Your SlideShare is downloading. ×
0
Sharing Hidden Know-How  Knowledge Jam Concepts for Chicago KM February 8, 2011 Kate Pugh  Align Consulting [email_address...
Topics <ul><li>What’s not working? </li></ul><ul><li>What’s Knowledge Jam? </li></ul><ul><li>Case Studies </li></ul><ul><l...
If KM is “levering knowledge for business value,” what’s holding us back? Knowledge Jam for Chicago KM 110208 Knowledge “B...
We waste time “getting out” hidden knowledge Knowledge Jam for Motorola  IT110207 Source: Laurence Prusak and Al Jacobson,...
What is a “Knowledge Jam”? <ul><li>A formal process for bringing out  know-how  via a  facilitated   conversation  between...
Key interactions in a Knowledge Jam Knowledge Jam for Chicago KM 110208 2.) “Topic” (Agenda) Planning Event 3.) Broker and...
Who Participates in a Knowledge Jam? <ul><li>Knowledge Originators </li></ul><ul><li>Knowledge Brokers </li></ul><ul><li>F...
1. Select Knowledge Jam for Chicago KM 110208 <ul><li>KJ Feasibility </li></ul><ul><li>Participants available? </li></ul><...
2. Plan <ul><li>Examples </li></ul><ul><li>Content vs. Process  </li></ul><ul><li>Product vs. Program </li></ul><ul><li>Ma...
3. Discover/Capture <ul><li>Michael Wilkinson’s’ generic information gathering moves: </li></ul>Knowledge Jam for Chicago ...
3. Discover/Capture (cont’d):  Sample Output Knowledge Jam for Chicago KM 110208 First Example of Wi-fi on Trains (Pilot a...
4. Broker <ul><li>Brokers’ roles </li></ul><ul><li>Knowing / Representing the Knowledge-Customer or “Seeker” </li></ul><ul...
5. Reuse Knowledge Jam for Chicago KM 110208 Production Facility Benefits (Costs), in thousands  (KJ Planner and Seeking O...
Deep Dive: Facilitation <ul><li>Prioritizes </li></ul><ul><li>Coordinates </li></ul><ul><li>Sets Tone </li></ul><ul><li>Co...
Deep Dive: Conversation Knowledge Jam for Motorola  IT110207 2. Pursuit of Diversity Glen Beck! Paul Krugman! Gwen Stefani...
Deep Dive: Translation Knowledge Jam for Chicago KM 110208 Type of Knowledge (illustrative) Seeker Profile (illustrative) ...
Knowledge Jam Illustrations Knowledge Jam for Chicago KM 110208
Case Studies <ul><li>Bioproducts Research </li></ul><ul><li>Once NSF funding was exhausted, must shift from academic “init...
Case Study: Biofuel/Bioproducts Institute Knowledge Jam <ul><li>Situation : Energy research program  was shifting from aca...
Case Study: Healthcare Quality Non-Profit Knowledge Jam <ul><li>Situation : Need to accelerate hospital teams’ time to “ge...
Discussion Knowledge Jam for Chicago KM 110208
Comparing Knowledge Jam to Other Capture-Transfer Methods Facilitation Conversation Translation Organizational Learning Co...
Sample Subjects <ul><li>Accelerating Product, Market and Segment Innovations  </li></ul><ul><li>Maximizing Combined Knowle...
What resonates for you? <ul><li>Where are you seeing  facilitation  work in a way that zeroes in on tacit knowledge?  </li...
Let’s Jam! Knowledge Jam for Chicago KM 110208
Kate Pugh, AlignConsulting <ul><li>Kate has 16 years of consulting and seven years of industry experience.  She held leade...
Some Reading* <ul><li>Sharing Hidden Know-How  (Jossey-Bass, March 2011)  http://www.wiley.com/WileyCDA/WileyTitle/product...
Upcoming SlideShare
Loading in...5
×

Knowledge jam for chicago km 110208

1,391

Published on

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
1,391
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
16
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • Organizations miss innovation opportunities, waste resources, and put their businesses at risk because they fail to take advantage of the hidden, or “tacit” knowledge in their own networks. Even where they try, failure often results as well-intentioned people don’t capture the right knowledge, or don’t capture enough nuance to make it actionable elsewhere. Knowledge Jam is a novel process for getting out and circulating insight. It stands apart because it is facilitated, collective, and intentionally shares the responsibility for applying the captured knowledge, leveraging Web 2.0 and Enterprise 2.0.
