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Knowledge an Abundant Commodity

In today's society, we constantly have an abundance of knowledge coming our way. Using tools such as the Internet, mobile phones, and E-books, one can easily access a world of knowledge almost instantaneously. On the Internet, you can access information from the news broadcasts, articles, videos, blogs, and digital libraries. Billions of searches are performed on Google daily and the number of text messages sent everyday exceeds the number of people on the planet. As Dr. Jay Gillette explains, “today we have the most advanced information technologies in human history to help us move information” (Gillette, 2000, p.1)

By using these information technologies, we are able access a variety of information and form connections or network with people on a local and global level. By doing so, we become more aware of the diversity in the world. By recognizing diversity, we can begin to view our lives and systems from a variety of perspectives. In other words, we are able to see things in a variety of contexts. This can lead to critical analysis of ourselves, our communities, and society.

Given access to this wealth of knowledge, society is beginning to shift from an industrial economy to an information economy. As Japanese writer Taichi Sakaiya describes, “people sense that wisdom or information (that is to say, knowledge) is the commodity that exists in greatest abundance now, and are thus driven by enlightened self-interest to make the most of it, for they can safely assume that if they draw on the supply of knowledge, there will still be more where that came from” (Gillette, 2000, p. 1).

To succeed in this ever changing world, where information is constantly received and refined, leaders must first understand what knowledge is. Then, they must know how to cipher through massive amounts of information, utilizing knowledge management and information networking, to find information that has knowledge-value. Finally, leaders must use critical thinking as a tool to help them find themselves, understanding, knowledge and truth.

Moving from 'Man the Maker' to 'Man the Knower':

Given the amazing capabilities we have at our fingertips today, we must begin to move away from the industrial based society to a knowledge-based society. As Dr. Jay Gillette's describes in his paper, “Information is Knowledge in Motion”: A Practical Framework for Understanding Knowledge Management, the industrial based society puts humans to work on making things/ commodities, while humans do need material goods, a strictly materialist approach can lead to dire consequences.

Before we were known as Homo Sapiens or 'humans who knows', our species was classified as Homo Faber or the 'human who makes'. This classification was fitting during the European Renaissance, thanks to inventions such as the printing press, pencil, and inexpensive paper (Gelb, 1998, p.14). Our species remained 'man the maker' until 1758, when Linnaeus re-classified our species as Homo Sapien. In Linnaeus' view, man had moved from maker to knower. As Dr. Jay Gillette explains, “we are the creatures that are adept at knowledge. Human knows, best. Of all the remarkable things humans can do, we do knowledge the best” (Gillette, 2000, p.16). The time has come for humans to do what they do best; to move from making things to knowing things.

While our species has been renamed, the structure of our society would suggest otherwise. We are rapidly beginning to see the negative effects of the industrial based economy; global warming, rapid species extinction, ecosystem failure, water storages, peak oil and declination of human rights worldwide.

These problems require a variety of effective leaders to act both locally and globally. Though our situation does seem dire, human beings have faced similar struggles before. By utilizing both knowledge and technology, survival and success can be attainable . Knowledge management and information networking can serve as effective tools to help us find valuable knowledge in a sea of information. This valuable knowledge can be used to better ourselves, our communities, and the world.

We must then actively apply our knowledge to every aspect of society. By staying “stuck in our ways” or holding onto the American idea “if it isn't broken, don't fix it”, we risk falling behind in equality, invention, and innovation. We must be willing to be agile and adaptive in these changing times, even if it means radically changing ourselves and our society.

What is Knowledge?

Before leaders can effectively apply their knowledge, they must first have an understanding of what knowledge is. What is knowledge? And how do we know what we know? These questions have been asked by many great thinkers throughout history and still continue to perplexes us today (Gillette, 2000, p.2). Luckily, there is a branch of philosophy dedicated to the study of knowledge which is known as epistemology.

