Knowledge Matters™

The United States Air Force lost a B2 Stealth Bomber valued at $US 1.4 billion because of a failure to transfer knowledge between pilots and maintenance technicians. The bomber crashed earlier this year at Andersen Air Force Base on the island of Guam. Apparently water distorted pre-flight readings in three of the plane's 24 sensors, making the aircraft's control computer force the B-2 to pitch up on takeoff, resulting in a stall and subsequent crash.

The official accident investigation found that the crash probably could have been avoided if knowledge of a technique to evaporate the moisture had been disseminated throughout the B-2 command. This technique was: ...

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actKM 08 will be held on the 14th and 15th of October 2008 at University House, the Australian National University, Canberra. The theme is 'Managing Knowledge for Competitive Advantage', which is hardly original, but the organising committee promise it will be highly participative and interactive. They are seeking submissions at the moment with a preference for interactive or experiential activities that engage conference participants in a learning or competitive environment.

I haven't made up my mind if I will attend actKM 08 because I've been asked to present a paper on network analysis to the Australian Institute of Professional Intelligence Officers (AIPIO) annual conference . This conference is at the Holiday Inn, Adelaide from the 14th to 16th of October 2008 inclusive, and the theme is ‘Improving Tradecraft'. At the moment I think I'll write a paper that compares the various network analysis tools on the market, highlights their strengths and weaknesses, and assesses their suitability for intelligence work. Even if I don't attend AIPIO 2008 the paper can be published in their peer-reviewed journal.

Assuming I attend the AIPIO conference I will head off to Hobart to attend the Australian Military Medicine Association's annual conference . ...

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The organisation I am working for at the moment is under considerable pressure to restructure. Now I've been through lots of restructures in the past, and few if any restructures have achieved what they were supposed to. One of the reasons for this, in my opinion, is the failure to recognise the realities of how people work.

Structure provides the skeleton an organisation requires to meet its goals and support its people, or least that is what it is supposed to do. Formal structures are planned, deliberate attempts to establish ordered relationships between the component parts of the organisation. They are supposed to:

• define tasks and job roles, thus determining the division of labour;
• establish management patterns, thereby controlling how work is planned, organised and directed; and
• determine the relationship and communication patterns between component parts of the organisation, thus limiting individual variation. ...

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Just over a month ago, and before the current debate on wisdom management began in earnest on actKM, I had a brief exchange with Professor Bruce Lloyd on the relationship between knowledge and wisdom. Bruce kindly pointed me to a number of his papers. I've reproduced them below, some with hyperlinks. ...

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The Prime Minister of Australia wanted to,
seize the future with both hands.
To build a new Australia -
to build a better land!

He called for "Australia's Best and Brightest",
though he wouldn't pay them a pound.
He just wanted them to assemble,
in old Canberra town.

To engage in a talk fest,
the likes you've never seen.
Where each delegate speaks for just four minutes,
and never again is seen. ...

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