User:Sherry Happel

Battle Command Knowledge System (BCKS) is an Army-wide knowledge management (KM) capability that supports the creation, organization, application and transfer of knowledge to facilitate situational understanding and decision making. BCKS fosters collaboration among Soldiers, units and leaders in order to share expertise and experience, and support the development of organizations and teams. BCKS supports improving Organizational learning, innovation, and performance. BCKS processes ensure that knowledge products and services are relevant, accurate, timely, and useable to commanders and decision makers.

BCKS is headquartered at Fort Leavenworth, Kansas, the home of the Combined Arms Center(CAC), the Intellectual Center of the Army. BCKS is a subordinate organization of the Combined Arms Center-Knowledge Directorate (CAC-K). CAC-K groups together five existing CAC organizations:BCKS,Combined Arms Doctrine Development - CADD,Center for Army Lessons Learned - CALL,Combat Studies Institute - CSI, and Military Review.

Purpose of BCKS
The purpose of BCKS is to promote the rapid transfer of experiential knowledge between Soldiers, and to get knowledge to the decision makers in a timely manner. BCKS is supported by processes and technology.

What does BCKS do?

 * Serves as the lead agent for CAC as the Army Operational KM (AOKM) proponent.


 * Contributes to the inclusion of KM doctrine in Army publications and manuals.


 * Manages Professional Forums which help the transfer of knowledge from online conversation to doctrine.

assessments, digital storytelling methods, tailored knowledge portals, a network of KM advisors and assistance in designing and developing professional forums.
 * Provides KM training courses, KM doctrine development, AOKM Handbooks, knowledge

environments (Battle Command Training Program, Experimentation, United States Army Sergeants Major Academy (USASMA) and Centers of Excellence (COEs).
 * Assists and supports standardizing KM in Professional Military Education and training

capability and flexibility to the Soldier through Professional Forums for leaders (Warrant Officer Net, Platoon Leader, S3-XO, Command Net, NCO Net), and functional experts (MI Net, LOG Net, S-1 Net, COIN Net, Advisor Net).
 * Fosters increased trust and empowerment in decision making while pursuing greater learning

and fellow professionals.
 * Provides online communities as places for leaders to go for advice and insights from peers

Why is KM important to the Army?
Operating on a battlefield of growing complexity and uncertainty, today’s Soldiers need the ability to rapidly access information, transfer knowledge and win the learning competition with any 21st century adversary — whoever learns the fastest, wins! By providing Soldiers and leaders with the knowledge creation and sharing tools to learn, adapt and win, BCKS programs and services help Soldiers save lives on the battlefield!

KM is a structured approach toward harnessing Soldier experiential knowledge in order to give the unit commander a major tactical advantage on the battlefield. In essence, KM is a force multiplier. KM personnel are trained to directly facilitate experiential knowledge transfer between Soldiers within the force, both online and offline, using a variety of techniques. They also can train others to do it as well.

A Soldier or leader can reasonably expect military KM to:
 * 1) Reduce the time needed to resolve specific technical or leadership problems and challenges.
 * 2) Significantly shorten the learning curve by providing access to relevant online subject matter experts and mentors.
 * 3) Help create innovative/breakthrough ideas and tools for the benefit of all.
 * 4) Transfer best practices from one individual to another in near real-time.
 * 5) Decrease negative outcomes for first-time real-world contact experiences.
 * 6) Reduce the cost of mission accomplishment through superior knowledge transfer.
 * 7) Fill the knowledge gap between doctrine and TTPs learned at Training and Doctrine Command (TRADOC) schools and the practical application in a fast changing environment.
 * 8) Generate “on the fly” and as-needed knowledge by harnessing the collective minds of the military profession.

BCKS Approach to Knowledge Management
BCKS has a simple two-pronged approach to KM. The first prong of KM is online and the second prong of KM is in person. First approach: The online approach allows Soldiers to connect with other Soldiers anywhere in the world 24x7 where they have Internet connection. This social learning and social networking online with their peers enables them to resolve their immediate problems and to transfer experiences. This transfer occurs primarily through a community based knowledge initiative often referred to as a virtual Communities of Practice, or CoPs for short. CoPs are where Soldiers all having the same basic practice in common meet virtually to collaborate and learn. An example of such a virtual online CoP would be BCKS NCO Net where all soldiers who are NCOs meet virtually to discuss issues and resolve problems common to all NCOs.

Second approach: The in person approach is physically placing a fully qualified certified knowledge manager capable of training others and providing advice on how to both apply and use knowledge management in everyday Soldier life at Army bases and major units. At BCKS this person is a Knowledge Management Advisor (KMA). KMAs develop social learning and social networking opportunities within units.

In addition to the KMA, BCKS provides KM training, assessment, and strategy development through its team of KM experts. This aspect of KM allows Soldiers to directly interact on a local basis with other Soldiers in a way they could not necessarily do online. In essence both approaches are mutually complementary and interdependent.

Where it’s helpful, technology is the enabler for both prongs of KM, but the human dimension is the predominant force behind the entire process.

