Collective learning Conflict between Computerised Collective Memory and the Prescriptive Organisation Organizational Memory as Process not Object Collective decision making and knowledge management in oncology Cooperative work conditions in a satellite control room. READ MY LIPS....BUT ALSO THE REST Collective memory from the everyday work. Visualised co-ordination support in distributed decision making Knowledge Management for Collective Learning and Organisational Memory Knowledge graphs Shifting Perspectives on Organizational Memory General discussion

READ MY LIPS....BUT ALSO THE REST The Institutional Common Information Space, Organisational Memory and the fulfillment of necessary organisational learning as represented by Signs and Symbols in a Military Occupational Culture, Sanctuary Threatened by the Introduction of Information Technology Per-Arne Persson Linköping University and the Swedish War College Summary All organisations are complex and the corresponding control mechanisms, for coordination and cooperation, reflect the relative degree of complexity. Increased complexity gives way for still more complex control mechanisms. A couple of strategies exist in order to handle the control functions. A military command and control (C2) organisation is structured, very information dense and is designed to make possible the coordination in a complex organisation. Division of labor usually is very well developed with clear responsibilities and interfaces between people and organisation. Problems in the usually very dynamic environment are handled along several approaches and defined in terms of actions and counteractions according to real or imaginary plans (the latter when an opponent is studied). Through the use of doctrines, standard operating procedures, rules and training, a basic ability to respond in some way is constructed. This leads to the concept of control of the environment and the devlopment of tactics and means to do it. One theoretical base is systems theory and thinking, which unfortunately seems to be all-encompassing and used as an axiom instead of critically analysing the meaning of it. In this working paper the military organisation serves as an example of a complex organisation, where a lot of common knowledge and information systematically is developed and maintained for the unity of effort. To a certain extent the occupational culture is visible in the form of heroes, symbols and rituals, themselves different forms of visualising the values of the leaders. The suggestion is that some has lost any active role, while others, but perhaps less evident expressions, still play critical roles in forming the structure which facilitates coordination and communication. They are therefore elements in the control information, and contributes to the organisational learning. This information is part of the organisational memory (OM), and is also a visible common information space (CIS), open to see for members of a unit. The hypothesis is that these expressions and the messages that they carry, are worthwile to analyse if information technology (IT) is considered as a general supporting technology. If not so, some aspect of the information flows or parts of the CIS/OM may be lost and hard to reshape. Possibly the forma-tion of an occupational culture and making it an important part of the CIS and OM is a phenomenon in other organisations than the military, while these reflections have a more general interest. Some observations during a staff exercise are described towards a background of theories about organisations, organisational culture and communication theory. The implications of the observations for development of supporting technologies are discussed briefly. Presentation and discussion Per-Arne Persson presented the thoughts behind his position paper and also posed some questions related to collective learning and Information Technology: It is said that "when formed prior to hostilities, coalitions have time to concur on doctrines, tactics, techniques and procedures" He asked: what time is neccessary? What common techniques, procedures, knowledge is developed? What about the time needed for review of plans? For wargaming? What about communication, interoperability, liaison? Coordination is performed by implicit and explicit means. Implicit Explicit Shared mental models Requests for transfer of resources, information Training Coordination messages Leader's periodic update Directing-control Anticipation of needs Standards These different means are related to the type of control information in the following way: Control information Operative (immediate) Directive (long-term) Explicit Order, command Training, goals Implicit Procedures Standards Culture, practice ethos The final questions and conclusions were formulated as follows: The organizational memory should be supported by structure, ethos, organisation, rules and procedures. These form the Common Information Space. Is the organizational memory mainly concerned with non-dynamic knowledge? Is collective memory something which takes place simultaneously in several individuals? Is it selective and adapted to the individual's task and situations? Does its value decrease if it is not simultaneous? These questions were so encompassing that we had to postpone answering them in order to see if we could simplify them by further perspectives on the problem.