Information Km Attitude Change Model 00

Copyright © FMITaRC 200Copyright © FMITaRC 20011

The Potential Use of The Potential Use of Information Systems andInformation Systems and

Knowledge Management to drive Knowledge Management to drive Desired Values and Behaviors Desired Values and Behaviors

in People Systemsin People Systems

(to Achieve Measurable Outputs(to Achieve Measurable Outputswith Performance Based Metrics)with Performance Based Metrics)


A paradigm from current thinking on A paradigm from current thinking on Particle Physics …..Particle Physics …..

“Matter is a mere derivation, a subordinate “Matter is a mere derivation, a subordinate phenomenon. The fundamental essences are energy phenomenon. The fundamental essences are energy and information. Information bounds energy into and information. Information bounds energy into

form, like will bounds volition into purpose.form, like will bounds volition into purpose.Alter the information, and the form is altered, while Alter the information, and the form is altered, while the substance remains unchanged. Energy is older the substance remains unchanged. Energy is older

than information, but formless and timeless without than information, but formless and timeless without it. Older than matter, but helpless and useless it. Older than matter, but helpless and useless

without it. Replace one thought with another, one without it. Replace one thought with another, one pattern with another.pattern with another.

And you can effectively change the outcome without And you can effectively change the outcome without interfering with the form.”interfering with the form.”


A paradigm from current work on A paradigm from current work on How People Think …..How People Think …..

“People use cognitive rules or reasoning to design and “People use cognitive rules or reasoning to design and implement their actions. These rules can be thought of as a implement their actions. These rules can be thought of as a kind of “master program”, stored in the brain, governing all kind of “master program”, stored in the brain, governing all

behavior. These rules and reasoning are derived from behavior. These rules and reasoning are derived from memories made up of experiences, information, and derived memories made up of experiences, information, and derived

knowledge, that very much control the attitude formation knowledge, that very much control the attitude formation process - which directly relates to observable behavior.process - which directly relates to observable behavior.

If you can change the information streams into the mind, If you can change the information streams into the mind, and directly contribute to knowledge acquisition, you can and directly contribute to knowledge acquisition, you can dramatically impact on attitude formation and behavior. dramatically impact on attitude formation and behavior.

Replace one thought with another, one pattern with another. Replace one thought with another, one pattern with another. And you can effectively change the outcome without And you can effectively change the outcome without

interfering with the form!interfering with the form!””


The hypothesis …...The hypothesis …...

“In a Knowledge Society“In a Knowledge Society- the Information Age -- the Information Age -

accessibility to Information forces accessibility to Information forces transparency in Human Relationshipstransparency in Human Relationships

by enabling the Decision Maker toby enabling the Decision Maker tounderstand all the factors requiredunderstand all the factors required

in making the Decision”in making the Decision”


““This accessibility to Information in turn This accessibility to Information in turn forces Honesty in Transactions,forces Honesty in Transactions,which force Value Statements,which force Value Statements,

which forces adherence to Values and which forces adherence to Values and Behaviors - because Individuals can then Behaviors - because Individuals can then compare Behavior and Performance from compare Behavior and Performance from

their Knowledge and Perceptionstheir Knowledge and Perceptionsgained from exposure to gained from exposure to the Information Streams”the Information Streams”


You could therefor say that accessibility You could therefor say that accessibility to Information forces :to Information forces :- - Transparency in TransactionsTransparency in Transactions- Underwrites Honesty- Underwrites Honesty- Promotes Value Statements - Promotes Value Statements andand

- - Adherence to Values and BehaviorsAdherence to Values and Behaviorsoror

AI>TT>H>VS>V&BAI>TT>H>VS>V&B


““AI>TT>H>VS>V&B”AI>TT>H>VS>V&B”

What this means for us is quite dramaticWhat this means for us is quite dramatic


Attitude is a crucial Attitude is a crucial component of the component of the

Behavior and Behavior and Beliefs structureBeliefs structure

KKFFAA


The three components of The three components of Attitude formation :Attitude formation :

The Cognitive The Cognitive componentcomponent

is Our knowledge about is Our knowledge about thethe

Attitude Object,Attitude Object,whether that knowledge whether that knowledge

is accurate or not.is accurate or not.

