conversation. Thus leaner communication channels are used than may be
necessary. In other words: We tend to
want to close a communication pro-cess
in order to complete a task.
Straub
&
Karahanna, 1998;
Meyer, 1962
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
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Page 40
Knowledge Communication Problems
Set-up to fail syndrome
Managers are projecting their initial
expectation of an expert’s likely
performance unto him/her, leading to the
self-fulfilling prophecy of (at times) lower
performance. This is aggravated by demotivating feedback to the expert.
Manzoni
and
Barsoux, 2002
ASK problem
Anomalous State of Knowledge: when a
decision maker does not have the
knowledge base to really know what to
ask for. People need to know quite a bit
about a topic to be able to ask or search
for relevant information.
Belkin, 1980 ; Chen
et al., 1992
Knowledge from others is sometimes
rejected because it originated elsewhere.
Katz & Allen, 1982
False consensus effect
We assume others see situations as we
do, and fail to revise our framing.
Manzoni &
Barsoux, 2002
Inert knowledge
The knowledge that the decision maker
has acquired from the expert does not
come to mind when it is needed or useful
for decision making or actions. The
transferred knowledge is stuck in the
situation where it has been acquired.
Whitehead, 1929
Not-Invented
syndrome
here
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org
10 Years
KnowledgeCommunication.org
Page 41
Knowledge Communication Problems
Hidden profile
problem
You don’t know other’s background,
what they know and could contribute.
The only knowledge that is
consequently shared is what is
expected by everyone.
Stasser 1992;
Stasser and
Stewart, 1992
Common knowledge
effect
The tendency of a group to focus
merely on commonly shared (rather
than unique) pieces of information.
Gigone & Hastie,
1993
Lack of common
ground
Common ground refers to the
manager’s and expert’s assumptions
about their shared background beliefs
about the world. If those assumptions
are wrong or inconsistent
communication becomes more
difficult.
Clark and
Schäfer, 1989,
Olson & Olson,
2000
Cassandra syndrome
The decision makers do not give
sufficient weight or attention to an
expert’s warning because they face
many other important problems. Only
when the situation has deteriorated
dramatically do they start taking the
expert’s advice.
Mikalachki, 1983
Prof. Dr. Martin J. Eppler / =mcminstitute / HSG
www.knowledge-communication.org