  • Knowledge Originators - SMEs or project veterans whose knowledge needs to be captured Knowledge Brokers - seekers accountable for using the knowledge &amp; bringing it to their processes, training, etc. Facilitator - guides through the five steps of the Knowledge Jam including facilitating the Elicitation event Sponsor - selects Knowledge Jam subjects, funds Knowledge Jam, advocates for events and subsequently brokers Champion – plays on-the-groung project manager, maintains client attention, manages logistics, communications
  • Whether you use return on investment (ROI), net present value or the payback period method, the lift from the Knowledge Jam can be quite evident
  • Social media Wrong topics/people Hold-back/mistrust/defensiveness Depth is “ragged” Glut/transfer left to hazard Amnesia
  • Transcript of "Knowledge jam for chicago km 110208"

    1. 1. Sharing Hidden Know-How Knowledge Jam Concepts for Chicago KM February 8, 2011 Kate Pugh Align Consulting [email_address] Knowledge Jam for Chicago KM 110208 Organizations miss innovation opportunities, waste resources, and put their businesses at risk because they fail to take advantage of the hidden, or “tacit” knowledge in their own networks. Even where they try, failure often results as well-intentioned people don’t capture the right knowledge, or don’t capture enough nuance to make it actionable elsewhere. Knowledge Jam is a novel process for getting out and circulating insight. It stands apart because it is facilitated, collective, and intentionally shares the responsibility for applying the captured knowledge, leveraging Web 2.0 and Enterprise 2.0. In this session we describe the process, introduce the roles of the key players, and discuss case studies . Look for Sharing Hidden Know-How on bookshelves late March!
    2. 2. Topics <ul><li>What’s not working? </li></ul><ul><li>What’s Knowledge Jam? </li></ul><ul><li>Case Studies </li></ul><ul><li>Discussion </li></ul>Knowledge Jam for Chicago KM 110208
    3. 3. If KM is “levering knowledge for business value,” what’s holding us back? Knowledge Jam for Chicago KM 110208 Knowledge “Blind Spots” Knowledge “Mismatches” Knowledge “Jails”  Boundary-spanning  Surfacing usable insights  Putting know-how to Work
    4. 4. We waste time “getting out” hidden knowledge Knowledge Jam for Motorola IT110207 Source: Laurence Prusak and Al Jacobson, “The Cost of Knowledge,” Harvard Business Review , November, 2006, Reprint F0611H)  Boundary-spanning  Surfacing usable insights  Putting Knowledge to Work <ul><li>Simple calcs: </li></ul><ul><li>5-15 business days elapsed </li></ul><ul><li>$200/hr, </li></ul><ul><li>10hrs/interaction, </li></ul><ul><li>10 interactions/yr </li></ul><ul><li>$200 x 100 x 84% = $16,800/year one typical employee spends in these time-sinks annually </li></ul>
    5. 5. What is a “Knowledge Jam”? <ul><li>A formal process for bringing out know-how via a facilitated conversation between knowers and seekers, with a built-in step to circulate or “translate” what was learned . </li></ul>Knowledge Jam for Chicago KM 110208 Facilitation Conversation Translation
    6. 6. Key interactions in a Knowledge Jam Knowledge Jam for Chicago KM 110208 2.) “Topic” (Agenda) Planning Event 3.) Broker and Originator interviews 4.) Core team Final Meeting (“Choreography”) 5.) 90 minute Discover/ Capture Event(s) 6.) Broker Meeting(s) 7.) Web 2.0 Forums, links, alerts 8.) Sponsor and Broker Meeting(s) about “stickiness,” impact 1.) “Subject” Selection Meeting
    7. 7. Who Participates in a Knowledge Jam? <ul><li>Knowledge Originators </li></ul><ul><li>Knowledge Brokers </li></ul><ul><li>Facilitator </li></ul><ul><li>Sponsor (optional) </li></ul><ul><li>Champion (optional) </li></ul>Knowledge Jam for Chicago KM 110208
