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Presentation to the Chicago KM Forum 2/7/11 on the process of the Knowledge Jam, and its three disciplines of facilitation, conversation, and translation. Also discusses when to use the Knowledge Jam. ...

Presentation to the Chicago KM Forum 2/7/11 on the process of the Knowledge Jam, and its three disciplines of facilitation, conversation, and translation. Also discusses when to use the Knowledge Jam.

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Knowledge jam for chicago km 110208 Presentation Transcript

  • 1. Sharing Hidden Know-How Knowledge Jam Concepts for Chicago KM February 8, 2011 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 Kate Pugh capture enough nuance to make it actionable elsewhere. Knowledge Jam is a novel process for getting out and Align Consulting circulating insight. It stands apart because it is facilitated, collective, and intentionally shares the responsibility for applying katepugh@alum.mit.edu 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!Knowledge Jam for Chicago KM 110208 1
  • 2. Topics • What’s not working? • What’s Knowledge Jam? • Case Studies • DiscussionKnowledge Jam for Chicago KM 110208 2
  • 3. If KM is ―levering knowledge for business value,‖ what’s holding us back? Knowledge Knowledge Knowledge “Blind Spots” “Mismatches” “Jails”Knowledge Jam for Chicago KM 110208 3
  • 4. We waste time ―getting out‖ hidden knowledge Simple calcs: 5-15 business days elapsed •$200/hr, •10hrs/interaction, •10 interactions/yr $200 x 100 x 84% = $16,800/year one typical employee spends in these time-sinks annually Source: Laurence Prusak and Al Jacobson, ―The Cost of Knowledge,‖ Harvard Business Review, November, 2006, Reprint F0611H)Knowledge Jam for Motorola IT110207 4
  • 5. What is a ―Knowledge Jam‖? 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. Facilitation Conversation TranslationKnowledge Jam for Chicago KM 110208 5
  • 6. Key interactions in a Knowledge Jam 3. Discover/ 1. Select 2. Plan 4. Broker 5. Reuse Capture Scope, Get partici- Facilitate Translate and Apply and Sponsor pants, topics conversation circulate measure1.) ―Subject‖ 2.) ―Topic‖ (Agenda) 5.) 90 minute 6.) Broker 8.) Sponsor andSelection Planning Event Discover/ Meeting(s) Broker Meeting(s)Meeting Capture about ―stickiness,‖ 3.) Broker and Event(s) 7.) Web 2.0 impact Originator interviews Forums, links, alerts 4.) Core team Final Meeting (―Choreography‖)Knowledge Jam for Chicago KM 110208 6
  • 7. Who Participates in a Knowledge Jam? • Knowledge Originators • Knowledge Brokers • Facilitator • Sponsor (optional) • Champion (optional)Knowledge Jam for Chicago KM 110208 77
  • 8. Facilitation [H] Conversation [M] Translation [L] 1. Select Knowledge Impact KJ Feasibility • Improve efficiency? • Participants available? • Single points of failure? (Stand-in available?) • Product/mkt innovation? • Participants ready? • Job satisfaction? • Facilitator available? • Originators leaving/moving? • Knowledge is accessible? • Surprisingly successful? • Appropriate ―cover‖ or safety? • Surprisingly not? • Knowledge absorption rate?  Portfolio of future JamsKnowledge Jam for Chicago KM 110208 8
  • 9. Facilitation [H] Conversation [H] Translation [M] 2. Plan Topic/Agenda-Setting Examples • Content vs. Process • Product vs. Program • Market vs. Industry • Upstream vs. Downstream • Design vs. ExecutionKnowledge Jam for Chicago KM 110208 9
  • 10. Facilitation [H] Conversation [M] Translation [H] 3. Discover/Capture Michael Wilkinson’s’ generic information gathering moves: Indirect Probe—― Direct Probe—― And the reason Why is that you did that is. . Tag Question— important?‖ . .‖ ―That’s important, isn’t it?‖ (warms people up) Prompt Question—– Redirect— ―What else ―Good point. might come into Can we put that play?‖ in the parking Playback— lot?‖ ―Let me try to restate that. . . .‖ Leading Question— Float—– ―Are there solutions in the ―What about. . . Thank You! area of. . .?‖ ? What are the benefits?‖ Help brokers take the lead during such movesKnowledge Jam for Chicago KM 110208 10
