KM Australia Knowledge Cafe Workshop July 2011


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KM Australia Knowledge Cafe Workshop July 2011

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KM Australia Knowledge Cafe Workshop July 2011

  1. 1. The kind of conversation I’m interested in is one in which you start with a willingness to emerge a slightly different person. Theodore Zeldin Conversation Theodore is an Oxford Historian
  2. 2. The birth of the Gurteen Knowledge Cafe London, September 2002
  3. 3. Global Knowledge Cafés <ul><li>Have run them all over the world </li></ul><ul><li>In many different cultures </li></ul><ul><li>Some interesting cultural issues </li></ul><ul><li>Format always works </li></ul><ul><li>People love to talk </li></ul>
  4. 4. Speed networking
  5. 5. Gurteen Knowledge Café Workshop
  6. 6. Agenda <ul><li>09:30 – 09:45 Introduction (15 mins) </li></ul><ul><li>09:45 – 10:10 Business is a Conversation (25 mins) </li></ul><ul><li>10:10 – 10:30 Knowledge Café Process (20 mins) </li></ul><ul><li>10:30 – 10:45 Conversation + Q&A (15 mins) </li></ul><ul><li>10:45 – 11:00 Coffee (15 ins) </li></ul><ul><li>11:00 – 12:30 Knowledge Cafe (90 mins) </li></ul><ul><li>12:30 – 13:30 Lunch (60 mins) </li></ul><ul><li>13:30 – 13:45 Selling to Senior Management (15mins) </li></ul><ul><li>13:45 – 14:00 Recording Outcomes (15 mins) </li></ul><ul><li>14:00 – 14:45 Types of Café & Applications (45 mins) </li></ul><ul><li>14:45 – 15:00 Coffee (15 mins) </li></ul><ul><li>15:00 – 15:15 Tips and Techniques (15 mins) </li></ul><ul><li>15:15 – 15:30 Cultural Considerations (15 mins) </li></ul><ul><li>15:30 – 15:45 Informal Conversation (15 mins) </li></ul><ul><li>15:45 – 16:30 Action Circle (45 mins) </li></ul>
  7. 7. Photographs
  8. 8. Our job is to have interesting conversations
  9. 9. Business is a conversation Business is a conversation because the defining work of business is conversation - literally. And 'knowledge workers' are simply those people whose job consists of having interesting conversations. David Weinberger The Cluetrain Manifesto
  10. 10. Conversation is a meeting of minds Conversation is a meeting of minds with different memories and habits. When minds meet, they don't just exchange facts: they transform them, reshape them, draw different implications from them, engage in new trains of thought. Conversation doesn't just reshuffle the cards: it creates new cards. Theodore Zeldin Conversation
  11. 11. KM is about understanding For all our knowledge, we have no idea what we're talking about. We don't understand what's going on in our business, our market, and our world. KM shouldn’t be about helping us to know more. It should be about helping us to understand. So, how do we understand things? It's through stories that we understand how the world works. David Weinberger, The Cluetrain Manifesto
  12. 12. Dialogue The kind of conversation I’m interested in is one in which you start with a willingness to emerge a slightly different person. Theodore Zeldin Conversation
  13. 13. Principles of Dialogue <ul><li>Suspend assumptions, do not judge </li></ul><ul><li>Observe & listen to one another </li></ul><ul><li>Welcome differences & explore them </li></ul><ul><li>Allow taboo subjects to be raised safely </li></ul><ul><li>Listen to your inner voice </li></ul><ul><li>Slow the discussion </li></ul><ul><li>Search for the underlying meaning </li></ul>Dialogue is based on the work of the physicist David Bohm
  14. 14. Conversation is our most effective KM tool Our most effective KM tool is conversation. The words we choose, the questions we ask, and the metaphors we use to explain ourselves, are what determine our success in creating new knowledge as well as sharing that knowledge with each other. Nancy Dixon Common Knowledge
  15. 15. Conversation is a learning technology Conversation is the most powerful learning technology ever invented. Conversations carry news, create meaning, foster cooperation, and spark innovation. Encouraging open, honest conversation through work space design, setting ground rules for conversing productively, and baking conversation into the corporate culture spread intellectual capital, improve cooperation, and strengthen personal relationships. Jay Cross, Informal Learning