KK


- Affective component- Affective component

is Our feeling is Our feelingtoward thetoward the

Attitude Object.Attitude Object. FF


- Conative component- Conative component

is the Action, is the Action,or the intent of Action, or the intent of Action, We will take toward the We will take toward the

Attitude Object.Attitude Object.

AA


The model The model of Attitude formation of Attitude formation

shows that Our shows that Our subjective knowledge subjective knowledge

(beliefs) about an Object (beliefs) about an Object determines Our Attitude determines Our Attitude

toward it.toward it.


The variables in Attitude The variables in Attitude change are:change are:

1. Personality traits1. Personality traits


2. Credibility of the 2. Credibility of the source of different source of different

opinions or opinions or information information countering existing countering existing

AttitudesAttitudes


3. Group Membership3. Group Membership


Traditionally a Change Management Traditionally a Change Management Process is centered around attacking the Process is centered around attacking the

Group Dynamics component to Group Dynamics component to eventually change individual Behavior.eventually change individual Behavior.This is achieved by removing excuse This is achieved by removing excuse

bases, and empowerment processes that bases, and empowerment processes that create different Patterns of Behaviorcreate different Patterns of Behavior

at the Group Level,at the Group Level,and therefore at the Individual leveland therefore at the Individual level

(by force of association with new group norms)(by force of association with new group norms)


These types of Processes These types of Processes usually do not succeed long-termusually do not succeed long-term

due to the inability of due to the inability of Senior Management to deliver Senior Management to deliver

on one or more of on one or more of the three Trust Paradigmsthe three Trust Paradigms


There are Three Distinct LevelsThere are Three Distinct Levelsof Trust and Performance Expectationof Trust and Performance Expectation

that must be satisfiedthat must be satisfiedto enable Change and build sustainable to enable Change and build sustainable

Relationships and Pattern ChangesRelationships and Pattern Changes


PersonalityPersonalitygeneratedgeneratedTrust andTrust andObservedObservedPerformancePerformanceBehaviorBehavior


PersonalitygeneratedTrust andObservedPerformanceBehavior

OrganizationalgeneratedTrust andRelatedPerformance- perceived assupport forthe Individual


PersonalitygeneratedTrust andObservedPerformanceBehavior

Organizational generated Trust and Related Performance (perceived as support for the Individual

EnvironmentalEnvironmentalgenerated Trustgenerated Trust and Performanceand Performance Expectation ofExpectation of 100% delivery100% delivery of all Tasksof all Tasks and Complianceand ComplianceRequirementsRequirements


If we look at Organizational Philosophy If we look at Organizational Philosophy and the Decision Making Processand the Decision Making Process

we see an opportunity to use the power we see an opportunity to use the power of Information as a Prime Change Agentof Information as a Prime Change Agent

and move away from the traditional and move away from the traditional group approachgroup approach


This approach could be tremendously This approach could be tremendously powerful because of the role Knowledge powerful because of the role Knowledge

plays in the Belief Structure Modelplays in the Belief Structure Model


BehaviorBehavior

ValuesValuesKnowledgeKnowledge

OurOurIdentityIdentity

OurOurVisionVision

OurOurCultureCulture

OurOurIntentIntent

Belief StructureBelief Structure


Knowledge directly Knowledge directly influences :influences :- Our Intent (for action)- Our Intent (for action)- Our Identity (perceptions)- Our Identity (perceptions)- Our Vision (reality)- Our Vision (reality)

and drives into the critical and drives into the critical areas of :areas of :- Behavior and- Behavior and- Values- Values

