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Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
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Sikm knowledge jam (katrina pugh) 100615

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June 15, 2010 discussion with the SI KM Leaders about the Knowledge Jam process - a facilitated, conversation-based process for getting out hidden knowledge and putting it to work. (This presentation …

June 15, 2010 discussion with the SI KM Leaders about the Knowledge Jam process - a facilitated, conversation-based process for getting out hidden knowledge and putting it to work. (This presentation is best seen in "build" using powerpoint.)

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  • Knowledge Originators - SMEs or project veterans whose knowledge needs to be captured Knowledge Brokers - seekers accountable for using the knowledge & 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
  • Prioritizes Knowledge Jams and Knowledge Jam topics Assists coordination of planning and Knowledge Jam events Facilitates / creates a positive “sharing” environment Identifies and includes the right participants Offers a “just in time” knowledge-transfer during the Knowledge Jam cycle Introduces the event and its components Draws out questions from other participant Electronically captures notes for review by all stakeholders and reconfirm broker commitment to “brokering” Summarizes Reminds brokers of brokering responsibilities Models re-use behavior
  • Voice (Involvement, need or intention) : We are more likely to make use of a new idea or change effort if we had a hand in creating it. Our search for knowledge is triggered by specific needs (a problem, task, puzzle) and we are most likely to remember and use ideas that satisfy those needs. Respect : Our memory is heightened when we are present for another, respecting their words Suspension (holding back our mental models) : We refine our thinking, share our knowledge, and produce insights only through suspension. That is, holding back our judgments and positions. Listening (reflection/ systems thinking) : It is reflection on experience that brings us useful lessons. Trying not to use too much Organizational Learning language here on the slide.
  • Need – heightened senses Involvement story – african farmers Reflection/sense-making – effort justification / social learning Other-centeredness story -- Personal shopper
  • 1. Midas: How do they stage and nudge the conversation 2. Voice – Respect – Listening – Suspension 3. Your “broker” - Do they share with you persuasively? Why are you inclined to put those ideas “to work”?
  • Transcript