    8. 8. 1. Select Knowledge Jam for Chicago KM 110208 <ul><li>KJ Feasibility </li></ul><ul><li>Participants available? </li></ul><ul><li>(Stand-in available?) </li></ul><ul><li>Participants ready? </li></ul><ul><li>Facilitator available? </li></ul><ul><li>Knowledge is accessible? </li></ul><ul><li>Appropriate “cover” or safety? </li></ul><ul><li>Knowledge absorption rate? </li></ul><ul><li>Knowledge Impact </li></ul><ul><li>Improve efficiency? </li></ul><ul><li>Single points of failure? </li></ul><ul><li>Product/mkt innovation? </li></ul><ul><li>Job satisfaction? </li></ul><ul><li>Originators leaving/moving? </li></ul><ul><li>Surprisingly successful? </li></ul><ul><li>Surprisingly not? </li></ul>Facilitation [H] Conversation [M] Translation [L]  Portfolio of future Jams
    9. 9. 2. Plan <ul><li>Examples </li></ul><ul><li>Content vs. Process </li></ul><ul><li>Product vs. Program </li></ul><ul><li>Market vs. Industry </li></ul><ul><li>Upstream vs. Downstream </li></ul><ul><li>Design vs. Execution </li></ul>Knowledge Jam for Chicago KM 110208 Topic/Agenda-Setting Facilitation [H] Conversation [H] Translation [M]
    10. 10. 3. Discover/Capture <ul><li>Michael Wilkinson’s’ generic information gathering moves: </li></ul>Knowledge Jam for Chicago KM 110208 Help brokers take the lead during such moves Facilitation [H] Conversation [M] Translation [H] Float —– “ What about. . . ? What are the benefits?” Tag Question— “That’s important, isn’t it?” (warms people up) Prompt Question —–“What else might come into play?” Leading Question— “Are there solutions in the area of. . .?” Playback— “ Let me try to restate that. . . .” Redirect— “ Good point. Can we put that in the parking lot?” Indirect Probe— “ And the reason you did that is. . . .” Direct Probe— “ Why is that important?” Thank You!
    11. 11. 3. Discover/Capture (cont’d): Sample Output Knowledge Jam for Chicago KM 110208 First Example of Wi-fi on Trains (Pilot at Intel) Facilitation [H] Conversation [M] Translation [H] Topic Comments Summary/Implications What we planned in the technical design (compare to what we got/surprises) Originator 1: The project goal was to do wireless backhaul for all of the proof of concept, but we found out that the 40-ft. masts were not usable. (Can’t hang equipment from them.) We had to use other assets. We added some separate poles. Available pole structure for Wireless Backhaul may be limited. Originator 2: Design goal was to have each rail car using Wi-Fi. A stretch goal was overlapping coverage, so that riders could have access from adjacent cars if signal was disrupted. The BOM cars were ok, but the Galley cars (mostly metal), were not ok. Overlapping Wi-Fi coverage is limited by train construction. What are installation considerations (physical, power, thermal)? Originator 1: Installation is a lot more complex than client execs thought: (1) on train: need adequate space; (2) within car: used AC power for the proof of concept, but would normally use DC (cleaner power). We grabbed power off of a lighting circuit; (3) to the trackside: trackside backhaul to the network operating center (NOC). Help client appreciate installation complexity. Originator 2: Airflow and temperature are important in the train. Airflow and temperature Originator 1 : Antennas have to be rugged: This is a harsh environment (antenna lie flat on a metal roof in the hottest part of CA). Antenna ruggedness Originator 1: Vibration is a big issue on trains. Things come loose. More along the right of way, ground moves with other passing vehicles. Vibration tolerance Originator 2: Support cannot be required: There’s no one on the train who can support this. The system needs to be self-diagnosing. “ Self-healing” requirement Originator 1 : Installation is a true “construction project.” We barely scratched the surface during the proof of concept. It’s much more regulated in real life. Construction regulations
    12. 12. 4. Broker <ul><li>Brokers’ roles </li></ul><ul><li>Knowing / Representing the Knowledge-Customer or “Seeker” </li></ul><ul><li>Transforming Content </li></ul><ul><li>Promoting Translated Knowledge </li></ul><ul><li>Handling Knowledge perish-ability </li></ul><ul><li>Being a change agent! </li></ul>Knowledge Jam for Chicago KM 110208 Facilitation [L] Conversation [M] Translation [H]
