People-focused knowledge management

Execution Method Models are used for Implementation and
provide guides to implement the desired action generated by
Decision-Making/Problem-Solving. Many of these models reflect
the detailed requirements of Implementation and are therefore
complicated. They may take into account tradeoffs between
available resources and decision objectives. Some also include
aspects for how to deal with constraints or problems of differ-
ent kinds. Others may deal with principles or practical project
management. All seem to provide dynamic perspectives on the
evolving Implementation process.
Mental reference models for effective Implementation are in
general more detailed and less abstract than those for Decision-
Making/Problem-Solving. In part, that is caused by the need to
pay attention to details to ascertain that the decisions are exe-
cuted appropriately. Another aspect points to the goal-oriented
mindset required for successful Implementation, particularly on
the organizational level, where implementers need to control
progress, motivate team members, run interference, and secure
resources and replan when required.
Governance Approach Models are used for Monitoring and
provide both principles and guides for evaluating the situation-
handling progress. These models contain goals and objectives
for the particular situation that is handled. They also contain
expectations and meta-methods for performing Sensemak-
ing, Decision-Making/Problem-Solving, and Implementation of
desired actions. Beyond this, we find meta-monitoring models
that govern the monitoring process itself — for example, models
to guide how a person reflects and learns from handling situa-
tions. These models may primarily be tacit understandings of
what is expected and allowed and which consequences are
acceptable. One important aspect of these models is the degree
to which they relate the target situation to the enterprise’s intents
ch05.qxd 5/3/04 2:34 PM Page 151

---

152
People-Focused Knowledge Management
and practices. They also provide perspectives on how to con-
sider target situations.
In addition to these mental reference models, people possess
knowledge in many other forms — often as complements to the
mental reference models. Different knowledge forms are indi-
cated in Appendix C.