  16. 16. Summary <ul><li>Business is a conversation </li></ul><ul><li>Conversation is creative </li></ul><ul><li>Understanding is more important than knowing more </li></ul><ul><li>Dialogue is the key to quality conversations </li></ul><ul><li>Conversation is a powerful learning tool </li></ul>
  17. 17. Conversation and Q&A
  18. 18. Gurteen Knowledge Café Process
  19. 19. What is a Gurteen Knowledge Café? <ul><li>A Gurteen Knowledge Café brings a group of people together to have an open, creative conversation on a topic of mutual interest. </li></ul><ul><li>To surface their collective knowledge, to share ideas and to gain a deeper understanding of the issues involved. </li></ul><ul><li>Leading to action in the form of better decision making & innovation & thus tangible outcomes. </li></ul>
  20. 20. What resources are needed? <ul><li>Not a lot! </li></ul><ul><li>A group of 20 – 30 people </li></ul><ul><li>A speaker and a facilitator </li></ul><ul><li>A room or other venue </li></ul><ul><li>Tables & chairs to seat 4 or 5 people per table </li></ul>
  21. 21. What do you need in the room? <ul><li>Unthreatening and hospitable environment </li></ul><ul><li>Good ambience, small cosy, good acoustics </li></ul><ul><li>Small round tables and 4 – 5 chairs </li></ul><ul><li>Optional: paper table cloths, felt tip pens, toys </li></ul><ul><li>NO flip charts </li></ul><ul><li>Refreshments </li></ul>
  22. 22. What’s the process? <ul><li>Speaker makes a short presentation 5 – 10 mins </li></ul><ul><li>Poses a trigger question </li></ul><ul><li>Small group conversations at tables </li></ul><ul><li>Three rounds 10 – 15 mins </li></ul><ul><li>Whole group conversation in a circle 15 mins </li></ul><ul><li>Share actionable insights 15 mins </li></ul><ul><li>Two hours in total </li></ul>
  23. 23. What subjects are covered? <ul><li>Any subject can be addressed </li></ul><ul><li>Explore questions that matter to the participants </li></ul><ul><li>Explore only one theme & question </li></ul>
  24. 24. What’s the role of the facilitator? <ul><li>Need not be a specialist </li></ul><ul><li>Should not take a lead in the discussions </li></ul><ul><li>Wander around and listen into the groups </li></ul><ul><li>Resolve any issues </li></ul>
  25. 25. What’s the role of the participants? <ul><li>To be prepared to emerge a slightly different person </li></ul><ul><li>To listen more than speak </li></ul><ul><li>To welcome differences </li></ul><ul><li>To withhold judgment </li></ul><ul><li>To avoid position taking </li></ul>
  26. 26. How do things work in small groups? <ul><li>No leader or chairperson </li></ul><ul><li>No reporting back </li></ul><ul><li>Everyone is equal </li></ul><ul><li>No group note taker </li></ul><ul><li>Can make own notes </li></ul>
  27. 27. How does the large group sit? <ul><li>In a circle </li></ul><ul><li>Takes 2 minutes to move chairs </li></ul><ul><li>Facilitator & speaker sit in circle </li></ul><ul><li>Everyone can see & hear each other & are equal </li></ul>
  28. 28. How does the circle work? <ul><li>Group talks, minimal intervention from facilitator </li></ul><ul><li>No reporting back </li></ul><ul><li>Facilitator may need to encourage participation </li></ul><ul><li>Facilitator gently ensures that no one person or group dominates the discussion </li></ul><ul><li>Connects diverse perspectives </li></ul>
  29. 29. Sharing actionable insights <ul><li>Facilitator goes around the circle </li></ul><ul><li>Each person in turn shares something </li></ul><ul><li>A thought, an idea, an insight, something learnt </li></ul><ul><li>Preferably an action </li></ul><ul><li>OK to pass </li></ul>
  30. 30. What are the outcomes? <ul><li>Outcomes are what you take away in your head </li></ul><ul><li>Deeper understanding of the issues discussed </li></ul><ul><li>Deeper insight into other people’s perspectives </li></ul><ul><li>Better appreciation of your own point of view </li></ul><ul><li>Position to make more informed decisions </li></ul><ul><li>Improved relationships </li></ul>
