Best Practice for Combined/Joint Meetings: Dealing with multiple classification levels

Sitting in the middle of the Kuwait desert at an undisclosed location. Members of 62 nations came together to pull their resources together against the members of Daesh who were causing havoc within a recovering Iraq and Syria. How did the members of these 62 nations from different backgrounds and culture come together to fend off these rebels out of Iraq and Syria? It was coming together in terms of what each of them can contribute to the effort (money, ground troops, planes, supplies, equipment, intelligence, etc.). These contributions allow the representing nations a certain need to know for issues within their agreed to contribution.

A few thousand miles away in Seoul, an Armistice “cease fire” has been going on for the past 65 plus years. There are three separate commands involved with maintaining the Armistice the United Nations Command (UNC), Combined Forces Command (CFC), and United States Forces Korea (USFK). Each of these commands have separate missions but they are all lead by one single U.S. Four Star General it has been this way since 1978. The United Nations Command is composed of 21 sending state nations who provide a representative or resources to the Command. The Combined Forces Command is a bilateral command between the Republic of Korea and the United States military. United States Forces Korea is the joint forces of the United States (Army, Navy, Air Force, Marines, and Special Operations) lead for national interest as well as the lead organization under United Nations Command (it is a very unique relationship).

As you can see, both situations are similar in terms of how they are structured and the need for maintaining the coalition as well as completing the mission without compromising vital information that would get passed to the advisory (either inadvertently or maliciously). So, the question remains how can a Commander get the vital information they need to make the correct decision at the appropriate time and maintain both the national interest as well as maintaining the coalition. This balancing act can be done through a variety of methods but the one that I have seen most effective is through meeting management.

Figure 1 depicts on what the audience should be within the meeting being held. If the information is similar or related, then you can have one meeting starting with inviting all the members of the coalition first and as the information gets more and more restrictive take a short break and excuse those members that are not privileged to the information. This will do two things. First, this construct fosters communication and information sharing with the members of the coalition, thus making all the members of the coalition feel that they have a say n the decision-making cycle. Second, it allows both the Commander and their staff more white space within their calendar to do the jobs they were slotted to perform

Table 1 shows an example agenda of how the meeting can be executed. As one can see going through the topics in this manner can save the entire staff time as well as give the decision-maker the information from multiple viewpoints that can affect the mission, the decision and ultimately lives that are out in the front lines implementing these directives.

When one develops the architecture for how the meetings will run for a multi-hatted Commander one has to be cognizant of the needs of the coalition, needs of the staff and most of all the needs of the Commander.

Knowledge Management vs Information Management inside the DoD

A United States,​ Department of Defense perspective on the distinction between Knowledge and Information, and what this means for KM within the DoD. After personally working on the Department of Defense Instruction for Knowledge Management for the past 4 years I am proud to say that we have agreed on a definition for Knowledge Management and the Instruction will soon be published. 

The DoD will define Knowledge Management as a discipline focused on integrating people and processes enabled by tools, throughout the information lifecycle, in order to create shared understanding and increase organizational performance and decision-making. 
In contrast, the DoD defines information management as the function of managing an organization’s information resources for the handling of data and information acquired by one or many different systems, individuals, and organizations in a way that optimizes access by all who have a share in that data or a right to that information. 

Thus within the DoD Information Management is more on how to gather and access the data where Knowledge Management is taking that data and turning it into organizational shared  understanding that can be utilized for decision making.  

Knowledge Managment in a Combined/Joint Environment

In the current era of shrinking budgets, increasing amounts of worldwide natural disasters, state and non-state initiated conflicts within the world. The response has involved multinational coalitions to conduct effective military operations. The need for a Knowledge Management strategy when developing these coalitions have been overlooked in the past and the need for developing these accords early on will save time and help shape the way information and knowledge are transferred from the staff and action officers of the coalition to the decision-makers in order to make timely decisions within an ever changing environment.

to read the entire article please go to the following URL: http://waset.org/publications/10005636/knowledge-management-in-a-combined-joint-environment

Taking Time to Deliver Value

When I talk to executives who are looking to introduce KM into their company or organization, most of the time they seem to be looking for someone to take over a particular collaborative tool. They are often perplexed when I explain in depth about what tru for their organization. e Knowledge Management can do I explain they should be not only looking at the tools that they use but also how the organization is put together and if there are functions or personnel that need to change their scope of work or what processes they are using to complete a task. Time and understanding are the biggest gains by conducting Knowledge Management operations within the company. The monetary value will come later, but start by having a clear common vision where your entire w orkforce can contribute ideas and are involved with the process of making their jobs better. This will make the entire business run more effectively, and deliver the value. We found through our survey that organisations de only saw relatively minor value livery in the first year of KM, but organisations who had been doing KM for 4, 8 and 16 years reported average value delivery of $3m, $25m and $280m respectively.