  • 11. Facilitation [H] 3. Discover/Capture (cont’d): Conversation [M] Translation [H] Sample Output First Example of Wi-fi on Trains (Pilot at Intel) Topic Comments Summary/Implications What we planned in Originator 1: The project goal was to do wireless backhaul for all of the Available pole structure the technical design proof of concept, but we found out that the 40-ft. masts were not for Wireless Backhaul (compare to what usable. (Can’t hang equipment from them.) We had to use other may be limited. we got/surprises) assets. We added some separate poles. Originator 2: Design goal was to have each rail car using Wi-Fi. A Overlapping Wi-Fi stretch goal was overlapping coverage, so that riders could have coverage is limited by access from adjacent cars if signal was disrupted. The BOM cars were train construction. ok, but the Galley cars (mostly metal), were not ok. What are Originator 1: Installation is a lot more complex than client execs Help client appreciate installation thought: (1) on train: need adequate space; (2) within car: used AC installation complexity. considerations power for the proof of concept, but would normally use DC (cleaner (physical, power, power). We grabbed power off of a lighting circuit; (3) to the trackside: thermal)? trackside backhaul to the network operating center (NOC). 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 ruggedness (antenna lie flat on a metal roof in the hottest part of CA). Originator 1: Vibration is a big issue on trains. Things come loose. Vibration tolerance More along the right of way, ground moves with other passing vehicles. Originator 2: Support cannot be required: There’s no one on the train “Self-healing” who can support this. The system needs to be self-diagnosing. requirement Originator 1: Installation is a true ―construction project.‖ We barely Construction scratched the surface during the proof of concept. It’s much more regulations regulated in real life.Knowledge Jam for Chicago KM 110208 11
  • 12. Facilitation [L] Conversation [M] Translation [H] 4. Broker Brokers’ roles • Knowing / Representing the Knowledge-Customer or ―Seeker‖ • Transforming Content • Promoting Translated Knowledge • Handling Knowledge perish-ability • Being a change agent!Knowledge Jam for Chicago KM 110208 12
  • 13. 5. Reuse Production Facility Benefits (Costs), in thousands (KJ Planner and Seeking Org team up to create something like this) [Illustrative] Results from Results from Knowledge Jam- Typical Scrap Informed Scrap Improvement Improvement Cycle Cycle Investment Knowledge Jam related (0) (20) (participants’ time through the KJ cycle, Jam-related collaboration technology improvements) Seeker organization (50) (100) (design and tests of new formulations and new materials handing; adjustments to process and machinery for materials preparations, tolerances, temperatures; training) 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 $380Knowledge Jam for Chicago KM 110208 13
  • 14. Deep Dive: Facilitation • Prioritizes 2 1 • Coordinates Facilitate Discover/Capture • Sets Tone 3 Event • Convenes Participate in Project or knowledge Bring in Knowledge Brokers from other domain “Portfolio” teams; Plan Topics • Presides discussions; Select projects to Jam; with Originators, Brokers • Models • Probes 4a 4b “Oscar The Facilitator” • Captures Assist brokers in Carry • Summarizes translating new knowledge knowledge to other teams • Nudges • MeasuresKnowledge Jam for Chicago KM 110208 14
  • 15. Deep Dive: Conversation 1. Posture of Openness Glen Honor & Respect Beck! Robert Paul Reich! Krugman! 2. Pursuit of Diversity Voice Sense of agency or authority (opposite: Idolatry) Sara Gwen Palin! Stefani! Suspension Listening Not judging Not assuming (opposite: Certainty ) (opposite: Abstraction 3. Practices of Dialogue Respect Appreciating what is (opposite: Violence)Knowledge Jam for Motorola IT110207 15
  • 16. Deep Dive: Translation Type of Knowledge Brokering Vehicle Seeker Profile (illustrative) Brokered Form (illustrative) (illustrative) (illustrative) Process, e.g., how we Another region or A process flow, e.g., Plant engineering tools’ ramped up a fabrication division planning to with process step process flow, video plant build a fab annotation Product, e.g., how we Another product team Definitions of features, Product strategy defined a product map building a similar feature prioritization, presentations product template Market, e.g., how our Customer Service Sales log, ―trial offer‖ Customer Service target customer organization evaluating notes and anecdotes Representative (CSR) segment responded to staffing levels screens incorporating an offer segment-related business intelligence Program, e.g., how we Another school district Annotated curriculum, Online district-wide taught our special educating Special lesson plans, video sample curriculums, needs kids math Needs teacher training resources Organization, e.g., how Change management Stakeholder matrix, Online transition kits we managed internal teams for a organization plan, stakeholders during a restructuring in another message samples, restructuring division reflectionsKnowledge Jam for Chicago KM 110208 16
