responses of synergy or retaliation or even fail to elicit any immediate response at all. Consequently, progress may either slow down or accelerate, causing perturba- tions in the forthcoming revolutions of the OODA cycle. The most important aspect of operational business environments is their inherent instability (our interaction with them upsets the state of equilibrium) and unpredictability (every interaction with the environment has a potential to elicit its unforeseen changes.) Thus, one of the principal attribute of successful leadership is to conduct the activities of one’s own organization in a manner that will minimize the element of opponent induced unpredictability while, and at the same time, increasing their destabilization. The latter will not be achieved through the mere increase in the complexity or frequency of multiple interactions with the already complex environment. The emerging chaos may, actually, lead to the destabilization of one’s own organization). Instead, unbalancing the opposition is best attained through the elevation of the speed of one’s own action cycle, and by giving it a precise direction of movement to be followed during a predetermined interval (von Lubitz & Wickramasinghe, 2006).
Unpredictability of the environment that indirectly supports the hostile intents of the opposition can be reduced through an increased rate of information extraction from within this environment. The process is, as indicated above, governed by the speed of the action cycle (ibid.) that, in many ways, can be enhanced through the efficient use of fused IC2T and KM. In summary then, the principal function of a leader operating in a complex, changing, and unpredictable environment is to im- pose as rapidly as possible the state of persisting dominance within the action space.
Once such dominance is firmly established, the leader must execute the dominant thrust that will definitively end all opposing influences. Occupation of the action space vacated by the opposition is the ultimate goal of the “winning strategy.” It must be remembered, however, that the goal of a leader is not to vanquish and de- stroy. Instead, the “winning strategy” associated with good leadership establishes a
“win-win” environment for all protagonists. It allows them to thrive but in a manner that, while beneficial to all partners, ultimately assures undivided support for the dominant entity’s interests.
structure within the organization and how to effect appropriate change management so that the best utilization of the organizations human infrastructure ensues. Thus, another important aspect on which knowledge-based enterprises must continually focus is how to ensure effective leadership and management is in place that serves to foster one of its most important assets, its knowledge workers.
Chapter Summary
“To conceive of knowledge as a collection of information seems to rob the concept of all of its life ... Knowledge resides in the user and not in the collection. It is how the user reacts to a collection of information that matters” Churchman (1971, p.
10). Churchman is clearly underscoring the importance of people in the process of knowledge creation and its management. In fact, without people it would not be possible to have organizational knowledge as we know it. Thus, the human infra- structure is without a doubt integral to the successful embracing of any KM initiative and must be given careful consideration. We have isolated and discussed in turn the key aspects that together make up the vital human infrastructure. However, it must be stressed that the human infrastructure must be well balanced (i.e., all areas must be considered as well as their interaction) and fit the specific organizational context if the KM initiative is to be supported and successful.
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