  31. 31. Café Principles <ul><li>Relaxed, non-threatening, open conversation </li></ul><ul><li>Close to a pub conversation as possible </li></ul><ul><li>No manipulation of people; no hidden agendas </li></ul><ul><li>Everyone equal; no table leaders; no reporting back </li></ul><ul><li>No one forced to do anything – OK to just listen </li></ul><ul><li>Trust people to talk about what is important to them </li></ul><ul><li>OK to go off-topic </li></ul><ul><li>No summarization or attempt to reach consensus </li></ul><ul><li>No capture of outcomes; no flip charts in the room </li></ul>
  32. 32. The Café is NOT about <ul><li>Making decisions </li></ul><ul><li>Gaining consensus </li></ul><ul><li>Capturing stuff </li></ul><ul><li>Making plans </li></ul><ul><li>Manipulating people in some way </li></ul>
  33. 33. Café Magic <ul><li>No explicit or hidden agendas </li></ul><ul><li>No command and control </li></ul><ul><li>No desired outcomes </li></ul><ul><li>No push for consensus </li></ul><ul><li>OK to go off topic </li></ul><ul><li>Freedom to speak your mind </li></ul>
  34. 34. Questions and Discussion
  35. 35. Lets run a Knowledge Cafe
  36. 36. Café Conversation What is the role of conversation and how do we encourage more conversation in our organizations?
  37. 37. Lunch
  38. 38. Chicken Chicken
  39. 39. More on the Café <ul><li>Selling to Senior Management </li></ul><ul><li>Recording Outcomes </li></ul><ul><li>Forms of Café </li></ul><ul><li>Café Applications </li></ul><ul><li>Tips & Techniques </li></ul><ul><li>Cultural Considerations </li></ul>
  40. 40. Two common questions <ul><li>How do I get my manager to permit me to run a Knowledge Cafe? </li></ul><ul><li>How do I capture the outcomes? </li></ul>
  41. 41. Selling to your manager <ul><li>Start with the purpose not the Café </li></ul><ul><li>Focus on an important issue </li></ul><ul><li>Adapt the Café to help address an issue </li></ul><ul><li>Don’t assume no buy-in if not a hard outcome </li></ul><ul><li>Find reason to run a Café for the managers! </li></ul>
  42. 42. Recording outcomes <ul><li>Café is about the transfer of tacit knowledge </li></ul><ul><li>Not about making tacit knowledge explicit </li></ul><ul><li>Recording can kill the conversation </li></ul><ul><li>Avoid disrupting the conversation </li></ul><ul><li>No leader to record group notes </li></ul><ul><li>Personal notes OK </li></ul>
  43. 43. Reasons for Recording outcomes <ul><li>That’s what we always do </li></ul><ul><li>We need a record </li></ul><ul><li>To share with others not here </li></ul><ul><li>Justify to boss </li></ul><ul><li>For a good “business purpose” </li></ul><ul><li>If nothing will be done with the notes then don’t do it! </li></ul>
  44. 44. Ideas for recording outcomes <ul><li>External person takes notes on laptop </li></ul><ul><li>Capture 1 item from each person & collate </li></ul><ul><li>Encourage people to blog the session </li></ul><ul><li>Audio capture and transcription </li></ul><ul><li>Visual capture </li></ul>
  45. 45. We have a deeply held belief that the way to make a difference in the world is to define problems and needs and then recommend actions to solve those needs.  We are all problem solvers, action oriented and results minded. It is illegal in this culture to leave a meeting without a to-do list.  We want measurable outcomes and we want them now.  What is hard to grasp is that it is this very mindset which prevents anything fundamental from changing. We cannot problem solve our way into fundamental change, or transformation. This is not an argument against problem solving; it is an intention to shift the context and language within which problem solving takes place. Authentic transformation is about a shift in context and a shift in language and conversation. It is about changing our idea of what constitutes action. Peter Block
  46. 46. Café Applications
  47. 47. Forms of Café <ul><li>Traditional Knowledge Café </li></ul><ul><li>World Café </li></ul><ul><li>Gurteen Knowledge Café </li></ul><ul><li>Gurteen Action Café </li></ul><ul><li>Other conversational tools </li></ul>
  48. 48. World Café The World Café is a methodology for hosting conversations about questions that matter. These conversations link and build on each other as people move between groups, cross-pollinate ideas, and discover new insights into the questions or issues that are most important in their life, work, or community.