Copyright © Will Copyright © Will 22 Win 2000 Win 2000

BehaviorBehavior

ValuesValuesKnowledgeKnowledge

OurOurIdentityIdentity

OurOurVisionVision

OurOurCultureCulture

OurOurIntentIntent

Belief StructureBelief Structure


If we now look at theIf we now look at theDecision Making ProcessDecision Making Process

we see the real opportunity in using we see the real opportunity in using Information Systems and Knowledge Information Systems and Knowledge Management to drive desired valuesManagement to drive desired values

and behavior in People Systemsand behavior in People Systems


BlameBlame CreditCredit

AcceptanceAcceptance RejectionRejection

TrustTrust

Emotional Positioning of a Decision ProcessEmotional Positioning of a Decision Process


RiskRisk

ActiveActiveDecisionDecisionModelModel

BlameBlame CreditCredit

AcceptanceAcceptance RejectionRejection

TrustTrust


Yes / No / Wait Yes / No / Wait (Maybe / Stall)(Maybe / Stall)

MaybeMaybe StallStall

EvaluationEvaluationFeedbackFeedbackModificationModification

ActionAction

NextNextDecisionDecision

Cost Benefit AnalysisCost Benefit AnalysisEgo RewardEgo RewardHierarchical Hierarchical ImperativesImperatives

NN YY


Yes / No / Maybe / StallYes / No / Maybe / Stall



ActionAction



NN YY

The “Wait” State The “Wait” State (Maybe / Stall)(Maybe / Stall) More InformationMore Information

Unsure of ResultUnsure of Result Timing IssuesTiming Issues Other InfluencesOther Influences Gaia PrincipleGaia Principle


Assessment of :Assessment of : Knowledge of :Knowledge of :Proposed ActionProposed Action Desired OutcomeDesired OutcomeDesired ResultDesired Result Trust & PerformanceTrust & PerformanceBenefitBenefit Environmental IssuesEnvironmental IssuesEffort RequiredEffort Required Next InteractionNext InteractionRisk InvolvedRisk Involved Potential for RewardPotential for Reward

Yes / No / Maybe / StallYes / No / Maybe / Stall



ActionAction



NN YY


The Consequences of Good DecisionsThe Consequences of Good Decisions

Better utilization of ResourcesBetter utilization of Resources Greater productivityGreater productivity Job EnhancementJob Enhancement Performance EnhancementPerformance Enhancement Greater SecurityGreater Security Greater Client SatisfactionGreater Client Satisfaction Create a Demand for Profitable ManagementCreate a Demand for Profitable Management Generates a Positive EnvironmentGenerates a Positive Environment


The Literal Truth about DecisionsThe Literal Truth about Decisions

The lower down the Organizational Structure they occur, the better they are and the less they cost.

The faster they can be made, the higher the quality, and the lower the cost.

The simple keys to Organizational efficiency in Decision making are the free, timely, and simple access to appropriate data, information, and knowledge systems.

A “smart” Organization is one where Information is fully distributed, and access is freely available to the lowest common denominator of the Organization on demand.


The effectiveness of a decision is the The effectiveness of a decision is the Quality of the DecisionQuality of the Decision

multiplied multiplied by the Acceptance of it.by the Acceptance of it.

Quality X AcceptanceQuality X Acceptance


The Area we can impact on immediately The Area we can impact on immediately is the QUALITY of the Decision….is the QUALITY of the Decision….by providing Information Streamsby providing Information Streams

and Knowledge Managementand Knowledge Management


ChangeChange is the Absolute Valueis the Absolute Value

of Oneof One


The Gaia PrincipleThe Gaia Principleof the Universal Linking Theory of the Universal Linking Theory

suggests that suggests that “Every individual person’s “Every individual person’s performance impacts on, performance impacts on,

and in turn,and in turn,is impacted on by,is impacted on by,

every other person’s every other person’s performance”performance”..


Simply put, this means that Simply put, this means that any decision that is implementedany decision that is implementedwill only ever be as successfulwill only ever be as successfulas the least committed personas the least committed person

allows it to be.allows it to be.


““People and CulturePeople and Culture- the Human Systems of a Company - - the Human Systems of a Company -

are what make or breakare what make or breakany Change Initiative”any Change Initiative”

Arthur Wyatt, Founder Wyatt & Co.Arthur Wyatt, Founder Wyatt & Co.


