Being Aware – the Five S’s
Knowing what and how you know. Continuous learning and knowledge management for High AR.
Being Aware is a complex and sophisticated capability. Limitations in its performance are the source of some of history’s most notable failures to act either with agility or resiliency. It is concerned with not just what is going on in the environment but how an individual, team, organization or ecosystem perceives the events and experiences in an environment, and then give meaning to them in terms of their action implications. Turbulence increases complexity and ambiguity as dynamic interdependencies among parts of the environment form and impinge upon each other, creating not only first-order but second and third-order effects playing out in unanticipated ways. The explosion of information accelerated by information technologies and global scale compounds this dynamic.
Being Aware is composed of five robust and effectively integrated core processes. Assuring robustness and integration demands a firm commitment to continuous learning and knowledge management that creates understanding about the knowledge challenges and gaps which limit action. Consistent with our Capabilities Matrix, these five processes occur at all four levels of our model. These processes are:
- Scanning – Searching internally and externally for information about what is happening and potentially happening (I.e., scanning over time), gauging the saliency of ideas and events.
- Sensemaking – Giving meaning to the scanned information in terms of patterns, interdependencies, and possible action implications.
- Shaping – Assembling information in ways that encourage dialogue and additional meaning.
- Sharing – Making action-loaded information accessible in the right time and place for decision making.
- Storing – Creating readily accessible and searchable knowledge bases for future access, context and perspective.