  • 17. Knowledge Jam IllustrationsKnowledge Jam for Chicago KM 110208 17
  • 18. Case Studies Bioproducts Research Healthcare Quality Imp. Once NSF funding was An average of 1 year for team exhausted, must shift from ramp-up costs resources, academic “initiative” to multi- confidence, and lives. Yet, party “institute” for “positive deviant” hospital commercialization. Team’s teams had significantly lower native market competencies “gel”-time (integrate & practice were not known, repeatable quality recommendations)Knowledge Jam for Chicago KM 110208 18
  • 19. Case Study: Biofuel/Bioproducts Institute Knowledge Jam • Situation: Energy research program was shifting from academic ―initiative‖ (NSF-funded) to ―institute‖ • Burning Question: What can we glean from first 3 years of running the initiative to ―hit the ground running‖ with the institute • Select/Plan before Knowledge Jam Event: 2.5 months • Participants (~20): Chem engineers, chemists, sociologists, economists, business sponsors, industry associations • A Big Insight: Broadcast roadmaps (multi-dimensionally) • Result: Well-prepared for Board (which approved), project funding/staffing diversificationKnowledge Jam for Chicago KM 110208 19
  • 20. Case Study: Healthcare Quality Non-Profit Knowledge Jam • Situation: Need to accelerate hospital teams’ time to ―gel‖ (integrate & practice quality steps) • Burning Question: What’s ―gelling‖? What helps? Hinders? • Select/Plan before Knowledge Jam Event: 4 months • Participants (~10): Nurses, Doctors, quality program mgrs, faculty, non- profit’s program designers • A Big Insight: Must ―gel‖ intentionally (process, people, technique), but informal storytelling sticks • Result: ―Gelling‖ added to org-wide design modelKnowledge Jam for Chicago KM 110208 20
  • 21. DiscussionKnowledge Jam for Chicago KM 110208 21
  • 22. Comparing Knowledge Jam to Other Capture-Transfer Methods Organizational Learning Collaboration Technology Translation After Action Review IBM Innovation Search/Alerts Jam™ Mentoring Peer Assist Discussion Forums Wikis Knowledge Jam Instructional Community of Design PracticeConversation Intelligence Acquisition Reporting Interview Appreciative Inquiry Knowledge HarvestingIndividual Journaling or FacilitationProcedure Writing(not in graphic)Knowledge Jam 22
  • 23. Sample Subjects  Accelerating Product, Market and Segment Innovations  Maximizing Combined Knowledge in Mergers Restructurings  Offshoring and Outsourcing  Overcoming Info-Glut / Jumpstarting Social Media initiatives  Smoothing Executive Transitions  Smoothing Team Transitions  Tapping Into Sales insightsKnowledge Jam for Chicago KM 110208 23
  • 24. What resonates for you? 1. Where are you seeing facilitation work in a way that zeroes in on tacit knowledge? 2. Where are conversations getting out the important context? Online? Real-time? 3. Do you have a translation role? Is it a human? A subscription?Knowledge Jam for Chicago KM 110208 24
  • 25. Let’s Jam!Knowledge Jam for Chicago KM 110208 25
  • 26. Kate Pugh, AlignConsulting • 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. • 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.• 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.• 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.Knowledge Jam for Chicago KM 110208 26
  • 27. Some Reading* • Sharing Hidden Know-How (Jossey-Bass, March 2011) http://www.wiley.com/WileyCDA/WileyTitle/produc tCd-0470876816,descCd-description.html • ―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 • ―Knowledge Harvesting Project Knowledge,‖ Nancy M. Dixon and Kate Pugh, NASA ASK NASA Ask Magazine Magazine, Spring 2008. http://askmagazine.nasa.gov/pdf/pdf_whole/NAS A_APPEL_ASK_30_Spring_2008.pdf • Sustainable Communities: To 10 CSFs for Keeping the Faith, July 19, 2010 http://synch.rono.us/social/blog.nsf/dx/071920100 91946AMSLIHMX.htm *Now using ―Jam‖ term instead of ―Harvesting‖Knowledge Jam for Chicago KM 110208 27