![](_page_1_figure_1.jpeg) ![](_page_1_figure_2.jpeg) *Figure (p. 1):* The image is a logo for the "CENTER FOR ARMY LESSONS LEARNED" (CALL). It features a silhouette of a soldier holding a rifle within a circular emblem. The words "CALL" are prominently displayed in large letters below the emblem. The emblem also includes the text "Since 1985". # EXECUTING KNOWLEDGE MANAGEMENT IN SUPPORT OF MISSION COMMAND # A Primer for Senior Leaders ![](_page_1_figure_3.jpeg) *Figure (p. 1):* The image displays a close-up of camouflage fabric. The pattern consists of irregular splotches in various colors, including tan, brown, green, and white. This type of pattern is commonly used for military uniforms and equipment for concealment. ![](_page_3_figure_4.jpeg) *Figure (p. 3):* The image is a logo for the "Center for Army Lessons Learned" (CALL). It features a soldier silhouette against a globe and the text "CALL" prominently displayed. The logo also indicates "Since 1985". # Executing Knowledge Management in Support of Mission Command A Primer for Senior Leaders ## DIGITAL VERSION AVAILABLE A digital version of this CALL publication is available to view or download from the CALL website: http://call.army.mil Reproduction of this publication is welcomed and highly encouraged. ## FOLLOW CALL ON SOCIAL MEDIA ![](_page_3_figure_5.jpeg) https://twitter.com/USArmy_CALL https://www.facebook.com/CenterforArmy Lessons Learned ![](_page_5_figure_6.jpeg) *Figure (p. 5):* The image displays a red flag with a gold outline, attached to a gold flagpole. Two white five-pointed stars are emblazoned on the flag. ## Foreword Knowledge management (KM) has been an important part of Army doctrine for over a decade, and a significant element of mission command for nearly as long. In that time, KM programs have become embedded in Army and Department of Defense organizations at all levels and integral to operational success. Yet, we still find senior Army leaders who are unsure how to employ their KM personnel, and combat units at the Combat Training Centers unable to employ the knowledge management process effectively. Hence, this primer, developed using lessons learned from Soldiers in the field and the Combat Training Centers, has been prepared by the Army Knowledge Management Proponent. It is intended to provide senior Army leaders a concise understanding of KM and what they can do to improve important organizational processes (e.g., the military decisionmaking process and operations process). It briefly discusses basic KM concepts, the roles of senior leaders in KM, and provides some techniques senior leaders may choose to employ in managing a KM program. This primer incorporates lessons learned from a variety of organizations which have established successful KM programs. The most important of these lessons is that senior leaders must actively participate in their KM program if their KM program is to be successful. I recommend Army senior leaders read this primer as a means of improving organizations across the Army. “Knowledge management enables commanders to make informed, timely decisions, despite the uncertainty of operations.” (ADP 3-0, Operations) James J. Mingus Major General, USA Director, Mission Command Center of Excellence ## Executing Knowledge Management in Support of Mission Command
Table of Contents
Executing Knowledge Management in Support of Mission Command1
Appendix A. The Knowledge Management Team15
Appendix B. Knowledge Management Maturity Model17
Appendix C. References19
## Center For Army Lessons Learned Director: COL Michael E. Pappal Lead Authors: Mr. Jimmie L. Claunch, Knowledge Management Capabilities Integrator, Army Knowledge Management Proponent Office Mr. Joseph T. Koskey, Program Manager, Army Knowledge Management Proponent Office Contributing Authors: Mr. Michael E. Kitchens, Concepts and Doctrine Analyst, Army Knowledge Management Proponent Office Mr. David M. Van Laar, Force Management Chief, Army Knowledge Management Proponent Office The Secretary of the Army has determined that the publication of this periodical is necessary in the transaction of the public business as required by law of the Department. Unless otherwise stated, whenever the masculine or feminine gender is used, both are intended. Note: Any publications (other than CALL publications) referenced in this product, such as ARs, ADPs, ADRPs, ATPs, FMs, and TMs, must be obtained through your pinpoint distribution system. # Executing Knowledge Management in Support of Mission Command The concept of collecting, analyzing, and distributing knowledge is not new to the American Army. What is new is the sheer, overwhelming volume of tactical and organizational information modern organizations must deal with, and how we think about the management of that knowledge — a concept Army senior leaders must understand. Modern Army organizations simply cannot succeed if they fail to effectively manage the process of acquiring and using that knowledge. Recent trends from the Combat Training Centers (CTCs) and Mission Command Training Program (MCTP) indicate that units often fail in three main areas: developing and maintaining an effective common operational picture (COP), understanding