MGMT 535 (Module 5) Reflection Blog: D-I-K-A and Leadership
MGMT 535 (Module 5) Reflection Blog: D-I-K-A and Leadership
D-I-K-A is a model or template that can prove to have many different applications. From basic problem-solving to managerial decision-making. The focus of this blog will be on the managerial application. Collecting unbias data, distinguishing between relevant and irrelevant information and recognizing this collective knowledge and applying it to an actionable and desirable result is the challenge. To be a good manager, you really need a good mixture of both tacit and explicit knowledge. You also should be able to distinguish between relevant and irrelevant information and separate useable data to develop your action.
When I worked in the Inspector General office we collected all kinds of data. Among it was trending deficiencies across all organizations. After a year's worth of inspections, determining the trending items was fairly easy. We then took that data and developed a useable visual aid to show commanders the top trends during our weekly staff meeting. As an example, a top trend at the time was the way in which squadrons tracked their physical training leader's (PTL) training completion. The instruction was very specific about what type of training was needed, how often and where to track and store the documents proving the training was completed. For some reason, many of the squadrons were unaware that the training needed to be documented and they simply we not in compliance. Once we identified that as a trending item, we noticed a dramatic drop in the number of deficiencies noted in a unit's PTL program.
This is an excellent example and utilization of D-I-K-A. The data was collected over a period of time lending to its validity, applicability, and credibility. The relevant information that we pulled from the varied data that we tracked was current trending deficiencies. Once we briefed the trending deficiencies to the squadron leadership, they were armed with the capability to use their tacit and explicit knowledge to develop an action plan to avoid getting the same deficiences in the future.
D-I-K-A is a model or template that can prove to have many different applications. From basic problem-solving to managerial decision-making. The focus of this blog will be on the managerial application. Collecting unbias data, distinguishing between relevant and irrelevant information and recognizing this collective knowledge and applying it to an actionable and desirable result is the challenge. To be a good manager, you really need a good mixture of both tacit and explicit knowledge. You also should be able to distinguish between relevant and irrelevant information and separate useable data to develop your action.
When I worked in the Inspector General office we collected all kinds of data. Among it was trending deficiencies across all organizations. After a year's worth of inspections, determining the trending items was fairly easy. We then took that data and developed a useable visual aid to show commanders the top trends during our weekly staff meeting. As an example, a top trend at the time was the way in which squadrons tracked their physical training leader's (PTL) training completion. The instruction was very specific about what type of training was needed, how often and where to track and store the documents proving the training was completed. For some reason, many of the squadrons were unaware that the training needed to be documented and they simply we not in compliance. Once we identified that as a trending item, we noticed a dramatic drop in the number of deficiencies noted in a unit's PTL program.
This is an excellent example and utilization of D-I-K-A. The data was collected over a period of time lending to its validity, applicability, and credibility. The relevant information that we pulled from the varied data that we tracked was current trending deficiencies. Once we briefed the trending deficiencies to the squadron leadership, they were armed with the capability to use their tacit and explicit knowledge to develop an action plan to avoid getting the same deficiences in the future.
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