Conversation Channels Insight Into Action!

Conversation Channels Insight Into Action! Kate PughA Service Of: Sponsored by:

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Today’s Speaker Kate Pugh Author, President, Educator AlignConsulting and Columbia UniversityAssisting with chat questions: Hosting:April Hunt, Nonprofit Webinars Sam Frank, Synthesis PartnershipA Service Of: Sponsored by:

Conversation Channels Insight Into Action! Knowledge Jam Concepts for Nonprofit Webinars September 14, 2011 Kate Pugh AlignConsulting Author of Sharing Hidden Know-How www.alignconsultinginc.com katepugh@alum.mit.edu Twitter: @katrinapugh(c) 2011 AlignConsulting 5

Agenda • The Knowledge Jam –What’s the problem? –What’s Knowledge Jam? –Deep dive on facilitation, conversation, translation • Comparing K Jam to other knowledge-capture tools • You(c) 2011 AlignConsulting 6

―Convening‖ is today’s leadership edge 1990s 2000s 2010sBoast Raw skill Networks and Convening (in technologies, Relationships people and ideas markets) (people, companies, (even ones we nations) don’t know) Raytheon Nike Facebook GE Ebay TwitterBig Apple Amazon Google Hewlett Packard Walmart Partners in Health Compaq World Bank Bill & Melinda Partners in Health Pew Research Gates FoundationBuzz Dot-com “nano” “social”(c) 2011 AlignConsulting 7

$85,000 opportunity cost (est.) for every 100 nonprofit knowledge workers $8,400 opportunity cost per year, per employee or volunteer in these time-sinks Source: Laurence Prusak and Al Jacobson, ―The Cost of Knowledge,‖ Harvard Business Review, November, 2006, Reprint F0611H) (Kate Pugh’s simple calculations 5-15 business days elapsed; $100/hr, 10hrs/interaction, 10 interactions/yr; $100 x 100 x 84% = $8,400/year one typical employee spends in these time-sinks annually)(c) 2011 AlignConsulting 8

Tapping into hidden know-how pays off for nonprofits (and their ecosystem)…  Developing new programs  Leadership/team transitions  Initiating partnerships  Overcoming Info-Glut  Sharing comms. insights  Integrating mergers  Adopting social Media or other tech initiatives(c) 2011 AlignConsulting 9

Knowledge Jam defined Knowledge Jam is a process for bringing out know-how via a facilitated conversation between knowers and learners, with a built-in step to circulate or “translate” what was learned. Facilitation (boundary spanning) Conversation Translation (surfacing usable (putting know-how insights) to work)(c) 2011 AlignConsulting 11

Knowledge Jam’s ―conversation‖ is not the end point – reuse is 3. Discover/ 1. Select 2. Plan 4. Broker 5. Reuse Capture Scope, Get partici- Facilitate Translate and Apply and Sponsor pants, topics conversation circulate measure(c) 2011 AlignConsulting 12

Case Study: Institute for Healthcare Improvement Knowledge Jam • Situation: Need to accelerate perinatal 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, non-profit’s program designers and faculty, • A Big Insight: Must ―gel‖ intentionally (process, people, gatherings, quality techniques), but informal storytelling sticks • Result: ―Gelling‖ added to org-wide design model Jamming with the Institute for Healthcare Improvement ― (NASA Ask Magazine, Winter, 2011) http://www.nasa.gov/offices/oce/appel/ask/issues/41/41i_jamming.html(c) 2011 AlignConsulting 13

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 and integrate roadmaps (multi-dimensionally). Don’t wait until after you solve a problem to share it. • Result: Well-prepared for Board (which approved); increased project funding; staffing diversification.Knowledge Jam for Chicago KM 110208 14

1. Facilitation Discipline (cont’d) 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 these movesKnowledge Jam for Chicago KM 110208 17

2. Conversation Discipline Posture of Openness Glen Beck! John Paul Stewart! Krugman! Pursuit of Diversity Voice Sense of agency or authority (opposite: Idolatry) Michele Lady Bachman! Gaga! Suspension Listening Not judging Not assuming (opposite: Certainty ) (opposite: Abstraction Practices of Dialogue Respect Appreciating what is (opposite: Violence)(c) 2011 AlignConsulting 18

2. Conversation Discipline (cont’d): shared record typed and displayed in real-time School’s Advancement office (brokers) Jamming with Ivy League fundraising veteran (originator) Topic Comments Summary/Implications Plank 1:  Broker 1: We are working on a number of things for this phase of the 2010 campaign. We call Phonathons may train "Investing in them Planks. The first plank is about expanding to future donors. students as future Agents. the Future  Originator: We get young students involved in solicitation. We have a phonathon and 30-50 people Consider having a recent Donor Base" come. We give them food, drink (not too much). We see a lot of camaraderie. It can be great for alum phonathon (e.g., non- training students to be agents. I’d love to have us train a bunch and select them as a “team” who donors, stay with the annual fund for year. younger Keep up the interactions, donors,  Broker 1: Our team mate has shown us that the younger classes don’t like the phones. And even the “fun” as solicitation stretch some older classes like connecting at least in part with email. What about using social media like moves to non-phone (e.g., giving) Facebook? social) media.  Originator: I’m not big into that, but others are. Anything that makes them feel wanted is good. I was surprised how much the male alums had a ball together on the phones. Plank 2:  Broker 1: Another plank is “Improving our Asking Techniques.” "Improving  Originator: Yes. In two words: “Shut Up!” I’m concerned that Ivey League Univ. is giving over a lot Asking of the asking to the students. It’s a big mistake. They just don’t have that skill. You need Techniques" information. I was hostess for some of Ivey League Univ.’s cruises and really got to know people. You need to be armed with this information about the people. Get to know donors; know about them,  Broker 1: So, you really get to know them? especially where there  Originator: Yes, it takes time. At the first meeting you don’t ask. You get to know them. are current events which impact the asking level or  Broker 1: Did you ever ask people to “top off” their gift? timing  Originator: Never. Well, not usually. But I learned how to communicate with […].  Broker 1: How much research should a small school like the school be doing? Especially given limited resources? Consider having Trustees  Originator: Research is really important. Have a folder on the biggest donors. Get all of the names help with research connected. Maybe the trustees can help? They may know a lot.!(c) 2011 AlignConsulting 19