critical paths and battle rhythm, and ability to reliably access information across the Army. Specifying knowledge management (KM) tasks for the commander imparts a direct responsibility on the part of the commander and all senior leaders to establish and execute a KM program. Mission command doctrine and KM doctrine have become a single operational concept, inseparably linked. The key takeaways from this primer are that KM is integral to mission command, enables the operations process, enables decision making, and improves staff integration. ## Knowledge Management is Integral to Mission Command Mission command is an inherent part of all operations. Army Doctrine Reference Publication (ADRP) 6-0, Mission Command, defines three commander’s tasks, directly or indirectly enabled by KM: (1) drive the operations process, (2) develop teams, and (3) inform and influence audiences. The most important of these tasks — drive the operations process — is directly enabled by KM. ## Knowledge Management Enables the Operations Process An effective KM program provides the means to deal with the inherent problems involved in collecting and managing the knowledge necessary to accomplishing that task. “Success in operations demands timely and effective decisions based upon applying judgment to available information and knowledge. As such, commanders and staffs seek to build and maintain situational understanding throughout the operations process. Situational understanding is the product of applying analysis and judgment to relevant information to determine the relationships among the operational and mission variables to facilitate decision-making.” (Army Doctrine Publication [ADP] 5-0, The Operations Process) This is actually another way of describing the Army’s KM objective: “Getting the right information, to the right people, in the right format, at the right time, in order to arrive at the right decision.” ## Knowledge Management Enables Decision Making Situational understanding is at the foundation of the decision-making process. That situational understanding is at the heart of the KM process — enabling knowledge flow to enhance shared understanding, learning, and decision making. “. . . knowing if, when, and what to decide and understanding the consequences of any decision. Commanders first seek to understand the situation. As commanders and staffs receive information, they process it to develop meaning. Commanders and staffs then apply judgment to gain understanding. This understanding helps commanders and staffs develop effective plans, assess operations and make quality decisions.” (ADP 6-0, Mission Command) KM assists senior leaders in balancing the art of command with the science of control by enabling the most important leadership task — decision making (see Figure 1). ![](_page_10_figure_7.jpeg) *Figure (p. 10):* Knowledge Management, encompassing People, Process, and Tools, enables assessment. This assessment facilitates core competencies: Knowledge Flow and Capture, Collaboration, and Standardization. These competencies lead to enhanced understanding and visualization for Commanders, and soldiers develop shared understanding and improve learning. This process produces effective description and direction, ultimately resulting in improved operational adaptability, integration, and synchronization. Figure 1. KM enables decision making The objective of KM is to create shared understanding through the alignment of people, processes, tools, and organization in order to increase collaboration and understanding. The resulting improved knowledge flow enhances situational understanding, manifesting itself in better decisions. KM enables senior leaders to make informed, timely decisions despite the uncertainty of operations or the type of operations. ## Knowledge Management Improves Staff Effectiveness An effective KM program keeps the staff focused on the KM tasks of creating, organizing, applying, and transferring knowledge. Staffs employ KM to provide commanders with the information necessary to create and maintain their understanding of the situation and to make effective decisions. Staffs use information and KM practices to assist commanders in collecting, analyzing, and disseminating information. This cycle of information exchange provides the basis for creating and maintaining understanding. ADP 6-0 defines four primary staff tasks critical to the conduct of mission command: (1) Conduct the operations process, (2) Conduct KM and information management, (3) Synchronize information- related capabilities, and (4) Conduct cyber electromagnetic activities. ## The Senior Leader as the Knowledge Leader The senior leader, as the central figure in mission command and the operations process, must also be intimately involved in the methods that provide the information necessary to those processes and the commander’s most critical function — decision making. Mission command strives to establish the mindset that situational understanding comes from a balance of bottom-up and top-down knowledge processes. This requires that senior leaders also function as their organizations’ “knowledge leaders.” These fundamental knowledge processes, the foundation of