Abstract—Knowledge Development (KD) is justone of the important phases of KnowledgeManagement (KM). KD is the phase in whichintelligence is used to see the big picture.In order to understand whether information isimportant or not, we have to use theintelligence cycle that includes four mainsteps: aiming, collecting, processing andutilizing data. KD also includes these steps.In order to make a precise decision, the

decision maker has to be aware of hissubordinates’ ideas. If the decision makerignores the ideas of his subordinates orparticipants of the organization, it is notpossible for him to achieve the best result.KD is a way of using wisdom to decipher the

puzzle. If the decision maker does not bringtogether the puzzle pieces, he cannot get thebig picture, and this shows its effects on thebattlefield. In order to understand thebattlefield, the decision maker has to use theintelligence cycle. To convert information toknowledge, KD is the main means for theintelligence cycle.Members of “Generation Z”, or those born

after the millennium, are really the gamechangers for this process. They have differentattitudes than their elders. Theirunderstanding of life is different - thedefinition of freedom and independence hasdifferent meanings to them than others.Decision makers have to consider these factorsand rethink their decisions accordingly. This article tries to explain the relation

between KD and Generation Z. KD is the mainmethod of target management. But if leadersneglect their people, the world will be seeingmuch more movements like the Arab Spring andother insurgencies.

Onur Ozdemir is a student at the Turkish ArmyWar College in Istanbul, Turkey (phone: +90530-360-6895; e-mail: ozdemironur157@gmail.com).

M. Erhan Orhan is a Student of Turkish Army WarCollege in Istanbul, Turkey (e-mail:orhanerhan157@gmail.com).

Keywords—Knowledge Development, KnowledgeManagement, Generation Z, Intelligence Cycle.

I. INTRODUCTION

ODAY the problem for all organizationsis to use past experience in their

current work. At the same time, they mustutilize data flying all around them. Inother words, they must make the availabledata meaningful by knowledge workers fordecision makers. Most organizations wantto seize the information to use for thedevelopment of their respectivecompanies. Also they want to use thisseized information as knowledge forcomprehension of the big picture. Today’smilitary forces need this cycle more thanother organizations. In order tounderstand the big picture, all piecesneed to be identified.

T

Data is explained in different sourcesas;

“Data is discrete, objective facts about events whichinclude numbers, letters and images without context” [1]

“The data point is observed reality, the data point isnot-yet-enacted reality”[2]

Information is explained in differentsources as;

“Information is data represented in a different formatdue to an action performed on it: processing,organizing, collecting, etc”[3]

“For the military point of view, information is not anend state, but an answer to a requirement for an action,which requires the providing of raw or processedinformation under different forms”[4]

Knowledge is explained in differentsources as;

“Knowledge is built on data and information, and iscreated within the individual. This knowledge represents

Onur Ozdemir, M. Erhan Orhan, Çetin Arslan

Knowledge Development andIts Phases with Generation Z

understanding of the context, insights into therelationships within a system and the ability to identifyleverage points and weaknesses and to understand thefuture implications of actions taken to resolveproblems” [5]

Fıg. 1 Conceptual HierarchyFig. 1 explains the relation between

Data, Information, Knowledge,Understanding and Anticipating (Wisdom).This diagram also shows the hierarchybetween concepts of Knowledge Management(KM) and Knowledge Development (KD) [6],[7].

II. KNOWLEDGE MANAGEMENTIn the field of intelligence studies,

Knowledge Management (KM) is a way ofdirecting all participants in the samedirection efficiently.KM is a way to prepare data to

anticipate (Wisdom) with differentanalysis methods. Knowledge managers havethe initiative to capture, develop, shareand utilize intelligence. For capturingthe big picture, which is vitallyimportant for land forces in the theatreof operations, knowledge managers work asknowledge fusion centers. KM has four main steps [8];

A. Knowledge Capture,B. Knowledge Development,C. Knowledge Sharing,D. Knowledge Utilization.

Every step is critically approached forpreparing intelligence for militaryunits. Using these steps, all forces,including small units, can achievesituational awareness within the area ofoperations (AO).KM is not only a kind of structural

application, but also a strategic pivotpoint of organizations to the real world,because KM prepares units by usinganalyzed knowledge to understand the areaof operations. The KM process makes unitsaware of the enemy situation as well asfriendly forces. Day by day importance ofKM is increasing because allorganizations need intelligence in orderto prevail over competitors.