According to the American Heritage Dictionary, epistemology is defined as, “the branch of philosophy that studies the nature of knowledge, its presuppositions and foundations, and its extent and validity.” Upon closer analysis of the word, one finds the Greek word episteme which means 'knowledge.' We can then break the word into an even smaller component, epi which means 'over, near' (Gillette, 2000, p.2).

In other words, knowledge is what we hold near and dear to us; it is what we stand upon or 'understand.' Our knowledge base makes us who we are, it guides us and helps us form or back up our ideas and beliefs. As Dr. Jay Gillette clearly explains, “knowledge is the foundation for our view of things, and knowledge is the basis of our actions” (Gillette, 2000, p.3).

The Component Parts of Knowledge:

As mentioned above, knowledge is a complex topic but that does not mean it cannot be clarified. To better understanding knowledge, it important to break it down into parts; or the components that lead to interpretation.

As outlined in Dr. Jay Gillette model, Information in a Scale of Knowledge, knowledge can be broken down into six components: wisdom, understanding, information, data, facts, and phenomena (Gillette, 2000, Table 2).

The first component, wisdom, is our ability to recognize difference and make decisions based on our understanding or recognition of differences. Our wisdom helps us find truth among a variety of views and information. Wisdom helps us make crucial judgements and reinforces our view or position (Gillette, 2000, p.8).

The second component, understanding, is our ability to select and comprehend information. Understanding helps us find the knowledge-value in data or information. Understanding can come from our wisdom and/ or past experience. Understanding can inspire you to find more knowledge that will increase your knowledge base and level of understanding (Gillette, 2000, p.7).

The third component, information, is our ability to form concepts based on our conscious experience. Information is made up of data, which can be understood, selected and used. Information can also be used to help us make and reinforce our decisions. Information serves as a gateway to knowledge and helps us interpret our world (Gillette, 2000, Table 2).

The fourth component, data, can be described as a representation of facts or truths. During an experiment, for example, we utilize a structured process to obtain concrete information or answers. After many trials, we can clearly begin to the answers which we then turn into data or facts (Gillette, 2000, p.6).

The fifth component, facts, are representations of truth. Facts are what we use to identify or describe the truths we find in the world. Facts literally represent phenomena, or our perceptions of what we believe to be true(Gillette, 2000, p.6).

The sixth component, phenomena, can be described as what appears to be fact or truth. Phenomena can be seen without knowing the facts. Phenomena can be readily apparent. It leads us to find the details or facts behind the appearance of truth (Gillette, 2000, p.6).

Knowledge can be attained from any one of these components. Each component serves as a gateway of interpretation or understanding. Each component inspires us to seek out knowledge utilizing variety of approaches.

While each component is valuable, leaders should realize that information can serve as a key to a box of keys. The other components greatly contribute to knowledge, but it is information that provides the specific data needed to find understanding. This understanding can then enable us to make make better decisions. Dr. Jay Gillette explains, “information is how knowledge moves between things and people, and between people and people” (Gillette, 2000, p.4).

Utilizing Knowledge Management and Information Networking:

Having an understanding of what knowledge is, is not enough. To succeed in the Information Renaissance, leaders must be able to utilize the tools such as knowledge management and information networking, to find information that has knowledge-value.

As Bill Gates describes, “knowledge management is nothing more than managing information flow, getting the right information to the people who need it so they can act on it quickly” (Gillette, 2000, p.3). Thus, knowledge management can be loosely described as what we understand. To be successful knowledge managers, leaders and organizations need to effectively utilize technologies that create, disseminate, decipher, and utilize knowledge data.

Leaders must also be able to effectively allocate and utilize information that is gained from knowledge data. The movement and use of information is known as Information Networking (Gillette, 2000, p.3). To be successful at information networking, leaders must be able to access a wide variety of information, filter through information to pull out and store information that has knowledge-value. The process does not end there, leaders must also be able to retrieve and implement information in a wide range of situations. It is crucial that leaders have a wealth of knowledge that will help them add value to any situation (Gillette, 2000, p.13).