which is individual tacit knowledge, require the same kind of leadership that ADP 3-0 requires of the decision-making and operations process. In other words, senior leaders must drive the knowledge processes that are fundamental to mission command and operations. Successful KM programs require senior leader involvement. To be fully successful in exercising mission command, organizations require an effective KM program. Leaders at all levels must drive KM as much as they drive the operations process. This includes the personnel and organizations involved in their KM program: the knowledge management officer (KMO), KM section (if authorized), knowledge management representatives (KMRs), and the knowledge management working group (KMWG). They must also support KM training and KM activities such as knowledge assessments, battle rhythm analysis, and content management. This level of involvement requires more than just establishing commander’s critical information requirements (CCIRs) and then allowing organizational knowledge processes1 to manage themselves. Effective collection, analysis, and transfer of knowledge among the staff and commander require an analysis of those processes. Commanders must analyze their knowledge needs, analyze how the staff presents that knowledge, and determine if those needs are met by existing knowledge processes and products. The senior leader should assess which information is critical and whether the staff is providing that information in an easily accessible format. With this assessment, the senior leader can ensure the staff understands and can act on those requirements. Senior leaders must identify their knowledge requirements, and ensure the organization establishes the means to acquire that knowledge (i.e., an organizational KM program). ## Knowledge Leader Guidelines Understand and implement KM doctrine. Establish a KM program. Provide guidance on knowledge requirements. Implement KM training and planning. Focus KM efforts on knowledge processes instead of knowledge tools. Use and Evaluate the effectiveness of knowledge processes and products. Knowledge management is primarily a human process and is heavily dependent on organizational leadership for direction and supervision. Operational success requires that senior leaders provide clear operational intent and clear knowledge requirements (commander’s intent, critical information requirements, etc.). ## Army Knowledge Management Doctrinal Foundation KM is “the process of enabling knowledge flow to enhance shared understanding, learning, and decision making.” (Army Techniques Publication [ATP] 6-01.1, Techniques for Effective Knowledge Management) KM facilitates the transfer of knowledge between staffs, commanders, and forces. Army KM is composed of four components: • • People (those who create, organize, apply, and transfer knowledge, and their leaders) • • Process (the methods of creating, organizing, applying, sharing, and transferring knowledge) • • Tools (digital and non-digital knowledge tools used to put knowledge products and services into organized frameworks) • • Organization (the organizational matrix in which people, processes, and tools function) Army KM is the alignment and balancing of these four components. Although tools, especially digital tools, are often misconceived as the primary component of KM, the far more important aspects of KM are the people and the processes they use to create, organize, apply, and transfer knowledge. There is often a significant challenge in the perception that “KM is SharePoint” where senior leaders treat KM as little more than establishing SharePoint in their organizations. A growing misperception in private industry is that KM is a subset of Big Data where they tout it as the technical solution to many of the Army’s analysis issues. In its current state, Big Data will not solve cultural and manpower issues regarding record and content management. Big Data does not capture, preserve, or analyze tacit knowledge. KM is not technology, but rather a process senior leaders use to enable the mission command principle of creating shared understanding and accomplishing the mission command task of conducting KM. Army KM is a 5-step process (assess, design, develop, pilot, and implement) and is more about improving knowledge flow by establishing an effective KM program. The KM process focuses on the transfer of knowledge between individuals, teams, and units through collaboration. KM fosters individual and collective learning and contributes to developing learning organizations by integrating informal learning, organizational learning strategies, and KM capabilities. Successful KM depends on a willingness to share knowledge so others can benefit. This sharing contributes to building an environment of trust and mutual understanding. This is why senior leaders should initially focus resources on analyzing and developing knowledge processes in their organization. Assess information flow in the organization. Design KM programs that effectively and efficiently improve information transfer. Develop a KM solution to the problem, and the requirements, processes, and procedures which implement the KM solution. Pilot the