Community of Practices Services

One of the many services that Knoco Kansas provides is Communities of Practice Services to organizations these services range from launching a community, gauging the maturity, as well as training and coaching community leaders and facilitators. Communities of Practice are one of the pillars of a solid Knowledge Framework. Many government agencies like the FBI, DoD and NASA have created Communities of Practices ranging from topics as proposed administrative rules and regulation changes to creating entire processes and procedures that are scenario based.

Community of Practice

We help you get your Communities of Practice off to a flying start, through facilitating a one-day or (ideally) two-day launch program. This will be a mixture of introducing the structure and theory of the Community of Practice, and Community of Practice discussions around key topics.

We can check and track the health of your Communities of Practice, through applying a ten-component maturity assessment framework. This Community maturity assessment not only gives you a benchmark to measure development against, but also identified those factors that need the most attention.

We can train your Community leaders and facilitators in the effective operation of Communities of Practice, and how they deliver value to the business, through a combination of theory, case studies, and exercises working on your own Community of Practice issues. 

We can coach your Community leaders and facilitators in building and sustaining their Communities of Practice. Community leadership is a demanding task, and we offer to support the Community Leaders either through regular coaching visits, or through remote coaching through email, teleconferences and Skype.

Below are links to more in depth information on each of these services within Community of Practices please feel free to browse through them if there is any more information you want please feel free to contact me at cory.cannon@knoco.com 

Launching Communities of Practice

Knowledge Management Training Course List

Knowledge Management Coaching

Introductions

Cory Cannon
Cory Cannon Certified Knowledge Manager Cannon Enterprises L.L.C.

Hello my name Cory Cannon of Cannon Enterprises L.L.C., which is an affiliate of Knoco Ltd. Just few bits of information about myself. I have been in the military (between the United States Marine Corps the United States Army and Army Reserves) for 17 years this year and have worked as a Department of Army Civilian at the Center for Army Lessons Learned for 3 years. During that time I have deployed twice to Iraq to conduct logistical convoys, and focus on Knowledge Management activities for the Senior Logistics Command in Iraq.

I received my Certified Knowledge Manager certification through the International Knowledge Management Institute and have taken the Army Knowledge Management Qualification Course to receive the additional skill identifier of Knowledge Management Professional. Academically, I have a bachelor degree in Political Science from Emporia State University a master’s degree in Political Science from Fort Hays State University and currently a PhD student at Emporia State University in the area of information management with a concentration in knowledge management.

As a Major in the United States Army Reserves, I am the Knowledge Management Officer of a General Officer Command assisting with the Department of Defense and Joint Staff with developing Knowledge Management career path for both military and civilian government employees. I am also a PhD Graduate Assistant at Emporia State University where I supervise the School of Library and Information Management’s technology support desk as well as preform Knowledge Management assessments.

The services I conduct for Knoco Ltd are listed in the graphic below

KM_Wheel-Image

Knoco Ltd. KM Service Wheel

If you would like to have more information on any of these services please feel free to contact me at cory.cannon@knoco.com

Leadership expectation

CANNON ENTERPRISES LLC

Leadership expectation
Posted on 17 April 2016 by cannonco
Through my years working in Knowledge Management in both the military and civilian realms, one of the items that always comes up is the importance of governance for the program. Establishment of clear expectations for  how Knowledge Management program will work in the organization provides that much needed guidance for the Knowledge workers in the company.

There are three simple things to consider when developing these expectations:

Ensure your Knowledge Management policy follows the mission and vision of the organization.  Having your governance nested with the mission and vision links your program to the larger strategic goals of the company and gains that crucial buy-in from the Corporate Levels of the company.
Include a statement from the leadership expressing the importance of the program. This can be a simple one page forward or memorandum from the person who is either the company president or the person who acts in the Chief of Staff role for the organization. This statement gives validity to your program and shows the middle management they need to take this policy seriously.
Understand who is your audience: If your company is at one location with only local individuals then KM governance and a KM policy are relatively easy to develop. However, if the organization involves multiple locations and especially different cultures, these have to be kept in consideration.

These considerations, no matter if the organization is only 50 people from the local neighborhood or 50,000 people from 64 nations gives the focus on your program and the importance it is not only to yourself but how it affects the entire mission of the company.

Contact us for help in defining your own KM policy. Or click here for the February edition of the Knoco Ltd Newsletter