My interest has always been in how people use models and systems to help them do things. For many years I have studied the development and uses of various types of system in management and administration.
My current interests cover three overlapping themes: Knowledge Management, Knowledge-based Systems, Business Process Management and Decision Support Systems. Three major strands within this are:
Examining the relationship between "top down" knowledge management strategies and initiatives in organisations, and "bottom up" organisational learning and culture change, with a particular emphasis on the need for trust. Organisations concerned in this work have included a distribution company, a heavy engineering firm (Corus), and Mortgage Code Compliance Board. More recently this strand has extended into the relationship between knowledge management and risk management, both qualitative approaches to risk (in an NHS Trust) and more quantitative ones (in banking and financial services).
Looking at processes and systems for knowledge creation, transfer, organising, sharing, storage, and use or re-use. This is the area of my contribution to the NESTA Creative Credits evaluation project. A further project involved combining simulation with knowledge-based systems to help improve maintenance processes in manufacturing at the Ford Motor Company.
Applying group facilitation processes and models in decision-making and knowledge management. Research here has been funded by the Chartered Institute of Management Accountants, and we have now worked with 16 organisations ranging from SMEs to FTSE100 companies, public, private and non-profit making. The study was extended to include a longitudinal element - investigating how what organisations said they planned to do compared with what actually happened.