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Well after seven years of research which started with a Master of Project Management (2010-12) with a research focus (thanks to USQ Project Management Business faculty) closely followed by a PhD (2012-2017) Doctor of Philosophy, I am now able to end phase one of the journey and start phase two. I look forward to working with researchers and knowledge management practitioners who want to take the Syllk model to the next phase and show how an organisation can learn how lessons from past projects experiences can be embedded in organisational artefacts, processes, practices, and culture. The thesis demonstrates that action research can benefit project management and knowledge management researchers and practitioners. The research program serves to support dialogue on the primacy of people (learning, culture and social) and systems (technology, process, and infrastructure).
To my followers, you are the first to have access to the thesis before I open it up to a wider audience. Enjoy the reading and if you have any questions, PLEASE do not hesitate in getting back to me.
Hi all, If you have been wondering why the blog has been so quite, the following update will help…
I am about to submit my final PhD thesis for examination next week (16 November 2016). It has been an interesting and challenging last six years. I started part-time, converted to full-time, had 6 months of (due to illness) and finally will submit.
Last September (2015) I was diagnosed with Parkinson’s. Lucky for me 95% of the work had been done, just had to get the last 5% completed. It has been a challenge to do this over the last 12 months, but we are finally there. Going back to being a one arm typist (right hand) has had its moments…also my brain and body starts going into mush mode after ~20 mins etc so it has really been hard to complete the final thesis (what should have taken a week, has taken ~12 months).
I must thank the following folk:
My deepest and most genuine gratitude are owed to Associate Professor Jon Whitty my Principal Supervisor for his limitless guidance, support, encouragement and insight throughout the duration of my studies. Words just cannot truly express the extent of my appreciation with the level of commitment shown by Jon supporting both my masters and doctoral research activities over the last seven years. It has been a privilege to have been mentored by such a dedicated academic and to know such a trustworthy and light humoured person. Thanks to Jon, I have gained a good deal of knowledge from this academia experience.
I would also like to express my gratitude to Associate Professor Barrie Todhunter for accepting the role as my Associate Supervisor and providing support during the critical early days of the doctoral journey.
A special heartfelt thank you to my friend Dr Robyn Young who sadly passed away in February 2015. I first met Robyn when she was my emotional intelligence life coach in 2008. Robyn changed my life; we became good friends and someone I could talk to about anything. We spent many hours on Skype, on the phone and coffee chats at her favourite shops. I will miss those special moments we had laughing about research, study, work, life stress and the people in our lives, so many special moments. I recall the early trials of uBalancer (a life balance tool). I still have Youngs Priority Management System action chart on my office wall as it helps me to remain focused on my daily activities of family, work and doctoral research. Robyn was one of the major influences on my doctoral journey. I miss not being able to update her with my many challenges and taking on her advice. Rob was one very special amazing kind person, and it was good to see her in December 2014, another memory I will hold close to my heart.
I would also like to express my sincere gratitude to the staff in the government departments and agencies who participated in the study. The honest and open feedback and participation in the action research reflection workshops added a great deal of value to the research and project activities.
Moreover, finally to my girlfriend and wife, Robyn, whose endless support enabled me to maximise the time I could devote to research activities. Your understanding, patience, and love provided the ideal platform to chase my aspirations.
I have been sharing my work with many interested parties. If you interested, please get back to me, as I would like to see how the Syllk model can help you and your organisation. I will be slow and may struggle with my speech and movement, however I still want to find away to help the knowledge lessons learned community…
Until next time, Stephen (PwP)
VINE vol.46 Issue 2 now released.
Thank you to all who helped to get this one over the line;
Stephen Mark Duffield , (2016),”Application of the Syllk model wiring an organisation for the capability of an online Community of Practice”, VINE Journal of Information and Knowledge Management Systems, Vol. 46 Iss 2 pp. 267-294
Here is a working copy that you can use if you do not have access to VINE.
Thanks Onest, enjoyed your interpretation of the Syllk model
VINE Journal of Information and Knowledge Management Systems
Application of the Syllk model wiring an organisation for the capability of an online Community of Practice
Stephen Mark Duffield , (2016),”Application of the Syllk model wiring an organisation for the capability of an online Community of Practice”, VINE Journal of Information and Knowledge Management Systems, Vol. 46 Iss 2 pp. –
Purpose – To demonstrate how to apply the Systemic Lessons Learned knowledge (Syllk) model to enable the organisation for the capability of an online Community of Practice (CoP).
Design/methodology/approach – The research method consisted of multiple spiral ‘action research’ cycles (plan, action, observe and reflect) within a government organisation. The initial planning stage consisted of interviews followed by two focus groups to identify the facilitators and barriers that impact the initial design of the Syllk model within the organisation. Established knowledge management practices were aligned with each of the Syllk elements to address the identified barriers and facilitate learning as the action cycles progressed. Online CoP initiatives were implemented with two action research cycles completed. Actions were observed, monitored, evaluated and reflected on using an after action review process.
Findings – The results from this research shows how the capability of a CoP can be ‘wired’ (distributed) across organisational systems, and how the Syllk model can be used to conceptually facilitate this. The research highlights the importance in understanding organisational knowledge facilitators and barriers and the associated practices to reflect and learn from past experiences.
Research limitations/implications – The paper demonstrates an application of the Syllk model, and that action research can benefit project and knowledge management researchers and practitioners.
Practical implications – This study contributes to practice by highlighting how to use the Syllk model to ‘wire’ an organisation for some know-how capability.
Originality/value – This study applies a conceptual model enabling management to understand how organisational know-how is distributed (wired) across various systems of an organisation for an online CoP.
Keywords: Knowledge management; Communities of Practice; Lessons learned; Organisational learning; Project learning; Swiss cheese model; Action research
Article Classification: Research paper
A new addition to “Lessons learned in the public domain” provides an interesting reflection on Government learning lessons…
In December 2013 the Australian Government established the Royal Commission into the Home Insulation Program led by Mr Ian Hanger AM QC, which reported to the Government in September 2014. The Government asked Professor Peter Shergold AC to lead an independent review of Government processes for the development and implementation of large public programmes and projects. Professor Shergold’s report, Learning from Failure: Why large government policy initiatives have gone so badly wrong in the past and how the chances of success in the future can be improved, was presented to Government in August 2015.
Download this publication
How to apply the Systemic Lessons Learned Knowledge model to wire an organisation for the capability of storytelling
Volume 34, Issue 3, April 2016, Pages 429–443
This study is an application of the Systemic Lessons Learned Knowledge (Syllk) model that enables management to conceptualise how organisational know-how for storytelling is wired (distributed) across various elements of an organisation. The research method consisted of action research cycles within a large division of a government organisation. Storytelling interventions and initiatives were implemented with two action research cycles completed. Actions and changes were observed, monitored, evaluated, and reflected on using an after action review process. This study has established that the alignment of the people and system elements (learning, culture, social, technology, process and infrastructure) can positively influence an organisation’s capability for storytelling, and therefore learn lessons from stories of past project experiences.
Keywords – Project Management; Knowledge Management; Storytelling; Lessons Learned; Organisational Learning; Action Research
Enjoy…If you don’t have access to IJPM, please contact me for an earlier proof version that can be shared.
Until next time, Stephen