What is DIKA?

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.