A. Knowledge Capture Knowledge capture is not the initiator

of the cycle because the main cyclestarts with big data. Preparing big data,or in other words data mining, is acritical point of the operation ororganization. By using big data,knowledge workers [9] who

Fig. 2 Process Of Big Data to Data Poolare the pioneers process the data intoinformation and knowledge, capture theimportant data and make them sensible forthe needs of the units.

B. Knowledge Development,C. Knowledge SharingD. Knowledge Utilization , steps will be explained in

the KD’s sub tittle which are Analysis and Access.

III. KNOWLEDGE DEVELOPMENTKnowledge Development (KD) is the most

important part of the intelligencepreparation cycle. KD and KM affect eachother. The relation between KD and KM islike the wheels of a watch. If the KMwheel stalls, the other wheel (KD)collapses. Fig. 3 [10] Is one kind of explanation

from KD in Support to MultidimensionalOperations

Utilizing Continuous System Analysis (CSA)

Fig. 3 Knowledge Development inSupporttoMultidimensional Operations

There is also another type of definitionabout the KD cycle. Fig. 4 [11] explainsthe main characteristics of the KDprocess for the military KD cycle. Themain difference between the two figuresis that the second one is simpler thanthe first. And in Fig. 4 the accessible,processed knowledge will be ready for theuser with the advent of smart pull andsmart push conditions.

Fig. 4 The Knowledge Process Overview

In order to understand the AO, differentkinds of intelligence disciplines [12]have to be used. In order to evolve datato knowledge, all kinds of collected databy intelligence disciplines should beefficiently and accurately classified.

TABLE IINTELLIGENCE DISCIPLINES [12]

IMINT Imagery Intelligence

HUMINT Human Intelligence

SIGINT Signals Intelligence

MASINT Measurement and SignatureIntelligence

OSINT Open-Source Intelligence

TECHINT Technical Intelligence

CI Counterintelligence

GEOINT Geospatial Intelligence

At the same time, all collected data hasto be reposited by knowledge workersrationally. In order to share or preparethe intelligence, it has to be classifiedlogically. For example; "intelligence(knowledge) is knowing a tomato is a fruit,understanding (wisdom) is not putting it in a fruitsalad"[13]. In order to get efficientintelligence, the knowledge worker andthe knowledge puller have to mine theknowledge from right data pool. Ifknowledge is being sought in the wrongplaces, production time and cost might bewasted.Experience is a factor during the

process of knowledge development.Therefore, in order to have properintelligence at the end of KD, analysisbased on experience, explicit and tacitknowledge should be made. Intelligence isinsufficient without experience, explicitand tacit knowledge. Tacit knowledgecomes from experience and explicitknowledge comes from some kind ofdigitized and concrete data.

“Tacit knowledge resides in an individual’s mind. It isthe domain of individuals, not technology. All individualshave a unique, personal store of knowledge gained fromlife experiences, training, and formal and informalnetworks of friends and professional acquaintances.Leaders use tacit knowledge to solve complex problemsand make decisions”[14]

“Tacit knowledge is not as easy as explicit knowledgethat can be expressed clearly or explained logically withnumbers, formula and scientific rules, it belongs toknowledge of the individual mental model, deeplyrooted in individual heart, and it is hard to be obtainedby lexical learning and clear teaching”[15].