Critical Thinking: A Tool for Accessing Knowledge

Critical thinking is a tool that helps us find knowledge and truth. In essay 49, What It Means to Think Critically, Stephen D. Brookfield explains that “the ability to think critically is crucial to understanding our personal relationships, envisioning alternative and more productive ways of organizing the workplace, and becoming politically literate” (Wren, 1995, p.388). To face the problems of the future, leaders must first be able to pinpoint what those problems are. This is where the ability to critically think comes in.

Critically thinking helps us view situations from a variety of aspects and approaches. As Brookfield states, “when we think critically we become aware of the diversity of values, behaviors, social structures, and artistic forms in the world” (Wren, 1995, p.381). To have a truly successful democracy, you must have leaders and followers who are critical thinkers.

How can leaders become effect critical thinkers? In essay 49, Brookfield outlines the main components of critical thinking. First, leaders must be able to identify the contexts of their specific leadership; immediate, contemporary and historical contexts. Then, the leader must utilize this information to challenge old assumptions. Challenging assumptions is no easy task. The leader must be courageous enough to challenge those assumptions (Wren, 1995, p.383).

Critical thinking also inspires us to imagine and explore alternatives. When you analyze a situation from a variety of perspectives, you begin to pinpoint approaches that will work and approaches that are ineffective. Utilizing this knowledge, one begins to create alternatives which seek to better the world versus upholding the status quo (Wren, 1995, p.384).

Imagining and exploring alternatives also leads to reflective skepticism. As Brookfield explains, “just because an idea is accepted by everyone does not mean that it is the most appropriate for all time, or even for this moment” (Wren, 1995, p.384). Critical thinkers understand that no one has all the answers, which means we are all capable of shaping the world.

As Cheryl Mabey describes in essay 42, The Making of a Citizen Leader, “many problems do not need experts to solve them. Neighborhoods or communities throughout the U.S. possess the resources to solve their own problems. Yet, the persistent belief that “professionals” or “experts” know more and should tell others what to do paralyze many community initiatives” Cheryl Mabey (Wren, 1995, p.314-315).

Critical thinkers are curious and constantly question the relationships, situations, values, behaviors and assumptions that surround them. By doing so, critical thinkers are constantly the creators and supporters of social movements, invention, innovation, and revolutionary change. The time has come for all leaders and citizens to become critical thinkers. Critically thinking gives us the strategic advantage needed to thrive on chaos.

Knowledge that Leaders Should Seek Out

Yes, we are living in the Information Age. More specifically, we are in the era known that will be known as the “Information Renaissance” (Gillette, 2006, p.3). Why the “Information Renaissance”? We are living during a time of great human progress and great human conflict; with major advances shaping everything from art and literature to weapons and warfare, similar to the historic period known as the European Renaissance.

What kind of knowledge should leaders seek out? Living in the Information Renaissance, with endless amounts of information available to us, it can be difficult to pinpoint what information is worthy to focus on. What kind of knowledge should leaders seek out? In his book How to Think like Leonardo da Vinci, Michael Gelb describes his ideal of an effective modern Renaissance man or woman, or uomo universale. Gelb's ideal serves as an outline of what knowledge modern leaders should possess.

To begin Gelb, believes that being computer literate is key to success in modern times. As Gelb describes, “the modern Renaissance man or woman is attuned to developments in information technology and is increasingly at home on the World Wide Web” (Gelb, 1998, p.19). To be truly successful during the Information Renaissance, leaders must be able to effectively access information utilizing skills attributed to knowledge management and information networking. Applying and spreading knowledge is key to success.

Next, Gelb explains that modern leaders must be mentally literate. Leaders should understand and appreciate the inner workings of the human mind. By understanding the brain's potential, and it's ability to posses multiple intelligences and improve with age, Renaissance men and women will be encouraged to continually develop their intelligence throughout life (Gelb, 1998, p.4).

