• IC the Future: perspectives of increasing the prospects of the Future, by leveraging the Intellectual Capital, keynote by Leif Edvinsson

• The Invisible Balance Sheet, How to measure Knowledge-Based Assets, workshop led by Karl-Erik Sveiby

• Building a New Community of Practice When Your Job Changes, a workshop led by Linda Stone

• The "Source Document" Approach to Creating Shared Context, a workshop led by Michael McMaster

• Futurizing -- Exploring What You Don't Know You Don't Know, a workshop led by Arian Ward

• Knowledge Sharing in the Enterprise: the Ideal and the Real, a workshop led by Arian Ward and facilitated by David Wick and Wayne Reeves

• Knowledge Sharing in Practice, a workshop by Denham Grey

• The Heart of Knowledge Ecology: Conversations That Matter, Keynote presentation by Juanita Brown and David Isaacs

• Learning Communities: The Ecology of Knowing, a workshop led by Etienne Wenger and Richard McDermott

• Knowledge Ecology and Communities of Practice: Emerging Twin Trends of Creating True Wealth, by George Pór

• Virtual Teams and How They Learn, a workshop led by Jessica Lipnack and Jeffrey Stamps

• Cultivating and Developing the Potential of an Organization, keynote by David Marsing

• Intuitive Leadership, keynote by Harlan Cleveland

• The New Role of Management:Leadership for Knowledge Ecology & Strategic Renewal, workshop led by Edna Pasher

• Growing Generative Leadership Capabilities: a Knowledge Ecology Strategy, workshop led by Bill Veltrop

• This special track will be led by Michael Ray, Professor at the Graduate School of Business of Stanford University. You will find the practices of this track sprinkled throughout the various programs of the KEFair.

Conceptual Foundations

Jumping the Curve through Leveraging the Collective Intellect,
by Bipin Junnarkar Senior Director of Knowledge Management at Monsanto Company

Knowledge Management has remained illusive to most organizations. Although conceptually most people see the value that Knowledge Management can potentially bring, many organizations are having difficulties in its implementation. It is imperative for Knowledge Management to be sustainable that it brings distinctive and identifiable understanding for creating value for organizations. This presentation will attempt to focus developing understanding around these concepts.

TO OUTLINE

Knowledge and Self-Organization ,
a dialogue facilitated by Verna Allee

We cannot "manage" knowledge the way we have managed physical materials in the past. Knowledge is messy, it is slippery, it seeks community - it has all the qualities of a self-organizing system. So what are we to do when we "manage" this very slippery commodity? Let's explore through dialogue how new science and systems thinking can help us find simpler, more elegant ways of working with knowledge.

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Toward a Knowledge Ecology for Organizational White-Waters: Preventing the 'High-Tech Hidebound' Syndrome,
by Yogesh Malhotra, the Founder of the @BRINT Research Initiative

Many extant conceptions of organizational knowledge management systems are constrained by their overly rational, static and acontextual views of knowledge. It is anticipated that the notion of knowledge ecology can facilitate development of synergy between the data and information processing capacity of information technologies and the innovative and creative capacity of human beings. This presentation will attempt to develop an understanding of such issues to advance the current thinking from knowledge management based on predictive models to those better geared to organizational white-waters that demand 'anticipation of surprise.'

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Intellectual Assets

IC the Future: perspectives of increasing the prospects of the Future, by leveraging the Intellectual Capital,
Keynote presentation by Leif Edvinsson

This address will cover how to view Intellectual Capital and how to refine the various invisible capabilities to generate future earnings. It will also challenge the existing corporate structures, that is hiding the key capabilities for the Future. They are to be found in the multiplying effects of human capital and structure capital on the edge of the networks.

TO OUTLINE

The Invisible Balance Sheet, How to measure Knowledge-Based Assets, workshop led,
by Karl-Erik Sveiby

Karl developed the first theory of the Invisible Balance Sheet in a working group in 1987-88 and it formed the basis of a book called "The Invisible Balance Sheet" 1989 in Swedish language only. A large number of Swedish firms have since then experimented with the concepts, the most well-known outside Sweden being Skandia.

In the workshop participants will use the interactive "Invisible Balance Sheet" tool and exchange views and their experiences on a webconference hosted by Karl. The companies that have practical experiences with the tool, will be invited as contributors to the workshop.

TO OUTLINE

Building a New Community of Practice When Your Job Changes,
by Linda Stone, Manager of HR Research, Intel

In October of 1997, I was asked by my boss to take a new position. I had two months to transition into the new job. This meant handing off my old responsibilities and building the structures that would support my new initiatives in the future. Everything was changing, and not the least of it was my community of practice. The presentation will cover my experiences in transition as I built a new community of practice in a very fragmented function and moved into my new accountabilities as the HR Research Manager at Intel.

Questions for collaborative inquiry :

• What can corporations do to advance the practice of "communities of practice" in the workplace?

• How does the concept of "communities of practice" enhance socialization in the workplace?

• What individual and organizational practices need to shift in order to harness the power of intellectual capital in relation to "communities of practice"?

TO OUTLINE

Knowledge Ecology Practices

The "Source Document" Approach to Creating Shared Context,
by Michael McMaster, President of Knowledge Based Development, co-founder of the "Complexity" executive conferences, and author of "The Praxis Equation: Design Principles for Intelligent Organisation"

The ability to share understanding is key to the co-operative thinking and action of independent individuals. In the past, this has often been resolved by attempts to lock into agreement and fix the basis for understanding. The cost of this is that, over time, the basis for co-operation becomes rigid and out of date. A source document is a designed framework for understanding, interpreting and taking action that also adapts over time.

