Exploring the D-I-K-A Model

Without even realizing it, people constantly use the D-I-K-A model in both their personal and business lives. The average person has no clue that the D-I-K-A model even exists; however, this model can bring about various advantages. Essentially, this model focuses on “the proper management of data, information, and knowledge to produce appropriate actions” (Clampitt, 2017, p. 184). The D-I-K-A model is a great tool for management decision-making throughout an organization. Additionally, this model helps encourage healthy organizations. To fully understand how the D-I-K-A model can be used to improve decision-making, we must first explore the meaning and concepts behind the model.

 

The Meaning of D-I-K-A

First, let’s start with explaining the D-I-K-A model. Each letter of the model stands for an important term and concept. The “D” stands for data, which are representations of reality. Data could be any numbers or impressions. The “I” stands for information, which is data that are found relevant. Information can be found in tables or charts. The “K” stands for knowledge, which is a mixture of experiences and insights used for evaluating new information. Knowledge comes in the form of stories or theories. The “A” stands for actions, which are decisions made based on knowledge. Action comes in the form of action plans or procedures. Each aspect of the model is interconnected and shares a unique relationship. Moreover, the model is actually a cycle that starts over after the actions taken. Clampitt (2017) presents Figure 6.1 that illustrates the D-I-K-A cycle, which can be seen below.

D-I-K-A & Management

Now, how does the D-I-K-A model relate to managerial skills? As mentioned before, each aspect of the model shares a unique relationship. The D-I-K-A model encourages good managerial decision-making through these interconnected relationships. Data (e.g., numbers) is collected from activities and experiences in the workplace. Next, managers decide which data is relevant and analyze this information in tables, charts and graphs. Managers should look at collecting data that is timely and accurate because the world is constantly evolving. This data can be converted into relevant information. It is also important to note that both data and information have flaws due to people having different values and experiences.

 

Once relevant information is decided, managers “evaluate the reliability of information by considering its source and their experience with that source” (Clampitt, 2017, p. 203). In other words, managers compare the information to the knowledge of what they know and start asking questions of what they do not know. It is equally important to try to understand what one does not know, rather than simply going about with one does know. Moreover, there are two types of knowledge: tacit knowledge and explicit knowledge. According to Lavtar (2013), “[w]hile explicit knowledge is objective, impersonal, unrelated to the context and can be shared and encoded, written, tacit knowledge on the other hand cannot be encoded, it is subjective, personal, context-dependent and difficult to share” (p. 877). Both types of knowledge are used to give meaning to relevant information. Finally, the knowledge is transformed into action through further experience and critical thinking. Organizations come up with appropriate decisions in response to a given situation.

 

Real-World Applications

Furthermore, take for instance this workplace example. The D-I-K-A model is used in the healthcare industry for non-clinical departments, such as Outpatient Registration. A huge focus in this department is monetary collections, which ultimately helps keep the hospital running. On a daily basis, managers gather collection data from each employee. This data includes the number of receipts and the total amount of money each employee collected. Managers then use tables to organize the relevant information from the data. The relevant information includes the amount and the percentage of collections met for each group and for the entire department during each month. Managers evaluate the information, using knowledge from previous months and years. If the collections are low for a particular month, managers come up with an action plan. This action plan involves having individual and team meetings to reiterate and improve on goals. The D-I-K-A model can ultimately be applied to the organization by ensuring that each part of the cycle is analyzed appropriately to ensure optimal actions. Additionally, the model can prevent organizations from becoming stuck in never-ending dysfunctional loops and/or cycles.

 

Key Takeaways

Carefully managing D-I-K-A relationships can “help managers identify gaps, shortfalls, and obstacles” (Clampitt, 2017, p. 191). Managers can see which aspects are falling short of expectations. For example, an organization could be creating a lot of data and information, but doing nothing with them. Data and information involve only two aspects of the D-I-K-A cycle. Organizations that do very little with data and information are most likely to have many conflicts. Nevertheless, there are two key pieces of information to keep in mind. First, managers do not need entirely accurate data and information to make the right decisions (Clampitt, 2017). The pursuit of totally accurate data and information can actually be a liability. Doing so can waste many resources, increasing costs and the amount of time spent collecting data and information. Additionally, having more data and information does not mean that one’s decision-making will be better. Second, there are many variations of the D-I-K-A model. Often times, organizations do not practice a perfect model. Many factors can prevent an organization from following the cycle. Managers should carefully analyze the organization’s D-I-K-A model variation, and find any shortcomings. Then, he or she can start to improve the organization one cycle at a time. Overall, take the time to think and utilize the D-I-K-A model before you act!

 

References

Clampitt, P. G. (2017). Communicating for Managerial Effectiveness (6th ed.). Thousand Oaks, CA: Sage Publications.

 

Lavtar, R. (2013). Ways and side ways of using the information and communication technology (ICT) in knowledge sharing in organizations. Lex Localis - Journal of Local Self-Government, 11(4), 871-882. doi:10.4335/11.4.871-882(2013)