    • 1. Sharing Hidden Know-How: How Managers Solve Thorny Problems with the Knowledge Jam SI KM Leaders Community June 15, 2010 Kate Pugh Align Consulting [email_address] SIKM Knowledge Jam (Katrina Pugh) 100615 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.
    • 2. Topics
      • Intro Case studies: How did we do that? Can we (not) do it again?
      • Knowledge Jam
        • Basics
        • Roots
        • For Social Media
        • In Good Company
      • Case Studies
      SIKM Knowledge Jam (Katrina Pugh) 100615
    • 3. Introducing our Case Studies: How did we do that? Can we (not) do it again?
      • Bioproducts Research
      • 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
      • Healthcare Quality Imp.
      • 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)
      SIKM Knowledge Jam (Katrina Pugh) 100615 Knowledge Blind Spots Knowledge Mismatches Knowledge Jail  Boundary-spanning  Surfacing usable insights  Putting Knowledge to Work
    • 4. We waste time getting out tacit knowledge SIKM Knowledge Jam (Katrina Pugh) 100615 Source: Laurence Prusak and Al Jacobson, “The Cost of Knowledge,” Harvard Business Review , November, 2006, Reprint F0611H) “ Get me to the experts!” “ Help me understand the context!” “ Make it easier to put this insight to work!” 1. “Facilitation” 2. “Conversation” 3. “Translation”
    • 5. What is a “Knowledge Jam”?
      • A formal process for bringing out tacit knowledge via a facilitated conversation between knowers and seekers, with a built-in step to circulate or “translate” what was learned .
      SIKM Knowledge Jam (Katrina Pugh) 100615 Facilitation Conversation Translation
    • 6. Who Participates in a Knowledge Jam?
      • Knowledge Originators
      • Knowledge Brokers
      • Facilitator
      • Sponsor
      • Champion
      SIKM Knowledge Jam (Katrina Pugh) 100615
    • 7. Key interactions in a Knowledge Jam Knowledge Jam 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
    • 8. Deep Dive: Facilitation Facilitator roles
      • Prioritizes
      • Coordinates
      • Sets Tone
      • Convenes
      • Presides
      • Models
      • Probes
      • Captures
      • Summarizes
      • Nudges
      • Measures
      SIKM Knowledge Jam (Katrina Pugh) 100615
    • 9. Deep Dive: Facilitation (cont’d): Knowledge Jam Subject Selection SIKM Knowledge Jam (Katrina Pugh) 100615 (Tech Consulting Example: Quarterly Subject Selection Criteria) Market Share
      • Enables cross-sell to specific client or segment
      Productivity
      • Complements existing process definitions
      • Identifies and promotes regional innovation
      • Provides insight into partners’ needs
      • Fills in gaps in consultant training
      • Advances the project management practice
      Revenue
      • Provides consulting innovators visibility into project
      • Helps improve specific projects or sales in-flight
      • Helps with case-studies for marketing team
    • 10. Deep Dive: Facilitation (cont’d)
      • Examples
      • Content vs. Processroduct vs. Program
      • Market vs. Industry
      • Upstream vs. Downstream
      • Design vs. Execution
      SIKM Knowledge Jam (Katrina Pugh) 100615 Topic/Agenda-Setting Drawing out Insights
      • Scaffolding
      • E.g., “testing process,” “3-Cs,” “DMAIC,” “Flow sheet”
      • Content-probe
      • Definitions
      • Boundaries
      • Logic and Intuition
      • Context-probe
      • What system?
      • What condition?
      • What process?
      • What relationships?
    • 11. Deep Dive: Conversation SIKM Knowledge Jam (Katrina Pugh) 100615 2. Pursuit of Diversity Glen Beck! Paul Krugman! M. Yunis! Sara Palin! Robert Reich! 1. Posture of Openness Honor & Respect 3. Practices of Dialogue
    • 12. Deep Dive: Conversation (cont’d) Dialogue Practices Knowledge Jam         Interact Depth/Context Presence Ownership Sense-making Act (“translate”)! Application Retention Stewardship Interpretation Dialogue Practices
      • Listening
      • Respect
      • Voice
      • Suspension
    • 13. Deep Dive: Translation Brokering Basics
      • Knowing and Representing the Knowledge-Customer or “Seeker”
      • Transforming Content
      • Being a change agent
      • Promoting Translated Knowledge
      • Handling Knowledge perish-ability
      SIKM Knowledge Jam (Katrina Pugh) 100615
    • 14. Deep Dive: Translation (cont’d) Sample transformations SIKM Knowledge Jam (Katrina Pugh) 100615 Type of Knowledge Seeker Profile Brokered Form Brokering Vehicle 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 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
    • 15. Deep Dive: Translation (cont’d) Brokers’ Motivators
      • Need  Recall
      • Involvement  Intention
      • Other-Centeredness  Re-contextualization
      • Reflection / Sense-  Internalization making (esp. collective)
      SIKM Knowledge Jam (Katrina Pugh) 100615
    • 16. Roots: Competencies for Managing Change SIKM Knowledge Jam (Katrina Pugh) 100615 Organizational Learning (1993+) Collaboration Technology (1992+) Intelligence Acquisition (2000s) Adaptation Exposure Co-creation Systems Thinking Diversity Dialogue Intentional Insight Container-building Shared Value Knowledge Jam Translation Facilitation Conversation
    • 17. KJ Process/Culture as “Jump Start” for Social Media Initiatives
      • Social Media / E2.0 Challenges:
      • Wrong topics/people
      • Hold-back/mistrust/defensiveness
      • Depth is “ragged”
      • Glut/transfer left to hazard
      • Amnesia
      SIKM Knowledge Jam (Katrina Pugh) 100615 Facilitation ( intention ) Conversation ( openness ) Translation ( stewardship ) Knowledge Jam Disciplines (and culture)
