1) What action(s) can commanders take that will help them organize and interface with the myriad of relevant players and information flows?
reducing reliance on e-mail for sharing information
delineating staff interface responsibilities and designate LNOs
avoiding using Foreign Disclosure Officers (FDOs) as part of their staff
all of the above
2) What process-centric insight(s) can be drawn from the three critical processes that comprise the larger knowledge management (KM) construct?
develop and refine KM processes through an integrated KM working group
spend time developing the battle rhythm
minimize the number of collaborative events, both physical and virtual
all of the above
3) Which of the following statements about knowledge management plans (KMP) is TRUE?
Focus processes to share information with stakeholders who are in your communications network only.
The KMP design should be agile and flexible to keep pace with the rapidly changing information sharing environment as directed by the commander and Chief of Staff.
The KMP is an all-inclusive authoritative document and therefore should not need to be supplemented with training to implement the procedures.
4) In order to help support the commanders’ decision-making process, the staff must understand the commanders’ information needs. What is a good starting point to focus the staff and its limited resources to provide relevant information to support decision-making?
knowledge management plan (KMP)
digital rules of engagement
operations plan (OPLAN)
commander’s critical information requirements (CCIR)
5) Which of the following roles is responsible for the day-to-day implementation of the knowledge management plan (KMP) within the respective directorates?
knowledge management representative (KMR)
6) Knowledge management (KM) and information management (IM) are two distinct activities that are necessary aspects in today’s headquarters decision-making. Which two overarching insights clearly delineate their distinctions?
KM is people-centric. IM is information technology-centric.
KM balances the need-to-share with the need-to-know. IM leverages the different perspectives of the myriad of players.
KM is technology-centric. IM is people-centric.
KM focuses on the rules, procedures, applications, and tools. IM focuses on the players gaining and sharing knowledge to aid decision making.
7) What information management (IM) activity is normally a theater-level decision because of its significant second order effects, such as interoperability within the joint force, fielding and pre-mission training?
use of commander’s critical information requirements (CCIR) to guide and prioritize information flow
development of procedures into a formalized, authoritative document
determination of the networks, databases, and software applications
battle rhythm development maintenance procedures
8) Which of the following statements about the commander’s perspectives is FALSE?
Commanders should instill a climate of seamless information sharing and push toward “co-creation” of context.
Commanders can greatly assist their staff by sharing their unique perspectives.
In order to gain situational understanding, commanders are emphasizing an increased reliance on processes and technological solutions, rather than people interaction.
Commanders should focus their units and staff through commander’s critical information requirements (CCIR) that address both necessary decisions and information needs.
9) What benefit(s) can commanders derive from the myriad of players and information flows that make up the complex operational environment?
Experience, expertise, and perspectives can be leveraged through collaboration and dialogue among many players.
There is little benefit, if any, to be gained from the myriad of players and information flows. The ‘costs’ associated with the complex environment far outweigh any benefit which may be gained.
Commanders at every level can gain situational awareness through the many different compartmentalized processes and technologies that each player brings.