BCKS Themes

 * Combines People, Processes and Technology to help win campaigns and help Soldiers save lives.
 * Connects the person who needs the knowledge with the person/expert who has the knowledge.
 * Supports development of best practices, lessons learned, doctrine, adaptive leadership and intuitive decision-making.
 * Integrates online collaborative sites that allow the sharing of expertise and experiences between thousands of people.
 * Enables lateral collaboration between organizations, and from the bottom up, as well as from the top down.
 * Supports collective training and organizational learning, and ensures shared and experiences and expertise benefits the whole organization.
 * Fosters increased trust and empowerment in decision making while pushing greater capability and flexibility in this process to the Soldier on point.

KM Expertise Training Courses
BCKS has developed a variety of KM training courses designed to take a KM professional from novice to intermediate levels. The curriculum provides the training and education for any Soldier to understand and implement KM activities, principles,processes, techniques, and tools. More about KM Training ...

Knowledge Strategies
Knowledge strategy determines whether an organization focuses on linking content or linking people. Without a knowledge strategy that is tied to operational mission, KM implementations lose their impact and effectiveness. A knowledge strategy is an approach for supplying the unit with the knowledge to carry out its mission and objectives. Knowledge strategy supports both knowledge creation and knowledge transfer, and, based on the situation, gives priority to one over the other. More…

Knowledge Management Advisors, Integrators
BCKS provides KMAs to COEs and operational units throughout the Army. KMAs provide KM expertise regarding all aspects of knowledge generation, management and application, particularly in the combination of knowledge assets from multiple sources into comprehensive and relevant knowledge products. The KMAs integrate existing KM programs and initiatives with BCKS knowledge networks, KM education and training, and KM strategy development. They are responsible for identifying unique unit requirements and working with unit staffs to develop and recommend concepts and strategies from improving KM capabilities in the assigned unit and across the Army. BCKS provides reach back for the KMA through the KM SME network.

KMAs differ from knowledge management officers (KMOs), who execute KM policies and plans within units, and KM cells, which provide the people who advise the unit’s staff on KM processes and enabling technologies.

See also. . . Social Networking Web 2.0 Manager’s 2.0 World 2.0

Customized blended solutions
BCKS has developed several unique methods and practices to help customers gain access to their knowledge. BCKS uses multiple software utilities commonly used for managing knowledge to develop a “front porch” to access knowledge. BCKS calls this method of accessing knowledge a “blended solution.”

To execute a blended solution, the Knowledge Access Team (KAT) collaborates with units to gather information about the location of their codified knowledge, who needs access to that knowledge, and their organizational structure. The KAT primary task is to work with Army unit leadership and staff to determine the best means for providing access to their knowledge, then to establish that access through a common portal. The intent is to provide a single entry point with a blend of tools currently used in the operating and generating forces. These tools include Tomoye, SharePoint, Instant Messaging, AKO, HTML, Flash, Breeze, etc. More…

KM doctrine development
Doctrine is sound military advice prepared in advance. Army doctrine provides a common framework of operations from which plans can be developed and successfully executed. Doctrine provides a common language and defines the terms used in the profession. Doctrine presents the fundamental principles that guide the employment of forces and facilitates organizing forces tailoring for specific operation. More…

Digital Stories
Digital storytelling is a KM process that applies “narrative engineering” capabilities to enhance tacit knowledge transfer. The NCO Net Checkpoint 4 pilot provided an early example of using digital storytelling to transfer several key training points, including: training and leader shortcomings, violations of sound tactical doctrine at traffic control points, and the importance of cultural awareness in a counterinsurgency environment. The success of this transfer is evident in the more than 220 discussions generated within the first 48 hours that identified these key points. Studies have shown that people gain more understanding and have greater recall through stories than they do from slide show presentations or written reports.

The Army understands this and uses stories or vignettes in its major field manuals to help transfer thoughts, concepts, values or competencies. Storytelling can impact critical processes, including: knowledge creation, sharing and exploitation;building and integrating individual, team and organizational expertise; leadership and leader development; improving situational awareness, organizing and articulating perception, interpretation and actionable prediction in an operational environment.

NCO Net’s success with digital storytelling has far reaching implications for knowledge transfer across the Army enterprise and should be included in any leader’s knowledge management “toolkit.”

Army Professional Forums
The Army calls its supported and structured communities of practice “professional forums.” BCKS provides a nested network of over 75 facilitated professional forums and hundreds of knowledge networks that provide a foundation for knowledge creation and exchange. These professional forums differ slightly from communities of practice found in other professions and industry. Army professional forums focus on leader development. They intersect with other knowledge networks, communities of purpose, and knowledge centers through their members and facilitators. They maintain a secure place where candid conversations can occur.

