Tapping into the Agility of Knowledge Networks and Communities

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Nonprofits are increasingly turning outside to discover and spread insight about their programs, target markets, science, and processes. A powerful organizational model to do this is the knowledge network (also called community of practice). The knowledge network rides less on formal partnerships, markets or hierarchies and more on powerful social ties to drive collaborative innovation and learning. Not all knowledge networks are created alike, but there are some success factors that are universal, such as agile leadership, real-time meetings, effective use of technology, and clear mission and measurement. Please join Kate Pugh, author of Sharing Hidden Know-How (Jossey-Bass/Wiley, 2011) in a lively discussion about knowledge networks. We’ll look at ten years of research and practice on knowledge networks, as well as some highlights from a 2011 grant from the Bill and Melinda Gates Foundation.

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Tapping into the Agility of Knowledge Networks and Communities

  1. 1. Beyond “Partnerships”:Tapping into the Agility of Knowledge Networks and Communities Kate Pugh November 30, 2011A Service Of: Sponsored by:
  2. 2. INTEGRATED PLANNING Advising nonprofits in: www.synthesispartnership.com • Strategy • Planning (617) 969-1881 • Organizational Development info@synthesispartnership.comA Service Of: Sponsored by:
  3. 3. Affordable collaborative data management in the cloud.A Service Of: Sponsored by:
  4. 4. Today’s Speaker Kate Pugh President, Faculty AlignConsulting, Columbia UniversityAssisting with chat questions: Hosting:April Hunt, Nonprofit Webinars Sam Frank, Synthesis PartnershipA Service Of: Sponsored by:
  5. 5. Beyond Partnerships: Tapping into the Agility of Knowledge Networks and Communities Nonprofit Webinar November 30, 2011 Kate Pugh AlignConsulting Author of Sharing Hidden Know-How www.alignconsultinginc.com katepugh@alum.mit.edu Twitter: @katrinapugh© AlignConsulting www.alignconsultinginc.com 5
  6. 6. Contents • How are networks different from market-based partnerships, hierarchies, and think-tanks? • What are knowledge networks? (also called “Communities of Practice”) • What are examples of knowledge networks? • What mechanisms make knowledge networks succeed? • Where should you start to launch (or enhance) your knowledge network?© AlignConsulting www.alignconsultinginc.com 6
  7. 7. What’s different about a network? Market/Partnership Hierarchy Think Tank Networks What is it “Invisible hand” Top-down decision- Knowledge “factory,” Democratic, diverse driven by market- making and grants underwriting group; leveraging clearing price and coordinated actions, collaborative social relationships trusted rules of vertical knowledge-flow research and supporting multi- engagement directional K flows Strengths Market-clearing use Clarity and consistency Intellectual freedom, Loose ties help of resources, easy of purpose, easy to clout reach; diversity, and to measure measure flexibility inform rapid adaptation efficiency clarity  purity  agility & reach Weak- Externalities One-way flows of Narrowly defined Coordination can be nesses Asymmetries knowledge (Blindspots) view of “knowledge” difficult, requires (Dominance by Perverse resource and poor translation; investment in quality resource-rich) usage incentives Granting of rapport, quality of Myopic and (Selfish behaviors) organizations may knowledge-products, Tragedy of the protect, or have difficult to measure commons separate agenda  Undervalues commonly-held  Sluggish to Unidirectional  Requires Subtle, resources change skillful leadership© AlignConsulting www.alignconsultinginc.com 7
  8. 8. How does a network behave?Network activities Benefits• De-centralizes power• Uses extensive ties of • Coordination its members• Learns from its own • Translation activities • Adaptation• Leverages cognitive diversity© AlignConsulting www.alignconsultinginc.com 8
  9. 9. What’s a knowledge network? A Knowledge Network (also called a “Community of Practice”) is a gathering of individuals motivated by the desire to cross organizational boundaries, to relate to one another, and to build a body of actionable knowledge through coordination and collaboration.© AlignConsulting www.alignconsultinginc.com 9
