Kailash is a Senior Lecturer in the Faculty of Transdisciplinary Innovation where teaches into the Master of Data Science and Innovation program.He is also a co-founder and principal of Sensanalytics, a consultancy specializing in sensemaking and analytics. Prior to these roles, he worked for a pharmaceutical multinational where he set up a global IT service center specializing in business intelligence / analytics while working as an enabler across the business.
Over the last several years, he has worked as a business intelligence manager, data analytics specialist, facilitator & sensemaker, project manager and engineering software developer in organisations ranging from startups to established firms. Earlier, in what seems to him like another life, he did research in fluid dynamics and other areas of physics and applied mathematics.
His current professional interests which include data and text analytics, decision making, sensemaking, knowledge management and collaborative approaches to problem solving in large organisations.
Kailash is the co-author of the Heretic’s Guides series of books. The first one, Heretic’s Guide to Best Practices, deals with collaborative approaches to managing complex problems. It won an Axiom Business Book Award in 2012 and was nominated for the Foreword Book of the Year Award in 2013. His second book, The Heretic’s Guide to Management, is about managing ambiguity in organisations.
Can supervise: YES
- Decision-making in organisations.
- Data science
Culmsee, P & Awati, K 2016, The Heretic's Guide to Management: The Art of Harnessing Ambiguity, Heretics Guide Press, Marsfield, NSW.
Culmsee, P & Awati, K 2013, The Heretic's Guide to Best Practices: The Reality of Managing Complex Problems in Organisations, iUniverse, Indianapolis.
When it comes to solving complex problems, we often perform elaborate rituals in the guise of best practices that promise a world of order, certainty, and control. But reality paints a far different picture, which practitioners are often reluctant to discuss. A witty yet rigorous journey through the seedy underbelly of organisational problem solving, The Heretic's Guide to Best Practices pinpoints the reasons why best practices don't work as advertised and what can be done about it.
Culmsee, P & Awati, K 2012, 'Towards a holding environment: building shared understanding and commitment in projects', International Journal of Managing Projects in Business, vol. 5, no. 3, pp. 528-548.View/Download from: Publisher's site
© 2012, © Emerald Group Publishing Limited. PurposeThe early stages of projects are often characterised by ambiguity arising from differences in stakeholder views regarding project rationale and objectives. The purpose of this paper is to present a viewpoint on how to build a shared understanding of project goals and thus reach a shared commitment to achieving them. One of the ways to achieve shared understanding is through open dialogue, free from political and other constraints. The authors call an environment that fosters such dialogue a holding environment. The main aim is to illustrate, via a case study: how an alliance-based approach to projects can foster a holding environment; and how argument visualisation tools such as IBIS (Issue-Based Information System) can be used to clarify different points of view and options within such an environment. Design/methodology/approachFollowing a discussion of theoretical background and literature review, an alliancing case study is used to illustrate the development of a holding environment and demonstrate the utility of IBIS in the creation of such an environment. FindingsIt is seen that an alliance-based approach to projects can provide the foundation for a holding environment. IBIS is seen to facilitate the building of shared understanding by making arguments explicit and capturing decision rationale. Practical implicationsThe paper outlines a practical framework for improving the quality of dialogue and achieving stakeholder commitment on projects. Originality/valueAchieving shared understanding and commitment to action is difficult, particularly in the early stages of projects. The paper outlines the conditions and techniques needed to facilitate this via a non-trivial case study.
Awati, K 2011, 'Mapping project dialogues using IBIS: a case study and some reflections', International Journal of Managing Projects in Business, vol. 4, no. 3, pp. 498-511.View/Download from: Publisher's site
– The purpose of this practice note is to describe the use of the issue‐based information system (IBIS) notation to map dialogues that occur in project meetings.
– A case study is used to illustrate how the technique works. A discussion highlighting the key features, benefits and limitations of the method is also presented along with a comparison of IBIS to other similar notations.
– IBIS is seen to help groups focus on the issues at hand, bypassing or avoiding personal agendas, personality clashes and politics.
– The technique can help improve the quality of communication in projects meetings. The case study highlights how the notation can assist project teams in developing a consensus on contentious issues in a structured yet flexible way.
– IBIS has not been widely used in project management. This note illustrates its value in helping diverse stakeholders get to a shared understanding of the issues being discussed and a shared commitment to achieving them.
Awati, KM, Park, Y, Weisser, E & Mackay, ME 2000, 'Wall slip and shear stresses of polymer melts at high shear rates without pressure and viscous heating effects', JOURNAL OF NON-NEWTONIAN FLUID MECHANICS, vol. 89, no. 1-2, pp. 117-131.View/Download from: Publisher's site
McGlashan, SA, O'Brien, VT, Awati, KM & Mackay, ME 1998, 'Approximate elongation flow properties utilising the opposed orifice technique - Correction for shear and inertia', RHEOLOGICA ACTA, vol. 37, no. 3, pp. 214-222.View/Download from: Publisher's site
Awati, KM & Howes, T 1996, 'Surfactant induced stationary modes on a cylindrical fluid jet', JOURNAL OF COLLOID AND INTERFACE SCIENCE, vol. 181, no. 1, pp. 344-346.View/Download from: Publisher's site
Culmsee, P & Awati, K 2014, 'The map and the territory: A practitioner perspective on knowledge cartography' in Advanced Information and Knowledge Processing, pp. 261-292.View/Download from: Publisher's site
© Springer-Verlag London 2014. This chapter provides a practical perspective of knowledge cartography by drawing on an approach that has been developed and refined through the lead author’s experiences in facilitating workshops in diverse professional domains. The discussion focuses on the importance of developing a feel for conversational patterns and for understanding the kinds of questions that enable insights to emerge from dialogue, leading to an emergent design approach that combines the methods of knowledge cartography with other facilitation and problem solving techniques in a “fit-for-situation” manner.