KM solution by implementing it on a small scale and testing it with Soldiers. Identify and correct problems, and prepare it for full implementation in the organization. Implement the validated KM solution, to include training and coaching personnel in their roles and responsibilities. Monitor implementation in order to identify and correct problems. ## The Knowledge Management Team As with all other organizational processes, leaders conduct KM through a team of subordinate leaders and staff. The primary members of this KM team are the commander (the decision maker and knowledge leader, providing guidance and intent); the chief of staff or executive officer (providing leadership, enforcement, and a mission command focus); the KM officer (responsible for assessing and improving knowledge processes); and the KM working group (responsible for developing and implementing the KM process). See Appendix A for more information on the composition and aspects of the KM team. ## Implementing a Knowledge Management Program The most effective means to implement a KM program is to use the KM process itself, beginning with an assessment of organizational knowledge processes. This assessment will identify performance and knowledge gaps of organizational knowledge processes that may hinder getting the right information to the right people, in the right format, at the right time, in order to arrive at the right decision, producing the right effects. As senior leaders conduct their assessment of organizational knowledge processes, they may start with a particular knowledge process they perceive is not working as intended or desire to improve knowledge flow without a specific gap in mind. In either circumstance, implementing an effective KM program generally begins with the senior leader directing the implementation of a KM program and issuing initial guidance for that program. Timely and clear leader guidance, based on an analysis of the senior leader’s knowledge requirements, is critical to successful KM programs. This guidance can be described in terms of KM vision and goals, leading to a KM strategy and implementation plan for the organization. Guidance can also be described in terms of specific knowledge processes to be improved. However, the most essential guidance senior leaders can provide to their KM team is to clearly identify the knowledge they require for decision making. Such guidance should lead to an assessment (by the KMO with the KMWG) of how knowledge is created, codified, and presented to meet the senior leader’s needs. This is not particularly new, as it is a KM perspective of the CCIRs. Within the context of a KM program, codifying leader knowledge requirements often gets lost in the rush to implement technical tools to manage knowledge processes. The following vignettes describe how leaders benefit from successful KM programs. There is a direct correlation between decision behavior and risk to shared understanding. Decisions are more anticipatory with lower risk, resulting in greater understanding (see Figure 2). ![](_page_15_figure_8.jpeg) *Figure (p. 15):* | Layer | Description | Processed By | | :--------------------- | :------------------------- | :------------- | | Shared Understanding | Insightful/Enlightened | Team Learning | | Knowledge | Contextual/Actionable | Synthesized | | Information | Structured/Organized | Processed | | Data | Unprocessed/Raw | | Also shown is a gradient for "Decision Behavior" ranging from "Reactionary" (High Risk) to "Anticipatory" (Low Risk). Figure 2. Creating shared understanding ## Knowledge Management Program Vignettes Common Operational Picture (COP). “A single display of relevant information within a commander’s area of interest tailored to the user’s requirements and based on common data and information shared by more than one command.” (ADRP 6-0) An organization’s COP is the primary means for collecting and presenting critical decision-making information within and between units, though they often prove to be not as common nor as useful as desired. Recent observations (consistent over several years) by MCTP state that “the COP was not effective in contributing to shared understanding during movement or when troops were in contact with the enemy,” and that “units fail to develop and maintain a COP that allows the commander (and staff) to quickly assess the operational environment.” (Center for Army Lessons Learned [CALL] Bulletin 17-05, Mission Command Training in Unified Land Operations, FY 16 Key Observations [CAC access required]) A successful COP facilitates shared understanding and is focused on providing critical information for leadership decisions. Some COP considerations include how the information is to be displayed, the tools used to collect and analyze the information, processes, and the organizations involved in developing and displaying a COP. COP Vignette: Though not the final arbiter of how the COP is designed and used, the organization’s KMWG can be an effective means of designing and developing the COP. The KMWG, using the KM process, can help ensure the COP is an effective means of providing a shared understanding of tactical and organizational information by assessing