The most frequently mentioned The most frequently mentioned barriers to Change barriers to Change

are Employee resistance,are Employee resistance,and Dysfunctional Corporate Culture.and Dysfunctional Corporate Culture.

Dysfunctional Culture is one whose shared values and Dysfunctional Culture is one whose shared values and behavior are at odds with its long-term health.behavior are at odds with its long-term health.


““The way in which someone or something functions””

“....to Perform”

Performance ….Performance ….


The Concept ofThe Concept of“a Balanced Universe”“a Balanced Universe”

Simply doesn’t exist except in the minds of PoliticiansSimply doesn’t exist except in the minds of Politicians


Performance must be ObservedPerformance must be Observedto be Measuredto be Measured


Performance is Performance is Observed Behavior Observed Behavior

measured against a Benchmarkmeasured against a Benchmark

2 minutes 30 seconds2 minutes 30 seconds


bench·mark bench·mark (b(bnchnchmärkmärk) ) nounnoun1.1. A standard by which something can be A standard by which something can be measured or judged: measured or judged: “Inflation . . . is a great “Inflation . . . is a great distorter of seemingly fixed economic ideas distorter of seemingly fixed economic ideas and benchmarks”and benchmarks” (Benjamin M. Friedman). (Benjamin M. Friedman).

bench·markedbench·marked, , bench·mark·ingbench·mark·ing, , bench·marksbench·marks

To measure (a rival's product) according to To measure (a rival's product) according to specified standards in order to compare it specified standards in order to compare it

with and improve one's own product.with and improve one's own product.


The Triangle of ParadoxThe Triangle of Paradox

Vested InterestVested Interest Literal TruthLiteral Truth

Creative InsightCreative Insight

..


The Triangle of ParadoxThe Triangle of Paradox

Vested Interest wants : Vested Interest wants : Mgmt.Mgmt.Control - Local ResponsibilityControl - Local Responsibility

Literal Truth :Literal Truth : Local LocalCapacity & CapabilityCapacity & Capability

Creative Insight :Creative Insight : The Link is The Link isInformation & Knowledge ManagementInformation & Knowledge Management

..


The real business that responsible The real business that responsible Management Management should beshould be involved in involved in

is the supply of Information Streamsis the supply of Information Streamsand Knowledge Management Processes and Knowledge Management Processes

to everyone involved in any Processto everyone involved in any Processthat has a desired Outcomethat has a desired Outcome

so that they can make Quality Decisions that have so that they can make Quality Decisions that have maximum acceptability by the Systemmaximum acceptability by the System

Value of a Decision = Quality X Acceptance


Management changes the InformationManagement changes the Informationand the Knowledge baseand the Knowledge base

“ If you can change the information streams into the mind, “ If you can change the information streams into the mind, and directly contribute to knowledge acquisition, you can and directly contribute to knowledge acquisition, you can dramatically impact on attitude formation and behavior. dramatically impact on attitude formation and behavior.

Replace one thought with another, one pattern with another. Replace one thought with another, one pattern with another. And you can effectively change the outcome without And you can effectively change the outcome without

interfering with the form!interfering with the form!”” forces Transparency in Transactionsforces Transparency in Transactions

forces Honestyforces Honestyforces Value Statements andforces Value Statements and

adherence to Values and Behaviorsadherence to Values and Behaviors

“AI>TT>H>VS>V&B”“AI>TT>H>VS>V&B”


The Tools :The Tools :

EmpowermentEmpowerment - Have access to everything required to - Have access to everything required to make an informed quality decision with the overt support of make an informed quality decision with the overt support of the impacted infrastructure and Organizationthe impacted infrastructure and Organization

BenchmarksBenchmarks - The real metrics that enable genuine - The real metrics that enable genuine performance management and strategic decision processes to performance management and strategic decision processes to flourishflourish

InformationInformation - Free and ready access to every attribute that - Free and ready access to every attribute that could impact on a decision process with full 360could impact on a decision process with full 36000 feedback feedback

Knowledge ManagementKnowledge Management - Processes and systems that - Processes and systems that encourage active learning and contribution to the benefit of encourage active learning and contribution to the benefit of the overall systemthe overall system


““Without Resistance,Without Resistance,There Can Be No Change.”There Can Be No Change.”