    13. 13. 5. Reuse Knowledge Jam for Chicago KM 110208 Production Facility Benefits (Costs), in thousands (KJ Planner and Seeking Org team up to create something like this) [Illustrative] Results from Typical Scrap Improvement Cycle Results from Knowledge Jam- Informed Scrap Improvement Cycle Investment Knowledge Jam related (participants’ time through the KJ cycle, Jam-related collaboration technology improvements) (0) (20) Seeker organization ( design and tests of new formulations and new materials handing; adjustments to process and machinery for materials preparations, tolerances, temperatures; training) (50) (100) Subtotal, Investment (50) (120) First Year Contribution to Margin Materials and Scrap, net 100 300 Production Labor, net 50 100 Maintenance labor and equipment, net 50 100 Subtotal, Contribution to Margin 200 500 Total Year 1 Benefits $150 $380
    14. 14. Deep Dive: Facilitation <ul><li>Prioritizes </li></ul><ul><li>Coordinates </li></ul><ul><li>Sets Tone </li></ul><ul><li>Convenes </li></ul><ul><li>Presides </li></ul><ul><li>Models </li></ul><ul><li>Probes </li></ul><ul><li>Captures </li></ul><ul><li>Summarizes </li></ul><ul><li>Nudges </li></ul><ul><li>Measures </li></ul>Knowledge Jam for Chicago KM 110208
    15. 15. Deep Dive: Conversation Knowledge Jam for Motorola IT110207 2. Pursuit of Diversity Glen Beck! Paul Krugman! Gwen Stefani! Sara Palin! Robert Reich! 1. Posture of Openness Honor & Respect 3. Practices of Dialogue
    16. 16. Deep Dive: Translation Knowledge Jam for Chicago KM 110208 Type of Knowledge (illustrative) Seeker Profile (illustrative) Brokered Form (illustrative) Brokering Vehicle (illustrative) Process, e.g., how we ramped up a fabrication plant Another region or division planning to build a fab A process flow, e.g., with process step annotation Plant engineering tools’ process flow, video Product, e.g., how we defined a product map Another product team building a similar product Definitions of features, feature prioritization, template Product strategy presentations Market, e.g., how our target customer segment responded to an offer Customer Service organization evaluating staffing levels Sales log, “trial offer” notes and anecdotes Customer Service Representative (CSR) screens incorporating segment-related business intelligence Program, e.g., how we taught our special needs kids math Another school district educating Special Needs Annotated curriculum, lesson plans, video Online district-wide sample curriculums, teacher training resources Organization, e.g., how we managed internal stakeholders during a restructuring Change management teams for a restructuring in another division Stakeholder matrix, organization plan, message samples, reflections Online transition kits
    17. 17. Knowledge Jam Illustrations Knowledge Jam for Chicago KM 110208
    18. 18. Case Studies <ul><li>Bioproducts Research </li></ul><ul><li>Once NSF funding was exhausted, must shift from academic “initiative” to multi-party “institute” for commercialization. Team’s native market competencies were not known, repeatable </li></ul><ul><li>Healthcare Quality Imp. </li></ul><ul><li>An average of 1 year for team ramp-up costs resources, confidence, and lives. Yet, “positive deviant” hospital teams had significantly lower “gel”-time (integrate & practice quality recommendations) </li></ul>Knowledge Jam for Chicago KM 110208
    19. 19. Case Study: Biofuel/Bioproducts Institute Knowledge Jam <ul><li>Situation : Energy research program was shifting from academic “initiative” (NSF-funded) to “institute” </li></ul><ul><li>Burning Question : What can we glean from first 3 years of running the initiative to “hit the ground running” with the institute </li></ul><ul><li>Select/Plan before Knowledge Jam Event : 2.5 months </li></ul><ul><li>Participants (~20) : Chem engineers, chemists, sociologists, economists, business sponsors, industry associations </li></ul><ul><li>A Big Insight : Broadcast roadmaps (multi-dimensionally) </li></ul><ul><li>Result : Well-prepared for Board (which approved), project funding/staffing diversification </li></ul>Knowledge Jam for Chicago KM 110208