the knowledge processes that feed the COP. This assessment includes the tools used to display the COP and how that COP is used by the people in that organization. Battle Rhythm. “A deliberate daily cycle of command, staff, and unit activities intended to synchronize current and future operations.” (Field Manual [FM] 6-0, Commander and Staff Organization and Operations) MCTP observations indicate that “battle rhythms do not follow a critical path to lead to branches, sequels, or recommendations for commander decisions,” noting that “battle rhythm events are not nested to facilitate a critical path within the decisive action framework that enables an understanding of the enemy, current and projected capacity of self, and environmental impacts to operations. As a result, divisions are challenged to achieve the shaping effects desired and are quickly reduced to combat- ineffective ground forces.” (CALL Bulletin 17-05) An organization’s battle rhythm is the primary means of synchronizing the collection, analysis, and presentation of decision-making information. A battle rhythm that fails to provide critical information in a timely and usable manner hinders mission command and decision making. A successful battle rhythm improves understanding and requires less time for the same work. Battle rhythm analysis is not unique to one organization. The fundamentals are the same. Battle Rhythm Vignette: Battle rhythm analysis is not unique to one organization. The fundamentals are the same. First, before an event is added to the battle rhythm, an analysis must take place to determine the necessity of the event. To determine that, there needs to be a shared understanding of the underlying meetings striving for a spot on the battle rhythm. For senior leaders, the rule of thumb is calculating how this event supports their decision cycle. An effective tool is a 7-minute drill or event charter. Each meeting lead prepares a drill and presents it to the chief of staff/executive officer who, based on the 7-minute drill’s content, determines if it needs to be added to the battle rhythm. Another technique to conduct the battle rhythm analysis is breaking it up into components (planning horizons, warfighting functions, joint phasing, or critical paths). Using the KMWG can greatly improve rigor by providing detailed analysis of the knowledge flow, inputs, outputs, and resulting decisions. Such an analysis not only initiates KM concepts and practices across the organization, but can be used as a pilot project to establish an organizational KM program. Content Management. Content management tends to be a continuing problem in every organization. Fast-flowing knowledge supports mission command only when it can be quickly and easily accessed. Content management should be one of the first tasks the KMO takes on. This requires an effective content management plan (part of a KM standard operating procedure [SOP]) that establishes standards and processes. However, there is more than just establishing standards and processes. Effective content management requires an effective KM training program as well, which is where most KM programs fall short. Content Management Vignette: Self assessments from the field indicate that a majority of units struggle with content management. This finding in Army units is similar to the trend in the private sector where less than one in four rated their organization’s content management as effective (American Productivity and Quality Center [APQC], 2015). Army units tend to fall short because of the difficulty in developing content management standards and defining these standards in the organization’s KM SOP. Units tend to find more success in content management when KMRs are active participants in the development of metadata standards and enforcers of the standards and processes of the unit’s KM program. KMRs must also be leaders of change as the unit implements its KM program and, more importantly, they must often function as KM enforcers. KMRs must be active implementers, ensuring KM standards, processes, and procedures are adhered to within the staff section. KMRs must be more than just conduits for knowledge flow within and outside of the staff sections, they must function as managers of knowledge flow, staff sections’ leaders in implementing KM, and primary action officers in changing how their staff sections do business. Knowledge Management Maturity Model. Every organization, operational or institutional, faces the challenge of assessing the status of its KM program. If a unit’s leadership cannot assess where its KM program stands and what it is trying to achieve with KM, it can be difficult to determine what to do next (see Figure 3). Unit leadership can use the KM Maturity Model (KM3) to develop a baseline assessment of a KM program. The objective of KM3 is to provide an organizational aid to assessing and improving organizational effectiveness. More importantly, KM3 is designed to enable the KM team to help the organization execute mission command more effectively. See Appendix B for more information on KM3. ![](_page_19_figure_9.jpeg) *Figure (p. 19):* | Level | Name | Description | |---|---|---| | Level 1 | "Ad