    • 18. In Good Company: Comparing Knowledge Jam to Other Capture-Transfer Methods Facilitation Conversation Translation Knowledge Jam Instructional Design Individual Journaling or Procedure Writing (not in graphic) Organizational Learning Collaboration Technology Intelligence Acquisition Search/Alerts After Action Review Mentoring Discussion Forums Wikis Reporting Interview Appreciative Inquiry Knowledge Harvesting Innovation Jam Community of Practice Knowledge Jam Peer Assist
    • 19. Knowledge Jam Case Studies SIKM Knowledge Jam (Katrina Pugh) 100615
    • 20. Revisiting our Case Studies
      • Bioproducts Research
      • 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
      • Healthcare Quality Imp.
      • 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)
      SIKM Knowledge Jam (Katrina Pugh) 100615
    • 21. 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, project funding/staffing diversification
      SIKM Knowledge Jam (Katrina Pugh) 100615
    • 22. 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 model
      SIKM Knowledge Jam (Katrina Pugh) 100615
    • 23. Healthcare Quality Non-Profit (cont’d): “Gelling” Knowledge Jam Summary
      • Framing goal-setting :
      • Shared experience  shared values
      • Goal-setting as team-building
      • Act :
      • Frame as multidisciplinary
      • Voice individuals’ goals
      • Simplify; Be Flexible
      • What Binds a team? :
      • Shared memory
      • Personal relationships
      • Tough conversations
      • Act:
      • Meet informally/offsite
      • Talk to a peer organization
      • Know each others’ tasks
      • Use conflict productively
      • Be resilient
      Goal-Setting Relationship-building
      • What shifts decision-making?:
      • Values made explicit
      • An experience that multidisciplinary = effective
      • Act:
      • Build new inclusive processes (with multiple disciplines)
      • Call attention to outcomes of multidisciplinary decisions
      Decision-Making
      • Role of data in “gelling”
      • Data neutralizes
      • Benchmarking  credibility
      • Story telling  memorability
      • Act:
      • Trigger tools
      • Have human “drivers”
      • Combine data + story-telling
      Data
      • Team-Sustaining principles:
      • Culture reinforces tactics
      • Resilience
      • Onboarding newcomers
      • Act:
      • Publish values, goals, common language
      • Acknowledge individuals
      • Use story-telling
      Sustaining the Team
      • Org-Sustaining principles:
      • Culture, not just process
      • Evidence of improvement
      • Inclusion of multiple disciplines
      • Act :
      • Trigger tool  learning
      • Pace work/“building blocks”
      • Use project management
      • Keep it on the agenda
      Sustaining Org’s Commitment SIKM Knowledge Jam (Katrina Pugh) 100615
    • 24. You
      • Think about a person who has the “Midas Touch”--they get people talking and even learning about themselves
      • Think about cultures that make it easy for people to “reflect” on results: What enables/ hinders this from happening?
      • Think about a friend or coworker who is on the lookout on your behalf, e.g., for stories, sites, buddies, bargains…:
      SIKM Knowledge Jam (Katrina Pugh) 100615
    • 25. Let’s Jam! SIKM Knowledge Jam (Katrina Pugh) 100615 Facilitation Conversation Translation
    • 26. Some Reading*
      • “ 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 Magazine , Spring 2008. http://askmagazine.nasa.gov/pdf/pdf_whole/NASA_APPEL_ASK_30_Spring_2008.pdf
      • Book Coming soon! Sharing Hidden Know-How: How Managers Solve Thorny Problems with the Knowledge Jam (Jossey-Bass, Winter 2010-2011)
      NASA Ask Magazine *Now using “Jam” term instead of “Harvesting” SIKM Knowledge Jam (Katrina Pugh) 100615
    • 27. Kate Pugh, AlignConsulting
      • Kate has 16 years of consulting and seven years of industry experience. Kate consulted with Monitor Group, Oliver Wyman (formerly Mercer Management Consulting), PwC Consulting/IBM and Dialogos, Inc. Sample clients include AstraZeneca, Fidelity Investments, Fleishman-Hillard, Institute for Healthcare Improvement, Mitokine Bioscience, Motorola, State Farm, and Wellpoint/Anthem. Kate launched the KM strategy practice with PwC/IBM, and led dozens of KM strategy engagements.
      • Kate held leadership positions with Intel Corporation, JPMorgan, and Fidelity. Kate launched and ran Fidelity Personal and Workplace Investments KM program, co-managed Intel Solution Services’ Knowledge and Process Mgt Group, and initiated and ran the JPMorganChase’s Finance Portal Program for 4,000 users.
      • She has also helped launch and/or run over 20 communities of practice, including Intel’s award-winning Enterprise Architects’ community.
      • Kate has extensive experience with MS SharePoint, Social media, EMC Documentum, eRoom, and Lotus Notes. She has (co)designed and managed three major MS SharePoint initiatives, including MOSS.
      • 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 has published in Harvard Business Review , NASA Ask Magazine , The European American Business Journal , and InPharmation , and is authoring a book “Knowledge Jam” (Jossey-Bass, 2011.) She has lectured or workshopped at MIT Sloan School of Management, Babson University, Center for Business Intelligence, and CPSquare.
      • Kate is a member of Knowledge Elicitation and Transfer CoP, SI KM Leaders (Int’l and Boston), and Boston KM Forum.
      SIKM Knowledge Jam (Katrina Pugh) 100615

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