“Explicit knowledge consists of written or otherwisedocumented information that can be organized, appliedand transferred using digital (such as computer files) ornon-digital (such as paper) means. Examples of explicitknowledge include dictionaries, official departmentpublications (field manuals, technical manuals, tactics,techniques, and procedures manuals, Department of theArmy pamphlets) and memorandums” [16]Tacit and explicit knowledge are

important because classification of allproducts should be integrated into theright place to find the targetaccurately. In order to save the energyof units and save the money oforganizations, analysis of all sourcesshould be put on the right shelf.Experience with tacit and explicitknowledge is critical for KD. Analyzedknowledge with experience is like anaimed spear which has a better chance tohit the target than an unaimed pistol.As Fig. 5 [17] indicates, personal

experience is important for knowledgedevelopment in organizational learning.This is an underlying factor that

personal capability can affect knowledgedevelopment.

Fig. 5 Types of Knowledge

Tacit and explicit knowledge areexplained in this part because thesetypes of knowledge vitally affect thepreparation of intelligence and knowledgedevelopment. KD phases can be divided into three

steps according to military KD [18].A. CollectionB. AnalysisC. Access

On the other hand, there is anotherexplanation for KD steps as in Fig.6[19]. This figure explains KD in threemain steps as the military KD process.Butit has different steps for non-military as health care organizations.OLAP in Fig. 6 stands for On LineAnalytical Process.

Fig. 6 Knowledge Development Phases

A. Collection

The Collection phase looks likeKnowledge Capture that has been explainedin KM process. Both processes arereinforced by the same data pool. Butthey share knowledge that they producewith the user who needs it, and thedirection of this knowledge stream ismandated by the knowledge manager.Collected knowledge from the area of

operations and past experience used inpreparation and analysis with a holisticpoint of view reinforce target analysis. A holistic point of view involves;

1) Information,2) Social,3) Military,4) Political,5) Infrastructure,6) Economics. In order to collect knowledge from the

environment, there are tools as mentionedbelow (Table I) [20]. “Different kinds of knowledge come together to

answer a research question using different kinds ofapproaches. Though social sciences, humanities,physical sciences and medical sciences use their ownapproaches to produce knowledge and analyze data,there still exists a debate between qualitative vs.quantitative analysis for data validation andexploitation. There will be a high level of integrationusing the Trans disciplinary and interdisciplinaryapproaches to answer any research question”[21]

Fig. 7 Knowledge Development SummaryThe KD process explained with all phases

in Fig. 7[22]. With a multidisciplinaryapproach all the intelligence is

collected as needed by user units(warfighter).

B. AnalysisIn this phase knowledge is analyzed with

a overall perspective in the analysiscells and knowledge is sent to accesspoints for users. Users can ask for theirknowledge needs from knowledge workers orknowledge workers are able to send thatto intelligence users which is calledsmart pushing.In the analysis phase, all data is

edited or put into processes to be readyto use for decision makers. As explainedbefore, explicit and tacit knowledge comeinto action in the analysis phase.Simultaneously, the intelligencepreparation process keeps on working.The most important point of the analysis

phase is wisdom or organizationallearning. Its purpose in this phase is toget the right target. That meansorganizational experience and a point ofview that is called foresight criticallyaffect all the products served after theanalysis phase.

C. AccessThe Access phase of knowledge

development is the main teeth thataffects the KM circle (wheel). The Accessphase mostly is affected by sharingtools. The effects of each phase (sharingtools phase and decision maker’s phase),along with analyzed knowledge, to usereffects like software and hardware,influence each other by usingmiddleware[23],[24].In access points, all users are the same

distance to the intelligence pool andthey can specify their needs at theaccess point. The decision maker or userof this intelligence can define theirneed by the design of smart access calledsmart pulling. Decision makers want toeliminate the intelligence that they donot need while they can still sendfeedback to the knowledge worker about

the environment in which it has beenanalyzed.The main function of the access point is

to disseminate the intelligence that theorganization needs or will need. On theother hand, knowledge gaps continue to besent into the intelligence cycle. Whileaccess points are sharing ordisseminating intelligence to users ordecision makers, the intelligence cycleis continuing to prepare the intelligencefor next steps.