    20. 20. Case Study: Healthcare Quality Non-Profit Knowledge Jam <ul><li>Situation : Need to accelerate hospital teams’ time to “gel” (integrate & practice quality steps) </li></ul><ul><li>Burning Question : What’s “gelling”? What helps? Hinders? </li></ul><ul><li>Select/Plan before Knowledge Jam Event : 4 months </li></ul><ul><li>Participants (~10) : Nurses, Doctors, quality program mgrs, faculty, non-profit’s program designers </li></ul><ul><li>A Big Insight : Must “gel” intentionally (process, people, technique), but informal storytelling sticks </li></ul><ul><li>Result : “Gelling” added to org-wide design model </li></ul>Knowledge Jam for Chicago KM 110208
    21. 21. Discussion Knowledge Jam for Chicago KM 110208
    22. 22. Comparing Knowledge Jam to Other Capture-Transfer Methods Facilitation Conversation Translation Organizational Learning Collaboration Technology Intelligence Acquisition Search/Alerts After Action Review Mentoring Discussion Forums Wikis Reporting Interview Appreciative Inquiry Knowledge Harvesting Community of Practice Knowledge Jam Peer Assist Knowledge Jam Instructional Design Individual Journaling or Procedure Writing (not in graphic) IBM Innovation Jam™
    23. 23. Sample Subjects <ul><li>Accelerating Product, Market and Segment Innovations </li></ul><ul><li>Maximizing Combined Knowledge in Mergers Restructurings </li></ul><ul><li>Offshoring and Outsourcing </li></ul><ul><li>Overcoming Info-Glut / Jumpstarting Social Media initiatives </li></ul><ul><li>Smoothing Executive Transitions </li></ul><ul><li>Smoothing Team Transitions </li></ul><ul><li>Tapping Into Sales insights </li></ul>Knowledge Jam for Chicago KM 110208
    24. 24. What resonates for you? <ul><li>Where are you seeing facilitation work in a way that zeroes in on tacit knowledge? </li></ul><ul><li>Where are conversations getting out the important context? Online? Real-time? </li></ul><ul><li>Do you have a translation role? Is it a human? A subscription? </li></ul>Knowledge Jam for Chicago KM 110208
    25. 25. Let’s Jam! Knowledge Jam for Chicago KM 110208
    26. 26. Kate Pugh, AlignConsulting <ul><li>Kate has 16 years of consulting and seven years of industry experience. She held leadership positions with Intel Corporation, JPMorgan, and Fidelity. Kate helped run Intel Solution Services’ Knowledge and Process Mgt Group, led Fidelity Personal and Workplace Investments KM program, and initiated and ran the JPMorganChase’s Finance Portal Program. </li></ul><ul><li>Kate has extensive experience with MS SharePoint, Social media, database and collaboration tools. She has (co)designed and managed three major MS SharePoint initiatives. She has also helped launch and/or run over 20 communities of practice, including Intel’s award-winning Enterprise Architects’ community. </li></ul><ul><li>Kate has an MS/MBA from MIT Sloan, a BA in Economics from Williams College, and certificates in Dialogue, Facilitation, Mediation, Project Mgt., and LEAN Six Sigma. </li></ul><ul><li>Kate is authoring a book Sharing Hidden Know-How (Jossey-Bass, 2011). She has published in Harvard Business Review , NASA Ask Magazine , The European American Business Journal , and InPharmation . </li></ul>Knowledge Jam for Chicago KM 110208
    27. 27. Some Reading* <ul><li>Sharing Hidden Know-How (Jossey-Bass, March 2011) http://www.wiley.com/WileyCDA/WileyTitle/productCd-0470876816,descCd-description.html </li></ul><ul><li>“ Don’t Just Capture Knowledge – Put It to Work,” Katrina Pugh and Nancy M. Dixon, Harvard Business Review , May 2008. http://hbr.harvardbusiness.org/2008/05/dont-just-capture-knowledge-put-it-to-work/ar/1 </li></ul><ul><li>“ Knowledge Harvesting Project Knowledge,” Nancy M. Dixon and Kate Pugh, NASA ASK Magazine , Spring 2008. http://askmagazine.nasa.gov/pdf/pdf_whole/NASA_APPEL_ASK_30_Spring_2008.pdf </li></ul><ul><li>Sustainable Communities: To 10 CSFs for Keeping the Faith, July 19, 2010 http://synch.rono.us/social/blog.nsf/dx/07192010091946AMSLIHMX.htm </li></ul>*Now using “Jam” term instead of “Harvesting” Knowledge Jam for Chicago KM 110208 NASA Ask Magazine
    1. A particular slide catching your eye?

      Clipping is a handy way to collect important slides you want to go back to later.

    ×