  49. 49. How is the Gurteen Knowledge Cafe different from the World Cafe? <ul><li>World Café 1995; Knowledge Café 2002 </li></ul><ul><li>More business oriented </li></ul><ul><li>Usually shorter </li></ul><ul><li>For smaller numbers of people </li></ul><ul><li>No table leaders </li></ul><ul><li>No reporting back </li></ul><ul><li>No capture </li></ul><ul><li>Less preparation required </li></ul><ul><li>Paper & pens on tables optional </li></ul><ul><li>Possibly less controlling </li></ul>
  50. 50. Conversational tools <ul><li>Knowledge Cafes </li></ul><ul><li>Knowledge Jams </li></ul><ul><li>Peer Assists, After Action Reviews, Retrospects </li></ul><ul><li>(Learn before, learn during, learn after) </li></ul><ul><li>Anecdote Circles </li></ul><ul><li>Ritual Dissent </li></ul><ul><li>Reverse Brainstorm </li></ul><ul><li>Open Space Technology </li></ul><ul><li>Unconference, unworkshop and Barcamps </li></ul><ul><li>Conversation Dinners and Walks </li></ul>
  51. 51. Applying the Café <ul><li>Pure conversational Cafés </li></ul><ul><li>Cafés can be adapted for specific purposes </li></ul><ul><li>Café techniques can be used in other activities </li></ul><ul><li>Café style talks </li></ul><ul><li>Knowledge Café + Open Space </li></ul>
  52. 52. Where might you use the Café? <ul><li>Surface hidden problems & opportunities </li></ul><ul><li>Encourage knowledge sharing & informal learning </li></ul><ul><li>Improve decision making and innovation </li></ul><ul><li>Address disengagement and lack of voice </li></ul><ul><li>Help people make sense of the world </li></ul><ul><li>Help people feel ownership of things </li></ul>
  53. 53. Questions and Discussion
  54. 54. Some actual Café applications
  55. 55. Trinidad & Tobago Oil and Gas
  56. 56. Canal Boat Café <ul><li>On canals in Amsterdam </li></ul><ul><li>At end of week of workshops & visits </li></ul><ul><li>To help summarise the week </li></ul><ul><li>Develop plan for action </li></ul>
  57. 57. Café for a UK government body <ul><li>Day long workshop </li></ul><ul><li>3 presentations on social tools </li></ul><ul><li>A knowledge Café </li></ul><ul><li>Future leaders in the group </li></ul><ul><li>Future leaders determine action plan </li></ul>
  58. 58. ISN Knowledge Café The knowledge café has led to a dramatic improvement in terms of inter-team dialog, collaboration & knowledge sharing. Many internal work processes are now being overhauled for the better as a result of these knowledge cafes & we have seen an explosion of new ideas & initiatives on the part of staff at all levels of the organization. Simply put, the knowledge cafe format has empowered all our staff to speak up and take the initiative in ensuring the successful development of the ISN. Chris Pallaris, Chief Editor ISN, Zurich
  59. 59. Statoil <ul><li>To surface issues as a result of a merger </li></ul><ul><li>Series of Cafés to bring retiring experts together with younger members to transfer knowledge </li></ul><ul><ul><li>In a community hall on an allotment </li></ul></ul><ul><li>Geophysicists </li></ul><ul><ul><li>Discussion of preferred technologies </li></ul></ul><ul><ul><li>Exchange views on experiences </li></ul></ul><ul><li>Management Training </li></ul><ul><ul><li>But not called a Knowledge Café </li></ul></ul>
  60. 60. Questions and Discussion
  61. 61. Tips and techniques
  62. 62. The theme <ul><li>A topic people feel passionate about </li></ul><ul><li>Complex issues </li></ul><ul><li>Only ONE question </li></ul><ul><li>Open ended question </li></ul><ul><li>Action oriented </li></ul>
