Sikm knowledge jam (katrina pugh) 100615

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.

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

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

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”

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

Who Participates in a Knowledge Jam?
Knowledge Originators
Knowledge Brokers
Facilitator
Sponsor
Champion

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

Deep Dive: Facilitation Facilitator roles
Prioritizes
Coordinates
Sets Tone
Convenes
Presides
Models
Probes
Captures
Summarizes
Nudges
Measures

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

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?

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

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

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

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

Deep Dive: Translation (cont’d) Brokers’ Motivators
Need  Recall
Involvement  Intention
Other-Centeredness  Re-contextualization
Reflection / Sense-  Internalization making (esp. collective)

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

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)

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

Knowledge Jam Case Studies SIKM Knowledge Jam (Katrina Pugh) 100615

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)

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

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

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

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…:

Let’s Jam! SIKM Knowledge Jam (Katrina Pugh) 100615 Facilitation Conversation Translation

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

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.

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Sikm knowledge jam (katrina pugh) 100615

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