Professional Forum Facts 2004 - 4 Forums and 20,000 members 2008 - 90 Forums and more than 100,000 members 2,900 new members per month (avg) 55,000 unique visitors per month (avg) 2,300 unique visitors per day (avg)

Through these online professional forums, Army Soldiers and civilians connect to share explicit and tacit knowledge to solve problems, share best practices and develop their professional skills. Leaders and staff members have access to members with similar duty positions and challenges. Functional specialists and those interested in a particular specialized domain gather virtually in focused forums. Many members of BCKS forums maintain dual membership in two or more forums and serve to virally transfer observation, insig hts, lessons learned and best practices across the boundaries of organizational hierarchy.

The following Professional Forums have more detailed descriptions on separate Wikipedia articles:

Counterinsurgency (COIN) NCO Net

For a complete list of current Army Professional Forums go to https://forums.bcks.army.mil An Army Knowledge Online account is required. More…

Multi-repository Search Engine
With the explosion of databases and portals of knowledge artifacts throughout the Department of Defense (DOD), as well as access restrictions placed on them by community/forums leaders, it is difficult for Soldiers to quickly find and apply relevant information in support of their combat mission. BCKS provides the resources and leadership to implement the Warrior Knowledge Base (WKB), an online repository of data assets/artifacts and platform for easy discovery, access and use of trusted content. As DOD organizations move to meet net-centric data sharing standards, the WKB will conduct federated searches across domains. More…

Content management
Content management or CM is a set of processes and technologies that supports the evolutionary life cycle of digital information. CM focuses on how content is created, how it is used, who uses it, when it is used, where it is stored, and what happens with it. Effective content management provides users with immediate and secure access to trusted, relevant knowledge products.

Content management emphasizes the management of digital and nondigital knowledge and information contained within any medium that conveys such content. Content management in the pre-KM world primarily concerned data and information technology administration based on data standardization. Content management in an organization using KM today has a wider focus. Content managers still consider when and how to apply information and knowledge to help a unit accomplish its mission. However they also consider how the visibility and accessibility of digital and nondigital knowledge products within and outside the organization affect mission accomplishment. This assessment includes how data is managed throughout its life cycle. More…

Conferences
BCKS hosts an AOKM conference annually. Each year the conference has grown in content, speakers, and participants. The conference brings in key KM players and stakeholders within the military and the larger KM network to discuss the growth and implementation of KM in the Joint, Interagency, Intergovernmental, and Multinational (JIIM) environments. The KM Conference is held the end of October or early November. The 2007 conference drew 140 participants and guest speakers from several areas of study within the knowledge management field. In 2008, the 4th Annual AOKM Conference will be held 27-31 October at a hotel conference center in the greater Kansas City area.

History
BCKS continues to develop as the Army’s enterprise-level KM organization. BCKS is an Army organization responsible for developing and implementing KM products and services across the Army. BCKS grew in its abilities and capabilities to better assist both Operating and Generating Forces and to better manage the tacit and explicit knowledge within the Army. BCKS serves as the AOKM lead agent for CAC, who is designated Functional Proponent for AOKM. BCKS has developed the Army’s first KM doctrine manual, launched KM training, and built numerous knowledge networks and professional forums. These capabilities greatly improve the flow of Army knowledge from those Soldiers who have the knowledge to those Soldiers who need it.

Knowledge management continues to be an area of rapid growth and ever increasing potential. As within academic and business communities, Army leadership at all levels is beginning to realize the importance of knowledge management and is making strides in the implementation of KM processes throughout the army. The military and civilian members of BCKS work within this environment to maximize the benefits and overcome the challenges of harnessing the knowledge resident within the Army and across the JIIM environment.

Today BCKS is combining People, Processes and Technology to help Soldiers share what they know, solve problems and grow professionally. More…

Future
As the Intellectual Center of the Army and a key engine of change, CAC established a new directorate called Combined Arms Center-Knowledge (CAC-K) on February 21, 2008. CAC-K is designed to achieve a closer linkage between deployed units and the Army institutions that prepare leaders, Soldiers and units. CAC-K helps address shortfalls noted in a TRADOC study about information and knowledge management, particularly the need for central guidance and a clear strategy to connect those who have knowledge with those who need knowledge.

CAC-K groups together five existing CAC organizations: BCKS; Combined Arms Doctrine Directorate (CADD); Center for Army Lessons Learned (CALL); Combat Studies Institute (CSI); and Military Review. CAC-K will lead the effort to rapidly integrate Best Practices and Lessons Learned, create searchable databases to aid customer requests for information and compress the doctrine development cycle. More…

Awards/Recognition
BCKS was honored for its advances in applying knowledge management tools and techniques to the entire Army at the eGov Institute’s 7th Annual Knowledge Management Conference in Washington, DC on April 20, 2006. Specific awards included, “Best Initiative or Organization Successfully Using Knowledge Management Practices” and “Best Knowledge Management Initiative Delivering High Value to a Broad User Community/Supporting Agency Mission” for the online professional forum, LOGNet. BCKS won two of the four knowledge management awards presented at the conference.

In 2007, BCKS received two Department of the Army KM Awards for NCO Net and S1 Net in recognition of their knowledge transformation initiatives.

Category:Anticipatory thinking Category:Cognitive science Category:Futures studies Category:Groupware Category:Information technology management Management|* Category:Information science Category:Management