Dr. Peter HubbardDr. Peter Hubbard


Use a Gap Analysis Process to understand the Use a Gap Analysis Process to understand the missing links and deficiencies that aremissing links and deficiencies that are

revealed in any Reviewrevealed in any Review

Copyright © Will Copyright © Will 22 Win 1999 Win 1999

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22

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44

What is Working for YouWhat is Working for You

What is Not WorkingWhat is Not Working

Where are You NowWhere are You Now

What Resources do You haveWhat Resources do You haveCopyright © Will Copyright © Will 22 Win 1999 Win 1999

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Where Do You want To BeWhere Do You want To Be

When do You want to beWhen do You want to be there there

What Resources will YouWhat Resources will You need need

Applied at the lowest levelApplied at the lowest level


Training is about Skills.Training is about Skills.

It is Task Orientated,It is Task Orientated,and requires procedure,and requires procedure,practice, and feedback.practice, and feedback.

(“Getting the 80%”)(“Getting the 80%”)

You must provide the requisite Training ...You must provide the requisite Training ...


Coaching is about Performance.Coaching is about Performance.

It is Achievement Orientated, and It is Achievement Orientated, and requires a program, feedback, peaking, requires a program, feedback, peaking,

arousal, and characteristic tension.arousal, and characteristic tension.

(Getting the (Getting the extraextra 20%) 20%)

You must provide the requisite Coaching ...You must provide the requisite Coaching ...


At the process level we need to explore what are the At the process level we need to explore what are the critical decisions our People need to make to achieve the critical decisions our People need to make to achieve the desired Outcomes (at every level of the Organization)desired Outcomes (at every level of the Organization)

Establish Benchmarks and MilestonesEstablish Benchmarks and Milestones Establish what Information and Knowledge Management Establish what Information and Knowledge Management

process they need to make Quality Decisionsprocess they need to make Quality Decisions What the Access, Quality, Relevance, Timelines, and What the Access, Quality, Relevance, Timelines, and

Feedback systems look like to themFeedback systems look like to them Provide Training and Coaching to enable the mind-shift Provide Training and Coaching to enable the mind-shift

required for acceptancerequired for acceptance Establish a “Mentoring” process to enable free and open Establish a “Mentoring” process to enable free and open

exchange with 360exchange with 36000 Feedback Feedback


We need to always be mindful of where InformationWe need to always be mindful of where Information and Knowledge Management fit on the Interaction Gridand Knowledge Management fit on the Interaction Grid


ExperienceExperience

SkillsSkills

Self ImageSelf Image

SituationalSituationalAwarenessAwareness

Performance Interaction GridPerformance Interaction Grid©©

High InvolvementHigh Involvement

LowLow InvolvementInvolvement

RationalRational EmotionalEmotional


Skills Training is seen as a rational, low Skills Training is seen as a rational, low involvement (a considered or studied) activity.involvement (a considered or studied) activity.



RationalRational EmotionalEmotionalLearning ProcessLearning Process - Facts & Figures,- Facts & Figures, Processes, SystemsProcesses, SystemsTheory, StructureTheory, Structureand Repetition.and Repetition.


Experiential Learning (on-the-job training) is Experiential Learning (on-the-job training) is considered a rational, high involvement activity.considered a rational, high involvement activity.




Experience ProcessExperience Process Feedback, Trial &Feedback, Trial &Error, Application of Error, Application of Theory & Systems,Theory & Systems,Physical Processes. Physical Processes.


The Ego or Personality Activity (self-image) is The Ego or Personality Activity (self-image) is considered as emotional, and high involvement.considered as emotional, and high involvement.




