Hack:
Paradigm shifts: A knowledge management framework for radical transformation
Developing an interdisciplinairy knowledge management framework to be used as a simple yet extremely effective change management tool to transform any organization in developing countries from its current position to a globally competitive one.
The hack presents a knowledge management framework for developing innovative solutions to cognitive, educational, technical and institutional gaps in organizations in developing countries which are considered as plantation-based organizations whose effective transformation are based on engineering high impact paradigm shifts effectively. In this hack interdisciplinary research as problem-solving tool and a “knowledge-based view of the firm” approach for a globally sustainable competitive edge were incorporated for developing the knowledge management framework for managing the transformation process.
How to overcome the obstacles to transport any local organization in developing countries from a traditional experience-based paradigm to a new knowledge-based paradigm, for example how to bridge the management paradigm from “Management of People & Facilities” to “Management of Technology and Innovation.”
However, the environment in developing countries is typically traditional and unfavorable to transformations.
The hack presents a knowledge management framework for developing innovative solutions to cognitive, educational, technical and institutional gaps in organizations in developing countries which are considered as plantation-based organizations whose effective transformation are based on engineering high impact paradigm shifts effectively.
The reoccurring problems encountered in practice from bottom to top within an organization and when comparing diverse working cultures within three different local organizations (academic, private sector, industry sector):
ü Difference in thinking between employees within one organization: reactive thinking (learned helplessness) vs. pro-active (problem-solving) thinking and this at every level of the organization and also within departments.
ü Difference in working culture within one organization: reactive-based working culture vs. pro-active working culture and that at every level of the organization and also within one organization.
The abovementioned gaps results in conflicts at personal, operational and even strategic level but also within and between organizations making the transformation in most cases an unsuccessful and a dreadful one. This sustain the cycle of a working environment unfavorable for transformation thus affecting the organization to gain a competitive advantage locally or even more globally.
This is a wicked problem to address as today, businesses globally need innovation so as to sustain its competitive advantage, break the inherent moulds of perception and redundant patterns of behavior.
In this hack interdisciplinary research as problem-solving tool and a “knowledge-based view of the firm” approach for a globally sustainable competitive edge were incorporated for developing the knowledge management framework for managing the transformation process.
Another way of problem-solving for identifying the innovative solutions
Wicked problems cannot be tackled by the traditional approach in which problems are defined, analyzed and solved in sequential steps. Interdisciplinary research (IDR) is a mode of research by teams or individuals that integrates information, data, techniques, tools, perspectives, concepts, and/or theories from two or more disciplines or bodies of specialized knowledge to advance fundamental understanding or to solve problems whose solutions are beyond the scope of a single discipline or area of research practice.
Another way of gaining global competitive advantage by holistically viewing paradigm shifts within organizations as gaps to be solved through knowledge management
The idea of taking a knowledge-based view of organizations is not a novel one, but for developing countries it is. A “knowledge-based view of the firm” approach to make any organization a globally sustainable competitive one.
For example summary of IDR investigation
The idea of taking a knowledge-based view of organizations is not a novel one. Economic and social activities are undergoing radical changes, which can be labeled as ´knowledge economy and/or society´. In this sense, intellectual capital, or knowledge assets, as the fourth factor of production, is replacing the other ones – labor, land, and capital. In developed countries, it has been recognized that economic wealth comes from knowledge assets - or intellectual capital and its useful application. To cope with this new landscape some leading companies and countries have started to embrace the concept of open innovation as a way to understand their current situation and develop new strategies and tools to take advantage of external sources of knowledge and technologies (Backer and Cervantes 2008). In Caribbean Countries however, regional innovation systems are clearly the missing mechanisms for wealth generation with knowledge as input ingredient. Caribbean regional economies, without innovation systems, have been characterized by economists as “plantation economies”. The region now has to create a mechanism that transports it from its current position to a knowledge-based economy that is sustainable.
