Knowledge Redundancy Cycles in Complex Mission-Critical Systems [chapter]

Darrell Mann
2020 Harnessing Knowledge, Innovation and Competence in Engineering of Mission Critical Systems  
Based on a 20-year, 10-million case study programme of research, 98% of all innovation attempts end in failure. The main aim of the research has been to decode the underpinning, first-principle-driven 'DNA' of the 2% of successful attempts. Sitting right at the centre of this DNA is a triad of fundamentals: the need to embrace the dynamics of complex adaptive systems, the need to actively seek out and eliminate compromises and contradictions, and the need for industry domains to periodically
more » ... earn knowledge that has become redundant. The chapter discusses all three of these pillars. Particular attention is paid to the knowledge redundancy topic, where the fact that the life-cycle of knowledge follows distinct, repeating patterns of evolution at meta, macro and micro-hierarchical levels is demonstrated. The research further demonstrates how organizations can use these patterns to objectively identify redundancy 'pulse-rates' and thus objectively manage both the acquisition of required new knowledge and the disposal of knowledge that is no longer fit for purpose. The research shows too that a key aspect of this 'unlearning' activity demands that organizational leaders acknowledge and accommodate the very human emotions that accompany change initiatives where the things that define a person's competence become a hazard to the future success of the enterprise.
doi:10.5772/intechopen.90138 fatcat:tdkqcdr7cva6vfsveeh56lb7rm