Self-AwarenessSelf-Awareness- Application of- Application ofPsychological values,Psychological values,Goal Setting, ValuesGoal Setting, ValuesSelf-Worth & ImageSelf-Worth & Image


Situational Awareness is shown as an Situational Awareness is shown as an emotional, low involvement activity.emotional, low involvement activity.



RationalRational EmotionalEmotionalThe ObserverThe Observer- Intellectualize- Intellectualize& Rationalize & Rationalize the WWWWthe WWWWWTW process.WTW process.


xxxxxxxxxWithin (time), the xxxx will xxxxxxx

xxxxxxx(metric) and (metric)(performance statement) in (Organization)

xxxxxxxxxWithin (time), the xxxx will xxxxxxx

xxxxxxx(metric) and (metric)(performance statement) in (Organization)

BarriersRelationships Beliefs & Attitudes Processes Systems Communication Organization Environment

BarriersRelationships Beliefs & Attitudes Processes Systems Communication Organization Environment

Attention GettingMechanisms

Attention GettingMechanisms Trade ItemsTrade Items

Knowledge ManagementKnowledge ManagementInformation SystemsInformation Systems

InsightsInsights The Three Critical IconsRational Emotional Transitional

The Three Critical IconsRational Emotional Transitional

We should use the Barrier Model to “break through” existing PatternsWe should use the Barrier Model to “break through” existing Patterns


The hypothesis …...The hypothesis …...

“In a Knowledge Society“In a Knowledge Society- the Information Age -- the Information Age -

accessibility to Information forces accessibility to Information forces transparency in Human Relationshipstransparency in Human Relationships

by enabling the Decision Maker toby enabling the Decision Maker tounderstand all the factors requiredunderstand all the factors required

in making the Decision”in making the Decision”


““This accessibility to Information in turn This accessibility to Information in turn forces Honesty in Transactions,forces Honesty in Transactions,which force Value Statements,which force Value Statements,

which forces adherence to Values and which forces adherence to Values and Behaviors - because Individuals can then Behaviors - because Individuals can then compare Behavior and Performance from compare Behavior and Performance from

their Knowledge and Perceptionstheir Knowledge and Perceptionsgained from exposure to gained from exposure to the Information Streams”the Information Streams”


DATADATAData is defined as any objective information of a statistical or Data is defined as any objective information of a statistical or descriptive nature that solely considers the facts and or descriptive nature that solely considers the facts and or specifications of an object or a situation relating to an object. specifications of an object or a situation relating to an object. The purpose of DATA is to provide an unambiguous factual The purpose of DATA is to provide an unambiguous factual base of information from which cognitive and evaluative base of information from which cognitive and evaluative decisions can be made; comparisons of like to like can be decisions can be made; comparisons of like to like can be made; assumptions concerning linear performance can be made; assumptions concerning linear performance can be made; and observations regarding trending can be made.made; and observations regarding trending can be made.

Example : Example : The specification sheet for a piece of equipment; A usage The specification sheet for a piece of equipment; A usage record indicating functionality against set parameters; a maintenance record indicating functionality against set parameters; a maintenance record indicating elemental activity against a cost regimenrecord indicating elemental activity against a cost regimen..


INFORMATIONINFORMATION

IInformation is defined as any subjective information or observation nformation is defined as any subjective information or observation that can be made about a situation relating to an object, or an event that can be made about a situation relating to an object, or an event related to that object. In the main, Information is experiential, and related to that object. In the main, Information is experiential, and may take the form of reports, stories, anecdotes, comments, or may take the form of reports, stories, anecdotes, comments, or observations made during the evaluation, purchasing, installation, observations made during the evaluation, purchasing, installation, maintenance, use, transportation, storage, observation or maintenance, use, transportation, storage, observation or decommissioning phase of an object. The purpose of decommissioning phase of an object. The purpose of INFORMATION is to provide an emotional context to the reality INFORMATION is to provide an emotional context to the reality of using or experiencing an object, from which learning’s can be of using or experiencing an object, from which learning’s can be gained. These learning’s can then be applied to implement change gained. These learning’s can then be applied to implement change management systems aimed at increasing the efficiency and management systems aimed at increasing the efficiency and utilization of the respective object utilization of the respective object or prevent someone else from or prevent someone else from experiencing the same conditions.experiencing the same conditions.