Hoc" (Chaotic) | Un-documented and in a state of dynamic change, tending to be driven in an ad hoc, uncontrolled and reactive manner by users or events. | | Level 2 | "Repeatable" | Some processes are repeatable, possibly with consistent results. Process discipline is unlikely to be rigorous. | | Level 3 | "Defined" | Sets of defined and documented processes established and subject to some degree of improvement over time. | | Level 4 | "Managed" | Using process metrics, management can effectively control the As-Is process. | | Level 5 | "Optimized" | Focus is on continually improving process performance through both incremental and innovative change and improvement. | Figure 3. KM3 concept Knowledge Management Training. KM training is an important aspect of KM that tends to be overlooked. Every unit, especially in the early stages of sustainable readiness, experiences problems with untrained or incompletely trained Soldiers. The tendency has been to establish complicated procedures (usually some type of tools-centric site implementation with a lengthy SOP) without any regard to training. Soldiers are expected to “just pick it up.” The result is often an instantaneous dislike of KM, causing Soldiers to avoid using the KM process as intended. Commanders will have to develop and implement their own KM training if their KM programs are to be effective. Commanders are urged to leverage the Army Knowledge Management Qualification Course (KMQC), which awards the Knowledge Management Professional Skill Identifier/Additional Skill Identifier (SI/ASI 1E). There is also the Army Knowledge Management Basics (AKMB) distance learning course available on the Army Learning Management System (ALMS). ## Putting it All Together KM is the common thread in aligning the mission command system and must be pervasive to achieve cognitive overmatch and shared understanding (see Figure 4). Army KM is an integral part of mission command doctrine, but continues to be visualized as a digital tool or an organizational portal. This is the main reason senior leader involvement is so critical to the development and implementation of a KM program. Organizations too often only adjust along the margins of process or technology change that has limited impact on their performance. The causes primarily are due to cultural friction or inertia. In most cases, the information needed for effective and timely decision making has been captured within the organization; it just is not being shared. Creating that shared understanding is the objective of a KM program. Knowledge leaders must keep in mind that knowledge integration, shared understanding, and organizational adaptability in support of mission command should be at the core of their KM program. Senior leaders should ensure their programs are focused on the KM objective: Getting the right information to the right people, in the right format, at the right time, in order to arrive at the right decision. ![](_page_21_figure_10.jpeg) *Figure (p. 21):* | Section | Description | | :------------------------------------------------------------ | :--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | | **Mission Command: The Army's Philosophy of Leadership** | Leaders convey clear intent and empower subordinates for disciplined initiative, guided by principles such as centering on the commander, shared understanding, decentralization, and minimized control. This philosophy guides commanders, staffs, and Soldiers in applying mission command to various activities. | | **Command (v.)** | The lawful exercise of authority to direct subordinate efforts and utilize resources to accomplish tasks. It includes responsibility for planning, organizing, directing, coordinating, controlling, and leading people for mission accomplishment, as well as their health, welfare, morale, and discipline. | | **Mission Command: A Warfighting Function** | A system of enabling capabilities and supporting tasks that facilitate command and the integration/synchronization of combat power with all instruments of national power to accomplish any mission. This function is enabled by a system and is a series of mutually supporting tasks. | | **The Mission Command System** | Consists of PEOPLE, KNOWLEDGE MANAGEMENT, The Operations Process, Command Posts, and The Army Information Network. This system is enabled by the tasks commanders drive. | | **Commanders drive these tasks...** | | | **UNDERSTAND** | | | **ASSESS** | **Primary Mission Command Tasks:** Assemble joint/interorganizational/multinational teams, Conduct operations process, Conduct knowledge management, Conduct command post operations, Conduct space and cyber electromagnetic operations. | | **VISUALIZE** | | | **DESCRIBE** | **Primary Mission Command Tasks:** Conduct public affairs, Conduct information operations, Conduct operations security, Conduct military deception, Conduct airspace control, Conduct civil-military operations. | | **LEAD** | | | **DIRECT** | | | **...and staffs support.