Knowledge and Learning

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Knowledge and Learning

• Walter Baets, PhD, HDR
• Associate Dean for Research
• MBA Director
• Professor Complexity, Knowledge and Innovation
• Euromed Marseille Ecole de Management
• Erna Baets Oldenboom, MA
• Professor Leadership, Sustainable Performance,
  and Mind/Body Medicine

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The Hybrid Business School Developing
knowledge management through management
learning Walter Baets and Gert Van der Linden,
Prentice Hall, 2000 Corporate Virtual
Universities A matrix of knowledge and learning
for the new digital dawn Walter Baets and Gert
Van der Linden, Kluwer Academic,2003 Knowledge
Management and Management Learning Extending
the Horizons of Knowledge-Based Management Walter
Baets, Springer, 2005
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NOTION The Nyenrode Institute for Knowledge
Management and Virtual Education (Philips, Sara
Lee/DE, Achmea, Atos/Origin, Microsoft) EcKM
the Euromed center for Knowledge Management
(Eurocopter, CosmosBay) My Blog
http//euromed.blogs.com
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Wanderer, your footprints are the path, and
nothing more Wanderer, there is no path, it is
created as you walk. By walking, you make the
path before you, and when you look behind you see
the path which after you will not be trod
again. Wanderer, there is no path, but the
ripples on the waters.
Antonio Machado, Chant XXIX Proverbios y
cantares, Campos de Castilla, 1917
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Taylors view on the brain
The computer attempt to automate human thinking
Manipulating symbols Modeling the
brain Represent the world
Simulate interaction of neurons Intelligence
problem solving Intelligence learning 0-1
Logic and mathematics Approximations,
statistics Rationalist, reductionist Idealized,
holistic Became the way of building computers
Became the way of looking at minds
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How to prevent ourselves from reinventing the
wheel every day ?... How to avoid making each
time the same mistakes (and learn faster from
mistakes) With the aim to innovate
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You dont know what you dont know You only know
what you dont know when you need it And then,
all classical learning comes too late
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Definition of knowledge management

• Knowledge is the potential of an individual
• to enact innovation
• potential energy, capacity, competence,
  strength
• innovation knowledge always needs a purpose
  (improvement,)
• Knowledge management is
• Support of the networked act of cognizing
• of the actors (employees, clients, )
• 2) Manage the empty spaces between
• functionalities (creativity resides in those
• empty spaces)

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Some interesting technologies
Artificial Neural Networks Genetic
Algorithms Genetic Programming Fuzzy
Logic (Negotiating) Agents Case Based
Reasoning Semantic search engines Language
technologies Machine learning technologies Convers
ational technologies
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Your knowledge infrastructure
Ownership (search/learn principles) Remains with
those that use it Those that want to learn decide
what to learn Just-in-time, just-enough
Learning platform Provide an ICT infrastructure t
hat allows full access and sharing facilities

• Content
• What knowledge
• to share
• explicit
• implicit
• learned

Culture Turn XYZ into a learning culture
(via projects) Rewarding
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Learning platform and search/learn principles
The knowledge net
Explicit knowledge (database)
Open learning platform Collaborative
tools Dedicated search engines Accessibility for
all Open to connect any application Solution
for e-learning
Implicit knowledge (case base) Case based
reasoning system Cases stored in an adapted way A
methodology for case analysis and
storage Corporate knowledge repository

EcKM
Search engine
The user with its learning agenda
Learned knowledge (case base) Explicit knowledge
that is enhanced via experience Using the same
methodology for implicit knowledge Interviews
with key knowledge owners

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Methodology
Outcomes (company-specific)
Actions
The Hybrid Business School
White Paper (Board approval) E-learning view
Building Blocks
Brainstorm
4 Action plans (Board approval)
4 Brainstorms