Example :Example : “When you use this you must watch out for an over-temp “When you use this you must watch out for an over-temp situation. If this exists, the quality of performance drops off appreciably, situation. If this exists, the quality of performance drops off appreciably, and it can be costly to repair.” “We found that we had to change out the and it can be costly to repair.” “We found that we had to change out the filter every 130 hours, which is not what the specs indicate. If you let it filter every 130 hours, which is not what the specs indicate. If you let it go full term you could crack a manifold.”go full term you could crack a manifold.”


KNOWLEDGE MANAGEMENT SYSTEMS are defined as those KNOWLEDGE MANAGEMENT SYSTEMS are defined as those systems dedicated to the easy transmission and access of target-systems dedicated to the easy transmission and access of target-specific DATA and INFORMATION. The key aspect of a KMSspecific DATA and INFORMATION. The key aspect of a KMSis that access is unlimited, open, transparent, simple, intuitive, and is that access is unlimited, open, transparent, simple, intuitive, and current. 360current. 36000 Feedback loops are incorporated as a prime facet of Feedback loops are incorporated as a prime facet of the communication protocols, and a critical element in the value the communication protocols, and a critical element in the value statement is the concept of Network Theory.statement is the concept of Network Theory.

Knowledge Management Systems must always be aimed at the Knowledge Management Systems must always be aimed at the lowest common denominator in terms of connectivity, and must not lowest common denominator in terms of connectivity, and must not exclude by technology design parameters. This may mean thatexclude by technology design parameters. This may mean thatthe KMS exists in multiple distributed communication forms.the KMS exists in multiple distributed communication forms.

A key aspect of any KMS is that the real needs and competencies of the Users are A key aspect of any KMS is that the real needs and competencies of the Users are well understood before the design and implementation of any system, and that the well understood before the design and implementation of any system, and that the relevance of the evolving Network is checked frequently.relevance of the evolving Network is checked frequently.


Network Theory :Network Theory :

The principle value of a Network is the number of The principle value of a Network is the number of People who make up that Network and the congruity People who make up that Network and the congruity of the network;of the network;

The primary value is derived by the quality of the The primary value is derived by the quality of the exchange between Users;exchange between Users;

The usefulness of a Network is proportional to the The usefulness of a Network is proportional to the number of core and non-core tasks that look and feel number of core and non-core tasks that look and feel the same to the user;the same to the user;

It is accepted that in the best Network, there will be It is accepted that in the best Network, there will be passive and active membership.passive and active membership.


This new Behavioral Model suggests This new Behavioral Model suggests strongly that accessibility to Information strongly that accessibility to Information forces :forces :- - Transparency in TransactionsTransparency in Transactions- Underwrites Honesty- Underwrites Honesty- Promotes Value Statements - Promotes Value Statements andand

- - Adherence to Values and BehaviorsAdherence to Values and Behaviors


The use of modern Information Technology The use of modern Information Technology Platforms and Multimedia Applications Platforms and Multimedia Applications

gives us an unparalleled opportunitygives us an unparalleled opportunityto affect behavior positively by fully distributing to affect behavior positively by fully distributing

data and critical information data and critical information to as many people as it is possible to reachto as many people as it is possible to reach

using congruent Networksusing congruent Networks


The Potential Use of The Potential Use of Information Systems andInformation Systems and

Knowledge Management to drive Knowledge Management to drive Desired Values and Behaviors Desired Values and Behaviors

in People Systemsin People Systems

(to Achieve Measurable Outputs(to Achieve Measurable Outputswith Performance Based Metrics)with Performance Based Metrics)

[email protected]@gmail.com

Information Km Attitude Change Model 00

Business

lowest common

achieve measurable

personality

performance

drive desired

turn forces

knowledge

decision making