** | | | **Overall Statement:** | The mission command philosophy and warfighting function enable future Army forces to win in a complex world. | | **Guides/Supports:** | Guides: Accept prudent risk, Build cohesive teams, Develop and reward bold/agile/innovative leaders. Supports: Principles guiding commanders, staffs, etc. | Figure 4. Clarifying mission command ## Endnote 1. The term "knowledge process" is not a doctrinal term; it is used here to describe any command or staff process which involved the acquisition and use of knowledge or information. ## Appendix A ## The Knowledge Management Team Doctrinally (Army Doctrine Reference Publication [ADRP] 5-0, The Operations Process), the chief of staff (CoS) is responsible for coordinating and integrating the efforts of the staff. As part of the knowledge management (KM) team, the CoS must be able to visualize the staff’s processes for collecting, analyzing, and transferring knowledge; assess those processes; and ensure the staff’s efforts are coordinated and effective. It is important for the CoS to ensure the knowledge management officer (KMO) has visibility of all staff processes and a means to implement change in those processes. Early involvement by the CoS (such as the implementation of a KM standard operating procedure [SOP]) makes a significant difference to the effectiveness of a KM program. Doctrinally (Army Techniques Publication [ATP] 6-01.1, Techniques for Effective Knowledge Management), the KMO directs the KM section and advises senior leaders on implementing KM. However, there is a continuing problem in that the KMO is often only thought of as “the SharePoint guy.” Although technological tools are the most common means of implementing knowledge processes, experience has shown that the successful KMO must be more than a technologist. The successful KMO must be well grounded in mission command, the operations process, and the military decisionmaking process. An understanding of how technology supports these processes is useful, but not critical. What is critical in a KMO is the ability to analyze and improve those knowledge processes that most affect mission command and decision-making processes. The KMO must also be more than just another staff officer. The KMO must be in a position to visualize, assess, and improve staff processes across the organization. The KMO most often functions as a “knowledge catalyst,” making staff processes faster, more efficient, and more effective. This requires the KMO to focus on knowledge requirements and knowledge processes and not technology or tools. The next member of the KM team is actually a group: the knowledge management working group (KMWG). This working group — normally established by the CoS/executive officer as an extension of the organization’s staff — is focused on developing, improving, and implementing organizational knowledge processes. The KMWG is the primary venue for the leadership to assess and improve knowledge flow within the organization; it is the senior leader’s means of improving critical knowledge processes. The KMWG is the senior leaders’ (normally through the CoS) means for influencing the KM program; selecting the personnel involved is critical to the organization’s KM program. Organizations use KM to provide leaders the knowledge they need to maintain situational understanding and make effective decisions. Information is disseminated, stored, and retrieved according to established information management practices. KM practices enable the transfer of knowledge between individuals and organizations. Knowledge transfer occurs both formally (through established processes and procedures) and informally (through collaboration and dialogue). With such processes, the staff creates and maintains shared understanding, making the KMWG a vital link between the senior leader and his staff. ## Appendix B # Knowledge Management Maturity Model In 2009, the U.S. Army War College (AWC) published a paper addressing the need for an Army version of a Knowledge Management Maturity Model (KM3) and included a concept of what it might look like. Several maturity models have been developed in the private sector, namely by two organizations: Carnegie-Melon University and the American Productivity and Quality Center (APQC). Using the AWC document as a basis, KM3 was further developed. When used by a unit, it will provide a baseline assessment of a knowledge management (KM) program’s maturity. The objective of the KM3 tool is to improve organizational effectiveness. Most importantly, this tool is designed as an enabler for the KM team to help the organization exercise mission command more effectively. The model currently consists of a matrix, defining 42 KM efforts, grouped under the four components of KM: people, process, tools, and organization. By scoring these efforts with a standard 1–5 Likert scale (higher is better), an organization’s KM team can assess the status of its KM program, identify areas needing improvement, and track that improvement over time. Efforts may be related to other efforts in other components as well. There are also tabs within the tool that contain a description of each effort, how each effort contributes to KM maturity, as well as suggested reference material that can aid in improving the areas where an organization may need emphasis. Although an assessment using the KM maturity model is somewhat subjective, it has proven to be