IV. GENERATION ZThere are vast differences between

generations and their understanding andleaders need to take care of it.

“First generation’s focus is on Information –exploitingwhat we already have”,

Second generation’s focus is on learning andconnecting information with individuals,

Third generation’s focus is on embedding KM intoprocesses and leadership behaviors,

Four, knowledge-sharing syndromes” [25]

TABLE IIGENERATION SPECIFICATIONS [26]

Traditionalist

Born 1925 -1945

Baby BoomersBorn 1946-

1964

Gen XBorn 1965-

1980

Gen Z-Nexters-BornAfter2000

Team Players

BigPicture/SystemsInPlace

PositiveAttitude Confidence

Indirect InCommunicating

Bring FreshPerspective

ImpatienceSociability

Loyal To TheOrganization

Do NotRespect The

Titles

GoalOrientated Morality

Respect TheAuthority

DisapproveAbsolutes AndStructure

Multitasking Street Smarts

DedicationAnd Sacrifice Optimism Thinking

Globally Diversity

Duty BeforePleasure

TeamOrientation Self-Reliance Collective

ActionObedience

Respond Wellto DirectiveLeadership

UncomfortableWith Conflict

FlexibleHours,

Informal WorkEnvironment

Heroic Spirit

Seniority andAge

Correlated

PersonalGrowth Just A Job

Tenacity

Adherence ToRules

Sensitive ToFeedback

Techno-Literal

TechnologicalSavvy

Health AndWellness

Informal –Balance

Lack OfSkills ForDealingWith

DifficultPeople

PersonalGratification

Give Them ALot To Do

And FreedomTo Do

Their WayQuestion TheAuthority

Explanations of these differences aretotally basic and Generation Z isdifferent than the others. They grow upin a different environment so they have adifferent way of thinking. They are very familiar with the web and

artificial knowledge. Because ofGeneration Z’s (Gen Z) attitudes,organizations that want to sell theirproduct must change the way they developdata and knowledge.

“For decades, companies have been making businessdecisions based on transactional data stored inrelational databases. Beyond that, critical data,however, is a potential treasure trove of non-traditional,less structured data: weblogs, social media, email,sensors, and photographs that can be mined for usefulinformation. Decreases in the cost of both storage andcompute power have made it feasible to collect thisdata. As a result, more and more companies are lookingto include non-traditional yet potentially very valuabledata — in other words, Big Data — along with theirtraditional enterprise data in their business intelligenceanalysis”[27]That is understood from this concept

that Gen Z wants to use big data and abig knowledge pool because they feel thatthey are free to work and choose. Howdoes it affect the KD process? They arethe counterpart of the KD process. Asexplained in KD’s Access step, Gen Z, asthe decision maker, wants to use a bigknowledge pool and much more options tochoose from.KD is a part of the intelligence cycle

for the military and this is important asWinston Churchill said, “The only thing worsethan fighting with your allies is fighting without them[28]”

V. CONCLUSION

As seen above, Generation Z differentthan other generations, and as expectedthey have a different attitude towardsolving problems but also of thinkingand living. They are not patient butstubborn. In order to see goodperformance from Gen Z, the boss shouldnot tell them the road that he wants toreach the result, but only he should saythe result and they will reach theexpected point or beyond. Just tell themto way you want to go, they are going tofind the right avenue of approach orthey are going to open the right avenueof approach. If you want to keep them inthe game, you should consult theiropinions.

