Suzie

Suzie Neeson
Neeson
Australian
Australian Institute
Institute of
of Management
Management

Adrian
Adrian Farrell
Farrell
Woodlawn
Woodlawn Marketing
Marketing Services
Services

Updating
Updating Your
Your Management
Management Skills
Skills ––
Strategies
Strategies To
To Take
Take To
To Your
Your Office
Office
And
And Organisations
Organisations
About AIM

Established in 1941
Not for profit
AIM exists for its members
AIM receives no grants or subsidies
40,000 members
Largest private provider of management education and
training in Australia
For 60 years, corporate members have sent their staff to
AIM for training and re-training
Australia’s premier professional association of managers
What AIM Offers

Education and Training

• 80 Nationally Accredited Courses

• Certificates, Diplomas, Graduate Certificates to an MBA
and Master of Management

• Customised to your organisation’s

needs

• Taught at Management House

or ‘in Company’

• Short modules which build to

formal qualifications www.aimvic.com.au
Agenda

The
The Knowledge
Knowledge Era
Era
Knowledge
Knowledge Workers
Workers
Delta
Delta Control
Control Loop
Loop®® Decision
Decision Framework
Framework
Knowledge
Knowledge Worker
Worker Competencies
Competencies
Where
Where to
to next?
next?
The Knowledge Era

The Intelligent Organisation

“The intelligent organisation is . . . an organization

that is skilled at marshalling its information resources
and capabilities, transforming information into
knowledge, and using this knowledge to sustain and
enhance its performance in a restless environment.”
– Chun Wei Choo
The Knowledge Era

Issues for Management

Maximising
Maximising knowledge
knowledge worker
worker productivity
productivity is
is
management’s
management’s greatest
greatest challenge
challenge today.
today.
(Drucker)
(Drucker)

The
The lack
lack of
of information
information literacy
literacy skills
skills is
is aa major
major
roadblock.
roadblock. (TFPL
(TFPL UK)
UK)

Organisations
Organisations typically
typically don’t
don’t effectively
effectively utilise
utilise the
the
information
information they
they already
already possess.
possess.
Agenda

The
The Knowledge
Knowledge Era
Era
Knowledge
Knowledge Workers
Workers
Delta
Delta Control
Control Loop
Loop®® Decision
Decision Framework
Framework
Knowledge
Knowledge Worker
Worker Competencies
Competencies
Making
Making itit Happen
Happen
Types of Knowledge Workers

High
Ambiguous & Informationists
Specialists
Unstructured

Level of Complexity

Transactors Integrators

Low
Routine
Low High
Independent Inter-dependent
Level of Collaboration

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Data and Knowledge Worker Examples

Transactor Integrator Specialist Informationist

Examples: Clerical staff Supervisor Financial Project

trader manager

Information
-based YES YES YES YES

Knowledge
intensive NARROW LIMITED VERY HIGH HIGH

Knowledge
generating LIMITED LIMITED YES YES

Knowledge
sharing OPTIONAL PROCESS VARIES YES
Informationist Defined

An informationist is a person who, in collaboration

with others, is skilled in obtaining, organising,
analysing, interpreting and using information for
the purpose of solving problems, for learning, and
for anticipating possible futures.

We need a framework to link these elements

Agenda

The
The Knowledge
Knowledge Era
Era
Knowledge
Knowledge Workers
Workers
Delta
Delta Control
Control Loop
Loop®® Decision
Decision Framework
Framework
Knowledge
Knowledge Worker
Worker Competencies
Competencies
Making
Making itit Happen
Happen
Delta Control Loop® Decision Framework
AWARENESS SYSTEMS & TECHNOLOGY PRESENCE
DETECT DIRECT DECIDE DELIVER

12 Test response
External Locate 3 Collect
data Problem
Deliver
World sources response
Solving Collect
2
11 feedback

In
ng

te
ni

lli
13

ar

ge
Le

nc
e
t1 t2 t3 t4 TIME

10
1 Identify 4 Organise data
14
needs & Prepare response
plan approach Assess results
5 Evaluate 9 Derive conclusions
data & sources
Mind-set:
Internal
World -Existing knowledge: factual, Recognise Synthesise New knowledge
i1 patterns 8 & understanding
procedural, contextual. information
-Mental models & world views. 6
Analyse
-Needs, core values & purpose. 7 information

INTEGRITY JUDGEMENT & DRIVE SELF-DISCIPLINE

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Delta Control Loop® Decision Framework

Events . . .

