The Rule of 7-P’s can be expressed two different ways, that then communicate two significantly different outcomes; yet, both expressions are intertwined and cannot be separately employed.
Proper Prior Planning Produces Potentially Positive Performance
Proper Prior Planning Prevents Purely Poor Performance
When discussing the Rule of 7-P’s and knowledge transfer, both methods of communicating the rule remains continuously applicable. For example, a toddler takes a table knife and starts to insert the table knife into an electric outlet. The adults, knowing that a discussion about electricity, the potential electricity has for causing burns, shocks, and fires will be lost on the toddler; thus the adult simply takes the knife, shouts NO!, and maybe smacks the child. What knowledge was transferred; the lack of a plan in this knowledge transfer opportunity has resulted in poor performance. However, the argument remains, what will a toddler learn without experiential knowledge? For a potentially positive knowledge transfer process, why not create a plan and turn a negative into a positive?
Providing the next variable in knowledge transfer, KISS, or “Keeping (IT) Supremely Simple.” The “IT” here can be the plan needing to be simple, the words employed, the method of knowledge transfer, etc.; all of these are variables in the knowledge transfer process. The principle is the requirement to transfer knowledge simply. Whether the audience is a toddler, a teenager, or an adult, the principle remains, keep (IT) supremely simple. Now, I have been reprimanded for insisting that adults need simple knowledge transfer; I continue to disagree. How many adults enter a training opportunity with nothing else on their minds than the coming learning? How many adults have shut down their lives for the training to enable full concentration for knowledge transfer success? Hence the need to communicate simply even for adults.
Agency; in all the world, there is no variable more powerful. Agency, as defined by Aristotle, is an agent in action. The agent is a body with the power to choose, the action is choosing, and natural consequences follow. Agency is a binary solution, act or do not act. Both choices possess consequences that will be valued by the individual through choice, who will then follow the logic of past choices and valuations into a determined destiny.
Communication, or knowledge transfer, provides a sender and a receiver in interaction the opportunity to act and will share both individual and combined natural consequences. Consider the toddler and the adult; the adult wants to keep the toddler safe. The toddler wants to discover. Connected the toddler and the adult share an experience (table knife and an electric outlet) with consequences, and individually, they will enjoy or suffer consequences as well as collectively they will have consequences. A consequence is neutral, the value of the consequence e.g., good or bad, positive or negative, relies upon the individual to choose, or exercise agency as an empowered agent. Every agent possessing the power to choose will exercise that power, and cannot escape the consequence.
Self-determination is often confused with agency, even sometimes used synonymously for agency, but self-determination is not agency. Keeping these two items, separate and distinct, remains imperative. Self-determination is defined as “the process by which a person controls their own life.” Thus, agency is a binary solution and not a process. Self-determination is a process, or a logical movement from one instance of an agent acting to another in a continuous chain of events, or cycles, of perception, choosing, evaluating, consequence, leading back to a new choice opportunity. Knowledge transfer relies upon self-determination as the sender cannot dictate how the knowledge sent will be employed. Only the receiver can determine the usefulness, the value, and the application. To blame the sender for knowledge transfer failing is mentally disingenuous at best, since the sender and the receiver share conjoined responsibility for the knowledge transfer process, the consequences of agentic action, and individual effects that are stemming from the knowledge transfer interaction.
Sine Qua Non a Latin phrase meaning “an indispensable and essential action, condition, or ingredient.” Trust is the Sine Qua Non in knowledge transfer opportunities. Trust is always playing a role, but the sender will generally not know if they are a trusted source. Trust remains an essential ingredient in all knowledge transfer opportunities. With trust between agents, knowledge transfer occurs almost effortlessly. Without trust between agents, knowledge is always doubted, efforts to transfer knowledge are more difficult, and the consequences of the lack of trust might not be realized immediately. Trust is based upon experience, time, and contains many different degrees, or shades. For example, the toddler might not convey they trust the adult, but the toddler will remember their interactions with the adult, and these remembered interactions build over time and experiences. One day that toddler will be able to vocalize trust, and the adult in that situation will then be faced with knowledge for good or ill.