  63. 63. The conversation <ul><li>The question is only a seed </li></ul><ul><li>OK to go off topic </li></ul><ul><li>Conversation as close to a conversation at the pub or over dinner </li></ul>
  64. 64. The speaker <ul><li>Speaker and facilitator need not be the same </li></ul><ul><li>Facilitator: involved/not involved </li></ul><ul><li>Speakers can be controlling or dominant </li></ul><ul><ul><li>Often run over time </li></ul></ul><ul><ul><li>Need to brief and handle carefully </li></ul></ul>
  65. 65. The facilitator <ul><li>Important to be yourself </li></ul><ul><li>Do not control </li></ul><ul><li>Experiment a little </li></ul><ul><li>Take some risks </li></ul><ul><li>Don’t be afraid of silence </li></ul><ul><li>Timing can be difficult </li></ul><ul><li>Let people talk & leave them alone & you cannot go far wrong </li></ul>
  66. 66. The venue <ul><li>Need not be a room </li></ul><ul><li>Boat on Thames </li></ul><ul><li>Canal Boat (long boat in Amsterdam) </li></ul><ul><li>Knowledge Walk/BBQ (Greenwich) </li></ul><ul><li>Pub (Stavanger) </li></ul><ul><li>Outside under sunshades (Scottsdale) </li></ul><ul><li>Actual café (London & Barcelona) </li></ul>
  67. 67. The room <ul><li>Important </li></ul><ul><li>Small, cosy </li></ul><ul><li>Small round tables </li></ul><ul><li>Good acoustics </li></ul><ul><li>Paper/toys on tables </li></ul><ul><li>NO flip charts in the room! </li></ul>
  68. 68. The tables People need to be close enough to touch each other
  69. 69. Doodling
  70. 70. Holding in a lecture theatre <ul><li>Difficult but not impossible </li></ul><ul><li>Problem of moving between groups </li></ul><ul><li>Problem of whole group conversation </li></ul><ul><ul><li>reporting back </li></ul></ul><ul><li>Need for microphones </li></ul>
  71. 71. Using microphones <ul><li>Avoid if possible </li></ul><ul><li>Need if group larger than 40 </li></ul><ul><li>People hold on to them </li></ul><ul><li>Kills the flow of conversation </li></ul><ul><li>One for you + 2 roving mikes </li></ul><ul><li>Passing technique 1 (London) </li></ul><ul><li>Passing technique 2 (KM Egypt) </li></ul><ul><li>Avoid fixed mikes (Jakarta) </li></ul>
  72. 72. Small group <ul><li>Don’t ask to sit with others they do not know </li></ul><ul><li>Change groups 3 times </li></ul><ul><li>Don’t specify a number or any rules </li></ul><ul><li>People do not like changing groups </li></ul><ul><li>Don’t force them! </li></ul><ul><li>Kuala Lumpur story </li></ul>
  73. 73. Knowledge circles <ul><li>Greenwich Story </li></ul><ul><li>KM World </li></ul><ul><li>Not difficult </li></ul>
  74. 74. Circle process <ul><li>Keep contributions short </li></ul><ul><li>Focus on action </li></ul><ul><li>Pick someone opposite you </li></ul><ul><li>Go around circle </li></ul><ul><li>Each person to say who they are </li></ul><ul><li>Ok to pass </li></ul><ul><li>Include yourself </li></ul><ul><li>Thank them </li></ul><ul><li>Use of a talking stick </li></ul>
  75. 75. Circle or whole group <ul><li>Where you need facilitation skills </li></ul><ul><li>People will report back out of habit </li></ul><ul><ul><li>Or ask you questions </li></ul></ul><ul><li>In some cultures best to let them </li></ul><ul><li>Even for some groups let them </li></ul><ul><ul><li>Central bank librarians story </li></ul></ul><ul><li>Unless in expert mode do not join in too much </li></ul><ul><li>Tolerate silence – pause and wait </li></ul>
  76. 76. Group dynamics <ul><li>Dominant, outspoken people </li></ul><ul><li>Submissive, quiet people </li></ul><ul><li>Don’t directly address the issue </li></ul><ul><li>Make it clear by setting an example </li></ul>