• Project team
• Experts
• MD/HRM
• Line mgt
• IT
• Marketing/RD

Hyper linked
Knowledge platform
Explicit knowledge
Infrastructure (Plan)
learner learning agenda
Search engine
Implicit knowledge
Skills Activities
Hyper linked
IT/Application plan
Architecture
cases
Practices
Concepts
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A pedagogical environment
A learning laboratory Cyberlibris, Alexandrie,
Gartner, etc.
Blogs (http//euromed.blogs.com)
Personal Workspace
Collaborative tools,
Wikis
Hypertext linked
Cases Applications
Activities Competencies
Theory
Personal development
Concepts
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An example Euromed Innovation School
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Poincaré 1903
Logical empiricism Logical positivism (Wiener
Kreis)
Around 1920-1930 Built it on a rockbottom of
science (what is empirical) Construct it with
logic (axiomatic systems)
Popper 1902 1994 Causality is a consequence of
the methodology, not a concept in itself (in
line with logical empiricism)
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Gödels theorem 1931 No absolute axiomatic
system is possible Relativity theory (Einstein)
first part of the 20st century No absolute
measurement is possible Quantum mechanics first
part of the 20st century Observation is
interpretation Complexity theory (Prigogine)
second part of 20st century Emergence,
bifurcations, strange attractors
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Once holism and complexity accepted we
cannot avoid a fundamental question
PAULI complementary physics Synchroni
city (occurringtogether-in-time) From
causal coherence Coincidence (from
cause to effect) (occurring
together) A-causal
links hence.
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A quantum interpretation non-locality
synchronicity entanglement
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Mechanistic versus organic The
evolution in business
Product oriented Unique
distribution channels Control Stability Management
by objective Processes are the
assets Hierarchical organization
Machine thinking (symbolic) Industrial era
The client co-creates Multiple channels Emergent
processes Change (learning) is the
goal Management in change and complexity Learning
is the asset Human networks Human thinking
(fuzzy) Knowledge era
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Some quantum stories
Maxwell, Planck and Bohr introduced criteria
such as fertility, beauty and coherence Einstein,
de Broglie and Schrödinger shared a commitment
to a continuous wave as a basic physical entity
subject to a causal description Heisenberg,
Pauli, Jordan and Dirac we no longer have
event-by-event causality and particles do not
follow well-defined trajectories in a
space-time background In 1935, Schrödinger
formulated his famous cat paradox Pauli
Background physics has an archetypal origin and
that leads to a natural science which will work
just as well with matter as with consciousness
Pauli accepted that physical values, as much as
archetypes, change in the eyes of the observer.
Observation is the result of human
consciousness
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Some quantum stories (2)
Polkinghorne The implication of these
observations is that the phenomenon of
entanglement (non-locality) includes a real
remote activity, not simply epistemological,
but in fact ontological in nature Polkinghorne
(1990) The greater the experience of
satisfaction, the more the consciousness of
each cell in the body will resonate with the
holographic information engraved in the
"quantum zero point" (the lowest possible state
of energy, in an almost resting, but not quite,
situation) of the energy field
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So, on the Copenhagen interpretation of quantum
mechanics, physical processes are, at the most
fundamental level, both inherently
indeterministic and non-local. The ontology of
classical physics is dead. The heart of the
problem is the entanglement (or
non-separability) of quantum states that gives
rise to the measurement problem. This
entanglement makes it impossible to assign
independent properties to an arbitrary isolated
physical system once it has interacted with
another system in the past even though these
two systems are no longer interacting. The
non-separability characteristic of quantum
systems can be seen as an indication of the
holistic character of such systems.
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A quantum interpretation
In the arts Cara et Murphy In linguistics Dalla
Chiarra et Giuntini In the physical sciences
Pauli In biology Sheldrake (morphogenetic fields
and resonance) In medicine Chopra, the Ayurveda,
but also increasingly in regular medicine
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The Bogdanov Singularity
The Wall of Planck (physical limit) 10-43 3
space and 1 time dimension Are space and time
so neatly divided ? (Prigogine the
DVD) Synchronicity in quantumphysics Bogdanovs
(physics and mathematics) Avant le big bang
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The Bogdanov Singularity (2)
Beyond the  Wall of Planck  ? Before the big
bang ? There is a fifth dimension, being a
fourth of space expressed in imaginary
time Time-space really becomes a continuum That
singularity has no classical movement anymore
(what is)
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Entrainment (Institute of Heart Math
www.heartmath.org)
Physiology of emotions How emotions influence
cognition, behavior and health The heart is a
highly complex system a sensory organ, a heart
brain (nervous center) That heart brain
allows us to learn and takes decisions
independent from the brains cerebral cortex
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Entrainment (2)
There is a strong interaction through the body
via an electromagnetic field Rythms should
naturally synchronize on that heart rhythm The
same happens between people (pendulum clocks
Huygens) Socio-emotional interaction between
mother and child Heart coherence
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A beginning of evidence Some research projects
Complexity and emergent learning in innovation
projects Agents, Sara Lee/DE Innovation in
SMEs a network structure ANNs, brainstorm
sessions Telemedecin a systemic research into
the ICT innovations in the medical care market
Agents Knowledge management at Akzo Nobel
improving the knowledge creation ability
ANNs, Akzo Nobel Information ecology For the
moment a conceptual model Agents Conflict
management Agents Knowledge management at Bison
contribution to innovation Agents
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Research agenda In search of  synchronicity 
Expected contributions

• Can we visualize synchronicity in management
• What are the organizing principles and what is
  precisely
• emergence
• Emergent concepts in management
•  Complex Adaptive Systems  as research tools
• Agents, Neural Networks, Learning systems
• The contribution of this paradigm for knowledge,
  learning and
• innovation in companies
• Another understanding of innovation