We will explore this idea in dialogue based around a particular application and a starting point. The application is to knowledge ecology itself. The starting point is the present (early) formulation of such a framework created by me, George Pór, Bill Veltrop and Etienne Wenger. You are invited to read the current state, any dialogue that has occurred before your participation and to then make your contributions ask your questions. Initially, at least, this dialogue is limited to the topic of knowledge ecology rather than broader and more general corporate applications.

TO OUTLINE

Futurizing -- Exploring What You Don't Know You Don't Know,
by Arian Ward, Leader of Collaboration, Knowledge, and Learning for Hughes Space and Communications Company

The diversity and rate of change in the world today make the future look very uncertain and threatening to those who are uncomfortable with the unknown. But what if you made that uncertainty an ally? What if you could harness the power of the unknown and turn it to your strategic advantage?

In this exchange, we will explore the uncertain territory often called DKDK (don't know you don't know) in knowledge management literature. This is typically the lower right quadrant in one of the matrices used to categorize an organization's knowledge:

Know you know (KK)	Know you don't know (KDK)
Don't know you know (DKK)	Don't know you don't know (DKDK)

We have had a fascinating dialogue about this area in our virtual Knowledge in Action Online conference and at the onsite knowledge conference in San Diego in early December. Now we want to explore this realm in more depth. We particularly want to look at some of the new approaches to navigating this territory such as research outposts, both virtual and physical, strategic collaborative conversations, scenario planning, business intelligence, interactive futurizing events, and others. Join us as we find out that what we don't know we don't know can actually bear the most fruit.

TO OUTLINE

Knowledge Sharing in the Enterprise: the Ideal and the Real,
Presentation and dialogue facilitated by David Wick and Wayne Reeves

In Sun Microsystems there have been several initiatives taken toward the collection, summation and interactive dispersion of information to enhance, and ensure the success of specific projects including the Java Migration Initiative which has significant enterprise-wide implications. This presentation and dialogue will focus on what are the lessons learned thus far in implementing such knowledge sharing efforts, and, how does the ideal relate to the real.

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Knowledge Sharing in Practice,
An inter-active workshop to explore knowledge sharing through participation, facilitated by Denham Grey, a KM consultant with Eli Lilly and one of the pioneers of the "knowledge ecology" concept.

Sharing has been identified as a critical cultural change and the largest single stumbling block to enable knowledge management. Many companies have invested in expensive architecture, created roles, appointed people and offered incentives but have not been able to build a sharing ethos.

We explore the motivations, culture, rewards, structures, styles and tools for sharing knowledge. We gather reported "best practices", swap stories, critique representions, list barriers, map the knowledge marketplace and search for solutions. The emphasis is on learning by participation.

Engaging in this workshop empowers those contributing, helping them to evangalize knowledge sharing through a very personal experience, demonstrating the advantages of virtual teams and critical mass.

The workshop aims to be very practical examining trust, communication styles, behaviors, social rituals, group dynamics, the role of identity and the identification of sharing patterns. Members will be given the opportunity to practice and demonstrate sharing with and between other groups present at the fair.

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Creating a Collaborative Culture

The Heart of Knowledge Ecology: Conversations That Matter,
Keynote presentation by Juanita Brown and David Isaacs Meaningful conversation about questions that matter are at the heart of the communal dimension of knowledge creation, knowledge evolution, and knowledge sharing. An organization is the ongoing evolution of a web of conversations through which it embodies its present and evolves its future. It is in this web of conversations that knowledge is continually being created and shared. This keynote introduces a framework for using and nourishing that web intentionally as a strategic resource.

TO OUTLINE

Learning Communities: The Ecology of Knowing a collaborative inquiry facilitated,
by Etienne Wenger and Richard McDermott

Many companies today are becoming keenly aware of how central knowledge and learning are to maintaining their competitive advantage. But to leverage knowledge for competitive advantage involves far more than building knowledge repositories, sharing best practices, or increasing the role of corporate education. These common "knowledge management" approaches take a very narrow, static view of knowledge and can at best only deal with existing knowledge.

To truly leverage knowledge for competitive advantage, it is not enough merely to capture the knowledge that was important in the past. You also need the capacity to retain this knowledge in a way that has sustained relevance; and you need the capacity to build new knowledge, the knoweldge that will be important in the future. One way to do this is to foster learning communities that own, organize, share, develop, and create knowledge. In this session we will develop a more dynamic and systemic view of how knowledge "lives" in an organization and what it takes to foster the necessary ecology of communities. We would like to open a discussion that includes both theory and practice and addresses the following issues:

• How does an organization know and learn?
• How do you identify the domains of knowledge that matter to the competitive strategy of the organization ways that engage the entire knowledge ecology in a strategic learning process?
• How do you find the seeds of innovation and the people who already develop and share knowledge in those domains? This almost always points to constellations of budding, if not fully active, communities of practice.
• How are those communities linked to the strategy and each other? What can you do to strengthen those links?
• How do you foster these learning communities so they include all the right people, share the right kind of knowledge, have the right kind of leadership, and are supported by the right amount of infrastructure?
• How do you keep the whole system focused on cutting-edge knowledge?

© Copyright, 1999, Community Intelligence Labs, Ben Lomond, CA