a good tool for assessing an organizational KM program. The Army’s 5-step KM process starts with assess (followed by design, develop, pilot, and implement). The KM maturity model can be an effective means for leaders to assess how well their organizations are exercising KM in support of mission command. For example, one effort listed under the “people” component is “terms of reference” (TOR), a document containing a summary of key people within an organization and their specific roles and responsibilities within the command structure. This contributes to KM maturity in that a well-developed TOR document helps eliminate confusion as to who reports to whom and, more specifically, it enhances shared understanding regarding roles and responsibilities. # [[UNIT]] KM Maturity Model KM Principles: Understand, Share, Integrate, Connect Learn, Trust Range:1=Notdoing it, 5=Validated Effort (rate uni/organization for level of implementation of each effort)
A PeopleB ProcessC ToolsD Organization/CultureScore
Terms of Reference4Onboarding.3IM Tools4Culture of Collaboration4
KM Roles and Responsibilities2Continuity1Collaboration Tools3Communiites of Purpose5
Battle Rosters2After Action Reviews2Lessons Learned Repositories2Organizational Trust2
KMWG2KM/Staff Rehearsals1KM SOP3KM Vision2
External SMEs5KM Process2KM Strategy2Learning Environment5
KMRS5KM/IM Tools Training2Validated COP3Cohesive Teams3
CCIR/SIR Management4KM Planning (Annex Q)2Social Interaction2
Operations Process2Battle Rhythm4Organizational Feedback3
COP/Dashboard Management3Working Groups and Boards3Mission Command3
Time Management3PACE Plan3KM Chain of Command2
Lessons Learned Management2Learning Tools5
Task Management2Expertise Location System3
Virtual Communities4
ORG SOPS Policies3
Column Total (Max=30 Points)17Column Total (Max =60Points) 27Column Total (Max=60 Points) 27Column Total(Max = 50 Points)31
Overall Unit Maturity 2.83
KM COMPONENT SCOREMAX SCOREAVG
Assessment DatePeople17302.83
Process27602.25
Tools44703.14
Organization/Culture31503.10
KMRs: 31TOTAL KM MATURITY SCORE11921056.7%
# Appendix C ## References Army Doctrine Publication 6-0, Mission Command, 17 MAY 2012. Army Doctrine Reference Publication 6-0, Mission Command, 17 MAY 2012. Army Regulation 5-1, Management of Army Business Operations, 12 NOV 2015, Chapters 1 and 3. Army Techniques Publication (ATP) 6-0.5, Command Post Organization and Operations, 01 MAR 2017. ATP 6-01.1, Techniques for Effective Knowledge Management, 06 MAR 2015 Center for Army Lessons Learned Bulletin 17-05, Mission Command Training in Unified Land Operations, FY16 Key Observations, February 2017. CAC access required. Field Manual 6-0, Commander and Staff Organization and Operations, 05 MAY 2014, Chapter 3 Joint Publication 3-33, Joint Task Force Headquarters, 30 JUL 2012, Chapter 4. Luck, GEN (Ret) Gary. Insights on Joint Operations: The Art and Science, The Joint Warfighting Center. U.S. Joint Forces Command, September 2006 Mission Command Training and Education Plan FY 18-20, June 2017. TRADOC Pamphlet 525-3-3, The U.S. Army Functional Concept for Mission Command 2020-2040, February 2017. ## SUBMIT INFORMATION OR REQUEST PUBLICATIONS To help you access information efficiently, the Center for Army Lessons Learned (CALL) posts publications and other useful products available for download on the CALL website: http://call.army.mil ## PROVIDE LESSONS AND BEST PRACTICES OR SUBMIT AN AFTER ACTION REVIEW (AAR) If your unit has identified lessons or best practices or would like to submit an AAR or a request for information (RFI), please contact CALL using the following information: Telephone: DSN 552-9569/9533; Commercial 913-684-9569/9533 Fax: DSN 552-4387; Commercial 913-684-4387 Mailing Address: Center for Army Lessons Learned ATTN: Chief, Analysis Division 10 Meade Ave., Bldg. 50 Fort Leavenworth, KS 66027-1350 ## REQUEST COPIES OF CALL PUBLICATIONS If you would like copies of this publication, please submit your request on the CALL restricted website (CAC login required): https://call2.army.mil Click on “Request for Publications.” Please fill in all the information, including your unit name and street address. 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Find JCISFA at https:// jcisfa.jcs.mil/Public/Index.aspx. Support CAC in the exchange of information by telling us about your successes so they may be shared and become Army successes. ![](_page_31_figure_12.jpeg) *Figure (p. 31):* The image is a logo for the "CENTER FOR ARMY LESSONS LEARNED" (CALL). It features a silhouette of a soldier holding a rifle within a circular emblem. The words "CALL" are prominently displayed below the emblem. The logo also includes the text "since 1985". The surrounding text provides the address of the Center for Army Lessons Learned: 10 Meade Avenue, Building 50, Fort Leavenworth, Kansas 66027-1350. # CENTER FOR ARMY LESSONS LEARNED 10 Meade Avenue, Building 50 Fort Leavenworth, Kansas 66027-1350 ![](_page_31_figure_13.jpeg) *Figure (p. 31):* The image contains the logo "AKM" with the words "KNOW SHARE WIN" below it, separated by triangle shapes. The "A" in "AKM" is gray with a white star inside. 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