Realtors have a saying, a rule, an aphorism, “Location, Location, Location.” Knowledge transfer is also contingent upon location, many times, this variable is conveyed as the environment. Regardless, where knowledge is transferred remains an aspect of prior planning that determines positive or poor performance. Just as realtors often overlook location, the knowledge transfer process, without a plan, will stumble over the location. Consider the following, while serving in the US Navy, an officer was observed attempting to transfer knowledge while a sailor used a pneumatic needle gun to chip paint. Chipping paint on steel requires ear protection, many times there is a desire for dual-ear protection, earplugs, and a set of over the ear, foam insulated, muffs. The officer was then observed holding the sailor accountable for the knowledge transferred, to the sailor’s detriment. Other times this same officer was observed transferring knowledge in engine spaces, with running machinery in the background; with the same result, the sailor was held accountable for not receiving the knowledge the officer was sending. Time after time, the same lesson is available, proper prior planning produces potentially positive performance, provided the plan understands location, location, location.
Knowledge transfer relies upon A Priori and A Posteriori knowledge to understand and onboard what is being provided. Humans are creatures that build, and experience builds knowledge, and education combined with experience, builds knowledge. The valuation of developed knowledge is personally known and evaluated continuously then compared with present situations and available experiential knowledge. The human brain will always be trying and testing A Posteriori knowledge, A Priori knowledge, against explicit, tacit, procedural, descriptive/declarative knowledge bases to build new knowledge from current experience. With this retesting will come the natural consequence of new valuations, where something highly valued suddenly becomes less valued or even rejected outright. Thus, the oft-repeated need for proper prior planning in transferring knowledge; without a plan, or with a poor plan, potentially positive performance is not obtainable.
Murphy’s Law states, “No plan survives first contact intact.” Some people take this law and then refuse to plan. Other people take this law and plan redundancies Ad Infinitum, but never carry out a single plan. The most effective people take this law, realize the potential, and will create plans flexible enough to accommodate reality, while confidently moving forward with the plan to achieve the desired end goal. An agent in action will choose who they are where planning is concerned, and the resulting consequences thus create societies, learners, communities, and other collections of empowered agents that are drawn to those with similar choice and valuation cycles — providing the variable in knowledge transfer second to agency, peers.
A peer group, as mentioned, forms around a group of agents that follow similar thought patterns and valuation cycles. For example, smokers know the dangers of smoking, but continue to smoke, and quitting requires choosing a different peer group before the smoker can quit. While other smokers surround the smoker, quitting is either a “pie crust promise, easily made and easily broken,” or an unfulfilled wish, due to the peers chosen with which to associate. The choice and perceived valuation cycle prevent peer reevaluation; thus, the smoker will continue to smoke. Knowledge transfer is dependent upon peer influence. Consider, if the sender is not trusted by one member of the peer group, the entire peer group will be influenced, and knowledge transfer will suffer accordingly. Even if the individual has a different evaluation of the sender through experience.
Consider the following example, while serving in the US Navy, an officer was charged to teach a class on handgun safety. The officer began the class by pointing a handgun at the audience. The officer was trying to teach a basic rule of handgun safety: “if you do not personally know a handgun is loaded, all handguns are presumed loaded.” However, this lesson failed horribly! Everyone in the class had a different perception of the lesson and related their experience to their peers. Thus, trust for this officer plummeted and interfered with every lesson this officer taught throughout his career. The officer was a subject matter expert, had tremendous insight, and could impact people for good. This single incident followed him from ship-to-ship, and doubt in their capability to teach was sown, all through peer-to-peer communication, and the influence of peer groups.
The importance of understanding the Rule of 7-P’s, KISS, agency, trust, location/environment, Murphy’s Laws, peer groups, and self-determination, forms foundational knowledge needed to build a training program, improve teaching and training, and enhance the process of knowledge transfer. Thus, it behooves all agents to have this information to enhance learning and improve teaching performance. The cycle is clear, “we teach that we may learn more perfectly, so we may teach more correctly, and then learn more perfectly.”
© 2019 M. Dave Salisbury
All Rights Reserved
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