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Knowledge Management 1: Knowledge matters, p. 82. Claus Otto Scharmer, Self-Transcending

Knowledge: Sensing and Organizing AroundEmerging Opportunities, p.12

3. Moteleb AA and Woodman M (2007) “Notions ofKnowledge Management Systems: a Gap Analysis”The Electronic Journal of Knowledge ManagementVolume 5 Issue 1, p 59

4. Baron Louis de CHANTAL, Operational Requirementsfor Fusion in the Fields of Information andIntelligence, Published paper in InformationSystems Technology (IST) Panel in Prague, CzechRepublic, from 20 to 22 October 2003, p 17

5. Bennet, Alex and David. 2003. Handbook onKnowledge Management 1: Knowledge matters, 8

6. Baron Louis de Chantal, Operational Requirementsfor Fusion in the Fields of Information andIntelligence, Published paper in InformationSystems Technology (IST) Panel in Prague, CzechRepublic, from 20 to 22 October 2003, p 18

7. Reference shows the figure as normal pyramidfigure but, in order to explain the main ideaabout the “KD Data Conceptual Hierarchy” sourcehas been converted as Fig. 1.

8. Joint Knowledge Development, DistributionCapability Rolls Out Enhanced Joint Knowledge

Online, US Fed News Services, Washington D.C.30.04.2007, p 4

9. Davenport, Thomas H.. Thinking For A Living: HowTo Get Better Performance And Results FromKnowledge Workers, 2005, pp 10-15

10. Bartels, Joachim, Knowledge Development inSupport to Multidimensional Operations, ArmedForces Staff VI 6, p.8

11. Bi-Strategic Command Knowledge Development, Pre-Doctrinal Handbook, 9 February 2011, p 2-1

12. JP 2-0 Joint Intelligence, 22 October 2013, ppAppendix B-2.

13. Mocanu, Mircea, Open Source Exploitation and TheConcepts Of Knowledge Development /Understanding, The International AnnualScientific Session Strategies XXI, 2012, p 140.

14. FM 6-01.1 Knowledge Management Operations, 16July 2012, p 1-2

15. Zeng, Lijuan and Tang, Xiaoying, Analysis ofTacit Knowledge and Its Dominant Path, CanadianSocial Science, Vol. 10, No. 2, 2014, pp. 50-55

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17. FM 6-06.1 Knowledge Management Operations, 16July 2012, p 1-12.

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23. Middleware is a class of software technologiesdesigned to help manage the complexity andheterogeneity inherent in distributed systems.Itis defined as a layer of software above theoperating system but below the applicationprogram that provides a common programmingabstraction across a distributed system.

24. David E. Bakken, Middleware, Washington StateUniversity, p 1

25. Chris Collison, Knowledge Management – the NextGeneration, 2004, p 1-2

26. Casey Carlson& Deloitte &Touche Study,Traditionalists, Baby Boomers, Generation X,Generation Y (and Generation Z) WorkingTogether, Executive Office, Talent ManagementTeam United Nations Joint Staff Pension Fund NewYork Secretariat Headquarters, p 4.

27. TusharRajpathak and AtulNarsingpurkar, ManagingKnowledge from Big Data Analytics in ProductDevelopment, p 10.

28. Bud Jones, Multinational Information SharingSession 5 Track 1“Enabling the Joint, CoalitionCounter-Insurgency Campaign”, USA, 2011, p 7.

Onur Özdemir is a captain in the Turkish Army, bornin 1983 in Sivas, Turkey. He graduated from theTurkish War Academy in 2005, then worked in severalunits in the Turkish Army. He is a post-graduatestudent officer at the Turkish Army War College. Hewill finish the Turkish Army War College and earn apostgraduate degree in July 2015. He is married andhas one child. He knows English as a foreignlanguage.

M.Erhan Orhan is a captain in the Turkish Army, bornin 1983 in Konya, Turkey. He graduated from theTurkish Army War Academy in 2005. After graduation,he attended the Tank Platoon Commanders Course inAnkara. He has worked in several units as a platoonand company commander in the Turkish Army. He ismarried and has one child. He knows English asforeign language.

Cetin Arslan graduated from Army War School in 2005.He has served in different Gendarmerie units as acommander between 2005 and 2013. He is currentlystudying in Army War College and his academicinterest focuses on social media and intelligence