External
World

Internal
World
Depictions

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Delta Control Loop® Decision Framework

DETECT DIRECT DECIDE DELIVER

Events . . .

External
World

TIME

Internal
World
Depictions

Copyright © 2003 Woodlawn Marketing Services

Delta Control Loop® Decision Framework

DETECT DIRECT DECIDE DELIVER

Events . . .

External
World

TIME

Internal
World
Depictions

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Delta Control Loop® Decision Framework

DETECT DIRECT DECIDE DELIVER

Events . . . Locate Deliver

2 source(s) 10 response
External
World Data Feedback
collection collection
Response
11
3 preparation
9

13 Transition Bottlenecks
t1 t2 t3 t4
1 Mission- Context TIME
4 evaluation
alertness
12
Situation Response Result
5 8
assessment selection assessment
Internal Solution(s)
World formation Outcomes
Depictions 7 projection
6

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Delta Control Loop® Bottleneck Examples

• No clear aim • Disorganisation

• Ignorance • Indecision
• Blind-spots • No follow-up
• Wrong assumptions • Lack of practice
• Following blindly • Poor use of systems
• Arrogance and technology

Underlying Cause: Inadequate existing

knowledge, core ideology, and / or mental models
Copyright © 2003 Woodlawn Marketing Services
Knowledge Base and Value System

AWARENESS SYSTEMS & TECHNOLOGY PRESENCE

DETECT DIRECT DECIDE DELIVER

12 Test response
External Locate 3 Collect
data Deliver
World sources response
2 Collect
11 feedback
13

t1 t2 Transition Bottlenecks t3 t4 TIME

10
1 Identify 4 Organise data
14
needs & Prepare
plan approach response Assess results
5 Evaluate 9 Derive conclusions
data & sources
Mind-set:
Internal
World -Existing knowledge: factual, Recognise Synthesise New knowledge
patterns 8 & understanding
procedural, contextual. information
-Mental models & world views. 6
Analyse
-Needs, core values & purpose. 7 information

INTEGRITY JUDGEMENT & DRIVE SELF-DISCIPLINE

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Intelligent Organisation – Example 1

US Air Force Air Combat Fighter (ACF) Project

Delta Control Loops

GD YF-16 Prototype To win, repeat loops at a faster

rate than your adversary!

Delta Control Loops

Northrop YF-17 Prototype

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Intelligent Organisation – Example 2

Apollo 13 Crisis – April 1970

After an oxygen tank exploded

and crippled their service
module, the Apollo 13
astronauts were forced to
abandon plans to make the
third human lunar landing.

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Intelligent Organisation

Most Valued Informationist Contributions

Task Example Focus

Problem “What can we do to overcome this The

solving problem we can observe?” present

Learning “What can we learn from what we The past

and others have experienced?”

“What is likely or possible to occur

Intelligence The future
in the future and how should we
act?”

Copyright © 2003 Woodlawn Marketing Services

Delta Control Loop® Decision Framework
AWARENESS SYSTEMS & TECHNOLOGY PRESENCE
DETECT DIRECT DECIDE DELIVER

12 Test response
External Locate 3 Collect
data Problem
Deliver
World sources response
Solving Collect
2
11
feedback

In
g

te
n
ni

lli
13

ar

ge
Le

nc
e
t1 t2 t3 t4 TIME

10
1 Identify 4 Organise data
14
needs & Prepare
response Assess results
plan approach
5 Evaluate 9 Derive conclusions
data & sources
Mind-set:
Internal
World -Existing knowledge: factual, Recognise Synthesise New knowledge
i1 patterns 8 & understanding
procedural, contextual. information
-Mental models & world views. 6
Analyse
-Needs, core values & purpose. 7 information

INTEGRITY JUDGEMENT & DRIVE SELF-DISCIPLINE

Copyright © 2003 Woodlawn Marketing Services
Agenda

The
The Knowledge
Knowledge Era
Era
Knowledge
Knowledge Workers
Workers
Delta
Delta Control
Control Loop
Loop®® Decision
Decision Framework
Framework
Knowledge
Knowledge Worker
Worker Competencies
Competencies
Making
Making itit Happen
Happen
The Informationist Discipline

Competency elements

Information
Information Literacy
Literacy
Communication
Communication andand Social
Social Literacy
Literacy
Technological
Technological Literacy
Literacy
Knowledge
Knowledge Base
Base and
and Values
Values System
System

How do these elements relate to the Delta Control Loop?

