In
our everyday lives we use the DIKA model and flex our managerial skills,
without even realizing it. DIKA stands for data, information, knowledge, and action.
When we take our time to manage each phase efficiently, change can be managed successfully
to instill improvement. No matter how big or small a process, decision, or job
task we are faced with, the DIKA model can be used as a guide to make better
decisions and utilize managerial skills.
The
Data-Information
relationship is the initial phase where the ground work takes place. The
D-I relationship is when the determination is made between which data and information
is necessary/relevant. Flaws in data and information are detected. Both qualitative
and quantitative data should be analyzed, including product-embedded data (PEI)
and just-in-time information (JITI). It is also important to try and streamline
the communication chain, to alleviate any unnecessary links that would cause
ambiguity and misrepresentation. To continue, the Information-Knowledge
relationship is where the true analysis takes place to “evaluate the credibility
of the of the evidence”. Information is
organized in different ways to reveal what information is unknown and will be
needed. Data mining occurs to reveal patterns and relationships within the data
so certain models and theories can be tested. This is when analysts and
management come together to discuss facts and theory, which could bring up a
lot of tensions get to the bottom of ‘what is’. Finally, the Knowledge-Action
relationship occurs where knowledge is shared throughout the
organization to enforce strategies and innovate (implement change) based on the
findings from previous phases. It is important to refer back to accurate data
and information as needed in order to make the right decisions to carry through
with actions, and also document any action issues (Clampitt, 2017, p. 144-163).
How the DIKA model can be applied in the Workplace to make better decisions
In
my workplace, there are many tiers of managers and one of the constant
communication challenges has become knowledge sharing and coordinating the same
data/information. The DIKA model can be used for middle management to link
their employees to upper management. Lavtar (2013) has reminded us that “people
are an organization’s resources and capacity” (p. 872). It seems that my
organization is constantly reorganizing and committing to innovating, when in
actuality more and more people are not in agreement and are leaving the
company, being asked to retire, or volunteering to retire sooner than planned.
It seems that there is some disruption in terms of knowledge sharing, as
employees who have been with the company for many years and have the knowledge and
experience to perform unique job tasks are not training others. It is estimated
that between 80% and 85% of a company’s knowledge is tacit knowledge (Clampitt,
2017, p. 140); which makes sense because this type of knowledge helps guide the
decision-making process. Explicit knowledge, on the other hand, is tangible and
can be easily shared (documents, manuals, guidelines, formulas, equations,
etc.).
According
to Lavtar (2013), informal information is more useful than formal data (p.
879). We obtain more knowledge about people, processes, technology and make our
own inferences and interpretations to see how they hold true to our intellect.
For instance, whenever we are put in a new situation or environment, we may not
have all the necessary data and information readily available at our fingertips
and will have to depend on our intuition
(that we will make the right business decisions (for the good of the company)).
Did we involve all parties or cross-functions and customers (internally and
externally) that needed to be included? Did we get appropriate management approval
to follow through with the next course(s) of action? How do we support our
decisions?
I
am currently transitioning roles at work and there are a lot of major projects,
initiatives, and processes that are new. So that I am prepared and can start to
perform my job functions, I rely on the DIKA model to help guide me through my
journey. Initially gathering as much data and information as possible on the
who, what, where, when, why, and how.
- Who will I be working with? Customers, suppliers, cross-functions, teams
- What are my manager’s expectations? Deliverables, deadlines, metrics, performance
- Where will I be performing my work? Virtual (systems), face-to-face (meetings)
- When/How will I know that I am making progress and the performing my job well? Customer feedback, meeting expectations, receiving more challenging work, others select to work with me or have me on their team, etc.
- Why I am having issues or problems completing a certain step of an assignment or process? Refer to DIKA and it is okay to make mistakes in order to learn and move forward!
I
am currently spending more time gathering data and information to obtain as
much knowledge as I can. Obtaining point-of-contact information and determining
who the RAA is for each process, program, or project is initial groundwork to ensure
who is responsible for which function and what my role is, and to gain clarity
on deliverables. Turning information into knowledge will take a good amount of
time, as the desk entails a lot of new people, processes, systems,
transactions, and documentations. One key takeaway to remember about knowledge
is that it can be obtained from various sources (Khedhaouria & Jamal, 2015);
i.e. – from problem-solving, conversations with teams, documents, knowledge-based
systems and repositories, etc. The knowledge phase is not meant to be rushed
and asking my lead or manager for guidance if I have questions or run into any
confusion or misunderstanding along the way is normal. Reviewing certain transactions
or documents prior to completion is important and something to initially seek approval
for before committing full responsibility to perform on my own. Keeping a
record of background information, notes, answers to questions, process steps, screen
shots, meeting minutes, and emails will come in handy as they act as a guide
and indicate correct course of action and will help bridge the knowledge-to-action
gap.
Bridging the gap between ‘what we know’ and ‘what we think we know’
According
to Blank (2017), there is a difference between what we don’t know and what we believe we don’t know. Writing down what
we know (even if it is your resume) confirms our skills and experience. This
may give us confidence and even help us remember similar skills we possess and
how we overcame similar situations. You may be surprised to know that you have
done similar work, which will give you confidence to take on a new task and
communicate to others that you are capable of performing new job tasks or
projects. People with a strong learning orientation believe that their own
skills can be improved through effort and experience and have a desire to do so
(Khedhaouria et al., 2015, p. 934). Regarding skills or areas where we lack
knowledge, it is best to try and fill that gap by learning/becoming educated or
shadowing someone who is proficient at the skill or job. Accepting challenges
and taking them head on is part of the career advancement process, which
allows us to grow and gain more confidence in ourselves and work performance
(Blank, 2017). To put it simple, when we accept new challenges and are willing
to adapt and overcome change, we will develop new skills and
accomplishments/achievements which will help us advance in our careers (as
opposed to becoming complacent, having a limited skill set, and only capable of
performing few job functions).
Reflection
Today,
the common focus of many organizations has become ‘work, work, work’! There is
an uneven balance of work and development. Referring back to Lavtar (2013),
knowledge is not easily transferable and has roots in practice (p.876). It
impacts culture and overall performance of an individual and organization as a
whole. In order to overcome challenges that you are faced with at work, using
the DIKA model will help you stay on the right path. Too often we become rushed
to meet deadlines or complete a task that we lose site of the value-added steps
in the middle of our journey.
I
hope you have enjoyed learning about the DIKA model, my work experience, and this
post motivates you to accept change and take on new challenges. It is important
to share knowledge and communicate with others to work through challenges and
strategize so necessary plan(s) of action can be executed. We are constantly
faced with new challenges and must accept change in order to move forward and
excel. Sometimes it may seem that the most difficult thing we have to do is
accept change, when in actuality we just need to reevaluate or skillset and ‘what
we know’ and accept that our confidence is being tested.
References
Blank, A. (2017, September 26). 6 Easy
steps to overcome the skills gap and advance your career. [Blog post]. Retrieved
from https://www.forbes.com/sites/averyblank/2017/09/26/6-easy-steps-to-overcome-the-skills-gap-and-advance-your-career/#66acdead4561
Clampitt, P.G. (2017). Communicating for managerial effectiveness(6th
ed.). Thousand Oaks, CA: Sage Publications.
Khedhaouria, A., & Jamal, A.
(2015). Sourcing knowledge for innovation: Knowledge reuse and creation in project
teams. Journal of Knowledge Management,
19(5), 932-948. doi:10.1108/JKM01-2015-0039
Lavtar, R. (2014). Ways and sideways
of using the information and communication technology (ICT) in knowledge
sharing in organizations. Lex Localis, 11(4),
871.