3. Translation Discipline Brokers’ roles • Representing the ―Seekers‖ • ―Remixing‖ Content • Promoting learning • Handling perish-ability • Measuring impact • Being a change agent!(c) 2011 AlignConsulting 20

2. Translation Discipline (cont’d) Type of Knowledge Brokering Vehicle Seeker Profile (illustrative) Brokered Form (illustrative) (illustrative) (illustrative) Process, e.g., how we Another region Annotated process flow Work aid, kit, video ramped up a health intervention Service, e.g., how we Another program team Feature prioritization, Service roll-out defined a Service template presentations lifecycle Target community, e.g., Regional service Pilot log, ―trial‖ notes Customer Service rep how our target customer organization and anecdotes (CSR) screens segment responded to advocacy Program, e.g., how we Another school district Lesson plans Online district-wide taught our special sample curriculums needs kids math Organization, e.g., how Change management Stakeholder matrix, Online transition kits we managed internal teams message samples, etc. stakeholders during a restructuringKnowledge Jam for Chicago KM 110208 21

Comparing Knowledge Jam to Other Capture-Transfer Methods Organizational Learning Collaboration Technology Translation After Action Review IBM Innovation Search/Alerts Jam™ Mentoring Peer Assist Clipping services 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)(c) 2011 AlignConsulting 22

You are the Knowledge Jam convener Spans boundaries • Brings people and ideas together • Prioritizes • Coordinates FacilitationPuts knowledge to work Surfaces usable insight • Summarizes • Tone of common curiosity • Translates • Models • Measures and Nudges • Probes, Captures Translation Conversation(c) 2011 AlignConsulting 23

You can grow the knowledge jam ―convening competency‖… • Identify the risk implications of  Start a knowledge portfolioFacilitation blindspots (―feasibility and impact‖ 2x2) • Span boundaries across  Social NW analysis, social media unconnected groups planningConversation • Convene break-through  Facilitation, dialogue, systems conversations thinking, café models • Inspire responsibility for shared  Change mgt., Stakeholder mgt., learning, and collective change impact communicationTranslation • Get people thinking about  Story telling, case development analogous cases(c) 2011 AlignConsulting 24

Discussion 1. Facilitation: Where might it help to span boundaries intentionally, rather than wait for that to happen? 2. Conversation: When do text or document-based methods omit critical context? What does conversation add? 3. Translation: How might involving ―brokers‖ – people invested in outcomes -- improve the likelihood that knowledge gets put to work?(c) 2011 AlignConsulting 25

Kate Pugh, AlignConsulting and Columbia University • Kate has 17 years of consulting and seven years of industry experience. She held leadership positions with Intel Corporation, JPMorgan, and Fidelity. She is on the faculty of Columbia University’s Information and Knowledge Strategy Masters program, and is author of Sharing Hidden Know-How (Jossey-Bass/Wiley, 2011). • Kate helped run Intel Solution Services’ Knowledge and Process Mgt Group, led Fidelity Personal & Workplace Investments KM, and initiated and ran the JPMorganChase’s Finance Portal Program. • Kate has helped launch and/or run over 20 communities of practice, including Intel’s award-winning Enterprise Architects’ community. Sample clients include Fidelity Investments, The Gates Foundation, www.alignconsultinginc.com katepugh@alum.mit.edu Institute for Healthcare Improvement, Medtronic, Mitokine Bioscience, Twitter: @katrinapugh Project Management Institute, and The World Bank. Kate is on the Board of Knowledge Mgt. Institute Canada. • 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 articles in Harvard Business Review, NASA Ask Magazine, Dashboard Insight, IBM Syn.Chrono.us Blog and Ivey Business Journal.(c) 2011 AlignConsulting 26

Some Reading • Sharing Hidden Know-How (Jossey- Bass, April 2011) • ―Knowledge Jam: Three Disciplines to Beat the Merger Performance Odds,” Ivey Business Journal, July/August, 2011. • Jamming with the Institute for Healthcare Improvement ― (NASA Ask Magazine, Winter, 2011) • ―Don’t Just Capture Knowledge – Put It NASA Ask Magazine to Work,‖ Katrina Pugh and Nancy M. Dixon, Harvard Business Review, May 2008. • Sustainable Communities: Top 10 CSFs for Keeping the Faith, IBM Synch.rono.us Blog, July 19, 2010(c) 2011 AlignConsulting 27

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Conversation Channels Insight Into Action!

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