  10. 10. How do knowledge network members behave?  Commonly agreed goals and objectives  Collaboration (“self- sacrifice”)  Trust  Cohesiveness  Connectivity (“networked” beyond)  Using a working platform© AlignConsulting www.alignconsultinginc.com 10
  11. 11. Knowledge networks scale-up knowledge effectively Scaling up Global Health Interventions Framework: “Choose a simple intervention widely agreed to be valuable, have strong leadership and governance, have active engagement of a range of implementers and of the target community, tailor the scale-up approach to the local situation, and incorporate research into implementation.”Yamey, Gavin (Evidence to Policy, Global Health Group), “Scaling Up Global Health Interventions: A Proposed Framework for Success,” PLoSMedicine June 2011, Volume 8, Issue 6. E1001049.© AlignConsulting www.alignconsultinginc.com 11
  12. 12. 4 types of Knowledge Networks Learning / Innovation Translation, local adaptation Coordination Practitioner Support© AlignConsulting www.alignconsultinginc.com 12
  13. 13. Gates Foundation research nonprofit case studies 1. Strive (Coordination) 2. Harvard Project Zero Learning Innovations Lab (Learning / Innovation) 3. IHI Perinatal IMPACT Community (Translation/ adaptation) 4. KM4Dev (Practitioner Support)© AlignConsulting www.alignconsultinginc.com 13
  14. 14. Columbia University research for-profit examples 1. Fluor Corporation (Engineering Services) (Coordination) 2. Pfizer Inc. (Pharma) (Learning & Innovation) 3. ConocoPhillips (Energy) (Translation) 4. McKinsey & Company (Management Consulting) (Practitioner support)© AlignConsulting www.alignconsultinginc.com 14
  15. 15. Drivers of knowledge networks’. effectiveness Clear objectives, governance and operating model Leadership and Convening Facilitation Power Feedback Appropriate mechanisms Technology© AlignConsulting www.alignconsultinginc.com 15
  16. 16. Threats to knowledge networks’ effectiveness Compromised Compromised absorptive safety capacity Misaligned technology Lack of conversation Diffusion of purpose© AlignConsulting www.alignconsultinginc.com 16
  17. 17. . Designing knowledge networks for Success 8 Design Dimensions Strategic 1. Leaders’ theory of change 2. Objectives/Outcomes/Purpose 3. Role of “expertise” and experimental learning 4. Operating model Structural 5. Inclusion/Participation 6. Convening structures and infrastructures 7. Facilitation and social norm development Tactical 8. Measurement, feedback and incentives© AlignConsulting www.alignconsultinginc.com 17
  18. 18. Knowledge Network truths to live by • For the leader/core team – Can’t be it all, can’t do it all – Take a stand on expert-learner duality – Proximity can trump values – Know the 90-9-1 rule online – Communicate to recruit, promote, celebrate – Establish and continuously renew trust • For the member – Give without expecting to get – Be multi-lingual – Make it a “small world” (make connections intentionally) – Bad reputation travels faster than good – Establish and continuously renew trust© AlignConsulting www.alignconsultinginc.com 18
  19. 19. Destination Knowledge Networks are where necessity, creativity and belonging come together.© AlignConsulting www.alignconsultinginc.com 19
  20. 20. Some Reading • The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations, by Rob Cross and Andrew Parker, Harvard Business School Press, 2004 • Sharing Hidden Know-How by Katrina Pugh, Jossey-Bass, April 2011 • Sustainable Communities: Top 10 CSFs for Keeping the Faith, by Katrina Pugh IBM Synch.rono.us Blog, July 19, NASA Ask Magazine 2010 NASA Ask Magazine • Jamming with the Institute for Healthcare Improvement “ by Katrina Pugh and Jo Ann Endo, NASA Ask Magazine, Winter, 2011)© AlignConsulting www.alignconsultinginc.com 20
  21. 21. 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 Cubist Pharmaceuticals, Fidelity Investments, www.alignconsultinginc.com katepugh@alum.mit.edu The Gates Foundation, Institute for Healthcare Improvement, Medtronic, Twitter: @katrinapugh Mitokine Bioscience, 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, Reuters Great Debate and Ivey Business Journal.© AlignConsulting www.alignconsultinginc.com 21
  22. 22. Find listings for our current season of webinars and register at: NonprofitWebinars.comA Service Of: Sponsored by:

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