Lastly, Gelb focuses on the need for Renaissance men and women to become globally aware. Thanks to tools such as the Internet and mobile phones, we can easily see ourselves as a part the global community. These technologies also help us see the “big picture” or global links in communication, economies, and ecosystems (Gelb, 1998, p.19). Global networking helps us recognize the vast amount of diversity in the world, which helps us open our minds to new ways of thinking and living. The modern Renaissance man or woman is comfortable with difference and remains adaptive. “Racism, sexism, religious persecution, homophobia, and nationalism are viewed as vestiges of a primitive stage of evolution” (Gelb, 1998, p.19). These old paradigm mentalities will only lead to more pain, sorrow, and destruction. If we hold onto these mentalities, we will never be able to reach our full human potential; we will be unable to truly become Homo Sapiens.

Adding value to Gelb's theory on The Modern Renaissance Man or Woman, I'm going to suggest that leaders also become locally aware. To understand the world, you must first understand and connect with your own neighborhood. While the local community can be viewed as a part of the global community, one can see how a local community can appear to have global-sized problems. More focus needs to be put on everyone from leaders to followers need to participate in local direct action. Modern Renaissance men and women must be able to “act locally and think globally.”

How to Expand your Knowledge Base:

In his book How to Think like Leonardo da Vinci, Michael J. Gelb outlines seven Da Vincian principles, named after the original Renaissance man—Leonardo da Vinci, that leaders should remember, develop and apply if they want to succeed in our time (Gelb, 1998, p.8).

The first principle, curiosita, inspires leaders to remain on a quest for knowledge throughout their life. Curiosity will not kill your cat; in fact, curiosity will lead you to a wealth of knowledge and it will inspire you to seek wisdom and truth.

The second principle, dimonstrazione, inspires leaders to learn through practical experience; to learn by demonstrating. First hand experience greatly contributes to your knowledge base. This principle also assures leaders that it is okay to make mistakes, as long as you learn from them.

The third principle, sensazione, inspires leaders to utilize and refine their senses. Specifically, refining your power of sight or observation. Why should we refine our senses? As Gelb explains, “Leonardo believed that refining sensory awareness was the key to enriching experience” (Gelb, 1998, p.9). Also, we feel more alive and ready to take on challenges when our senses are active and vibrant.

The fourth principle, sfumato, which literally means “going up in smoke,” inspires leaders to leave some things to chance. Also, appreciate the chaotic nature of the universe. As Gelb states, “be more at home with the unknown...make friends with paradox” (Gelb, 1998, p.11). This principle directly relates to Tom Peter's views on modern leaders being comfortable with change and ability to thrive on chaos.

The fifth principle, arte/ scienza, compels leaders to find a balance between art and science; between imagination and logic. This principle inspires leaders to utilize a “whole-brain” thinking approach (Gelb, 1998, p.11).

The sixth principle, corporalita, inspires leaders to find a balance between the body and the mind. To recognize and appreciate the agility, grace, and power of the mind and the body (Gelb, 1998, p.9).

The seventh and final principle, connessione, inspires leaders to tie everything together. To see the interconnections that are apparent in the world and universe (Gelb, 1998, p.9). This principle directly relates to Dr. Jay Gillette's views on phenomena; phenomena is “that which appears to be” (Gillette, 2000, p.6).

References:

1.epistemology. (n.d.). The American Heritage® Dictionary of the English Language, Fourth Edition.
Retrieved March 03, 2008, from Dictionary.com website:
http://dictionary.reference.com/browse/epistemology

2.Gillette, J.E. (2000). Information is knowledge in motion: A practical framework for understanding
knowledge management. Paper given out at the weekly meeting of the ICS 655 Leadership Seminar,
Muncie, IN.

3.Gillette, J.E. (2006, December). Leadership for the information renaissance: Clarity, challenges,
opportunity. Paper given out at the weekly meeting of the ICS 655 Leadership Seminar, Muncie, IN.

4.Wren, T.J. (1995). The leader's companion: Insights on leadership through the ages. New York: The Free
Press.

5.Gelb, M.J. (1998). How to think like Leonardo da Vinci. New York, N.Y.: Delacorte Press.