Copyright © 2003 Woodlawn Marketing Services

Process Domain to Skill Domain
Transformation

Click on drawing for 3D rotation

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Informationist Competencies

1 Information 2
literacy External World Communication &
social literacy

3 Technological literacy
Friction

Internal World

4 Knowledge base & value system

(enablers / disablers)
Informationist Literacies

Literacy: the ability to encode, decode and

manipulate external world symbols and messages.

1 Information literacy means having the ability to

recognize when information is needed together with
the ability to locate, evaluate, and use effectively the
needed information.
Informationist Literacies

Literacy: the ability to encode, decode and

manipulate external world symbols and messages.

2 Communication and Social literacy means having

the social and emotional competence to
communicate effectively as individuals and work
collaboratively in groups.
Informationist Literacies

Literacy: the ability to encode, decode and

manipulate external world symbols and messages.

3 Technological literacy means a person has

knowledge of technology and is capable of using it
effectively to accomplish various tasks. He or she
can think critically about technological issues and
acts accordingly.
Informationist Literacies / Enablers

4 Existing knowledge:
 Factual knowledge (know what)
 Procedural knowledge (know how)
 Contextual knowledge (know when, where & why)

Mental models and world views:

 Our assumptions as to how the world works

Needs, core values and purpose:

 What drives us and what holds us back
The Intelligent Organisation

The Future for the Informationist

While MIS managers and the CIOs have had centre stage
during the rapid growth phase of IT, Peter Drucker sees
their role as becoming the supporting cast rather than the
superstars they have been over the last forty years.

So who will be centre-stage in the 21st Century?

- Drucker, P. F. 1999, Management Challenges for the 21 st Century,

Butterworth-Heinemann, Oxford, p.106.
Agenda

The
The Knowledge
Knowledge Era
Era
Knowledge
Knowledge Workers
Workers
Delta
Delta Control
Control Loop
Loop®® Decision
Decision Framework
Framework
Knowledge
Knowledge Worker
Worker Competencies
Competencies
Making
Making itit Happen
Happen
Informationist Critical Success Factors

Probes - a series of questions an informationist asks:

What
What is
is my
my role?
role?
Who
Who do
do II serve?
serve?
What
What information
information outputs
outputs do
do II need
need to
to provide
provide to
to others?
others?
How
How can
can II add
add value?
value?
What
What information
information inputs
inputs do
do II need
need from
from others?
others?
What
What friction
friction is
is occurring
occurring that
that isis constraining
constraining inputs
inputs and
and
outputs?
outputs?
How
How can
can this
this friction
friction be
be overcome?
overcome?
How
How can
can wewe be
be more
more productive?
productive?
How
How are
are we
we doing?
doing?
Information Outputs

Meeting the Informationist’s Challenge

What? How?
Timely Don’t miss the deadline. Deliver interim outputs if necessary. Use
Key Opinion Leaders or other people sources.
Useful & Understand the need. Deliver succinct (no padding), layered,
Relevant understandable outputs. Avoid surprise.
Objective Use appropriate analysis tools. Deliver both the bad and the good
news.

Accurate Deliver the un-biased truth. Indicate potential issues with data and
sources and the assumptions made.
Cost-effective Know when to stop.
Copyright © 2003 Woodlawn Marketing Services
Courses for Informationists

Short courses
• A wide variety of one-, two-, or three-day courses

Managing with Information

• A unit of the Graduate Certificate in Business (Management)
• Available as distance education or face-to-face
Masters of Management - Leadership Navigation Program
• Norwegian School of Management – Europe’s second largest
business school
• Focus on industry-based executive education
In conclusion . . .

Updating Your Management Skills

Strategies To Take To Your Office and

Organisations
We Can Make it Happen!

Time for Questions