For example
Result of IDR in holistic view
Here are some simple 1+1 = 2 sums
v For a process :
Sustainable resource + Innovation = (fast) Wealth/income
v For a country :
Developing Country + Regional Innovation System = (Global Competitive) Country
v For a economy :
Plantation- economy + Innovation Systems = (Global Competitive) knowledge sustainable economy
v For an organization :
Knowledge + Innovation Systems = Global Competetive) Knowledge-based
sustainable organizations
Innovator + CDI Consultancy office locally = Transfer Innovative Knowledge & Providing the Solutions by developing the Innovation Models
What are the core components of your solution and how are they interrelated? (Provide as much detail here as possible)
Holistic view of transition gaps as innovative solutions framework performed onto a university to transform it from its traditional teaching university to an entrepreneurial research university
PRIORITY |
TRANSFORMATION |
FROM Experience-based paradigm |
HOW ?? Innovation Models needed |
TO knowledge-based paradigm |
No.1 |
Thinking (paradigm-shift) |
Plantation- thinking |
Innovative Knowledge needed |
Knowledge-based thinking |
University |
|
|
|
|
|
Identity of Education |
One-disciplinairy teaching |
Educational Innovation Model needed |
Transdisciplinairy teaching |
|
Identity of Student |
Knowledge receiver |
Educational Innovation Model needed |
Knowledge Producer |
|
Identity of Teacher |
Knowledge deliverer |
Educational Innovation Model needed |
Interactive learning designer |
|
Identity of R&D |
Standard R&D |
R&D Innovation needed |
Transdisciplinairy Research |
|
Identity of Business |
Technology Transfer |
Business Innovation needed |
Commercializing Innovative Knowledge & R&D |
|
Identity of University |
a third-world simple university
|
Innovation University Model needed |
Knowledge-based academic community
|
Country |
|
|
|
|
|
Identity of industries |
Agriculture & Commerce
|
Technological Innovation
|
New Manufacturing Industries
|
|
Identity of ecomomy |
Plantation-based economy
|
Innovation Institutes needed |
Knowledge-based sustainable economy
|
|
Identity of country |
Developing country
|
National Innovation System needed |
Global competitive country
|
In developing countries effective transformation in plantation-based organisations or reactive working cultures are based on engineering high impact paradigm shifts effectively to move from an experience-based paradigm to a knowledge-based paradigm. This is cascaded into the entire organization having different shifts from existing to required paradigms to be engineered at every level and placed in context of the plantation-based economy as a holistic view as a knowledge management framework for developing innovative solutions to cognitive, educational, technical and institutional gaps in organizations in developing countries
The knowledge management framework for a university used as innovation management model
PRIORITY |
TRANSFOR-MATION |
FROM |
Innovation Projects as solution |
TO |
PROJECT 1 |
Thinking |
Plantation- thinking |
Change Management Tool for fast paradigm shift using Simulation Games |
Knowledge-based thinking |
University |
|
|
|
|
PROJECT 2 |
Identity of Education |
One-disciplinairy teaching |
Transdisciplinairy Learning Innovation System Results:
|
Transdisciplinairy teaching |
Identity of Student |
Knowledge receiver |
Knowledge Producer |
||
Identity of Teacher |
Knowledge deliverer |
Interactive learning designer |
||
PROJECT 3 |
Identity of R&D |
Standard R&D |
Innovate the R&D model Result : more alternatives & jobs for researchers |
Interdisciplinairy Research to solve wicked problems easily |
PROJECT 4 |
Identity of Business |
Technology Transfer |
Apply if possible the technology push and pull model to a technology transfer office within ADEK Result : generate wealth/income for ADEK |
Commercializing Innovative Knowledge & R&D |
PROJECT 5 |
Identity of University |
a third-world simple university
|
Replicate if possible the CIDA CAMPUS CITY model for a self sustainable university Result : generate income for students and additional provide them with working experience. |
Knowledge-based academic & sustainable university With project 1,2,3 &5 implemented.
|
Country |
|
|
|
|
PROJECT 6 |
Identity of industries |
Agriculture & Commerce
|
Implement Reliability Centered Maintenance as production strategy to lower the high maintenance costs in the production costs Result : significant savings $ due to the decrease in loss of profits in unplanned shutdowns |
New Manufacturing Industries
|
|
Identity of ecomomy |
Plantation-based economy
|
University as national incubator for innovation (one of the main players in the economy) |
Knowledge-based sustainable economy
|
|
Identity of country |
Developing country
|
|
Global competitive country
|
- Crowdsource or launch the concept of a new business environment (see RCM in the new business environment presentation in the materials section) into the business community or target group and measure the impact on the audience before and after the presentation.to demonstrate whether their paradigm has shifted
Audrey L. Chin using integrative thinking and personal knowledge system of Suriname
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