  77. 77. Dynamics of different sized groups <ul><li>Very small: 4 or 5 people </li></ul><ul><li>Small: 4 – 12 people </li></ul><ul><li>Medium: 12 – 24 people </li></ul><ul><li>Ideal: 32 people </li></ul><ul><li>Large: 50+ people </li></ul>
  78. 78. Listening in <ul><li>If expert mode then join in </li></ul><ul><li>If facilitation mode then try not to </li></ul><ul><li>Wander around and actively listen </li></ul><ul><li>“ Eyeball” each person </li></ul><ul><li>Observe for issues </li></ul><ul><li>Watch, think, be prepared to adapt </li></ul>
  79. 79. Wrap up <ul><li>Circle is the summarisation </li></ul><ul><li>No need to summarise at length </li></ul><ul><li>Keep it short and simple </li></ul><ul><li>Thank people </li></ul>
  80. 80. Cultural Considerations
  81. 81. Culture <ul><li>I have run the Cafes in many different countries </li></ul><ul><ul><li>UK </li></ul></ul><ul><ul><li>Spain </li></ul></ul><ul><ul><li>Norway </li></ul></ul><ul><ul><li>Russia </li></ul></ul><ul><ul><li>USA </li></ul></ul><ul><ul><li>Singapore </li></ul></ul><ul><ul><li>Hong Kong </li></ul></ul><ul><ul><li>Indonesia </li></ul></ul><ul><ul><li>Malaysia </li></ul></ul><ul><ul><li>Thailand </li></ul></ul><ul><ul><li>Australia </li></ul></ul><ul><ul><li>United Arab Emirates </li></ul></ul><ul><ul><li>Colombia </li></ul></ul><ul><ul><li>Brazil </li></ul></ul><ul><ul><li>New Zealand </li></ul></ul><ul><ul><li>South Africa </li></ul></ul>
  82. 82. Cultural stories <ul><li>Jakarta </li></ul><ul><ul><li>Open Café - mikes </li></ul></ul><ul><ul><li>Workshop </li></ul></ul><ul><li>Kuala Lumpur </li></ul><ul><ul><li>Won’t change tables </li></ul></ul><ul><ul><li>Won’t go for coffee </li></ul></ul><ul><li>Bangkok </li></ul><ul><ul><li>Flee, video </li></ul></ul><ul><li>Dubai </li></ul><ul><ul><li>Reporting back </li></ul></ul><ul><li>India </li></ul><ul><ul><li>Talk over each other </li></ul></ul><ul><li>Hong Kong </li></ul><ul><ul><li>Iranians </li></ul></ul><ul><li>Abu Dhabai </li></ul><ul><ul><li>Women </li></ul></ul>
  83. 83. Language issues <ul><li>Ideally one common language </li></ul><ul><li>Speak in own language in small groups </li></ul><ul><li>But then can’t listen in! </li></ul><ul><li>Common language (English) in whole group </li></ul><ul><li>Even own language in whole group </li></ul><ul><li>Use of translators - serial or concurrent </li></ul>
  84. 84. Encouraging informal conversation
  85. 85. Informal Conversation <ul><li>Coffee and lunch </li></ul><ul><li>Brown bag lunches </li></ul><ul><li>Project/team meetings </li></ul><ul><li>Department & organizational meetings </li></ul><ul><li>Internal seminars </li></ul>
  86. 86. Conversational Space <ul><li>Building design </li></ul><ul><li>Cass Business School, BA, GSK, Canon UK </li></ul><ul><li>Coffee areas </li></ul><ul><li>Reception areas </li></ul><ul><li>Open plan verses cubicles verses offices </li></ul>
  87. 87. Action Circle <ul><ul><li>What is your one actionable insight? </li></ul></ul>
  88. 88. David GURTEEN Gurteen Knowledge Fleet, United Kingdom Tel: +44 7774 178 650 Email:
  89. 89. Some slides I did not use
  90. 90. Business is a conversation Here's a definition of that pesky and borderline elitist phrase, 'knowledge worker'. A knowledge worker is someone whose job entails having really interesting conversations at work. David Weinberger The Cluetrain Manifesto
  91. 91. Business is a conversation The characteristics of conversations map to the conditions for genuine knowledge generation and sharing: they're unpredictable interactions among people speaking in their own voice about something they're interested in. David Weinberger The Cluetrain Manifesto
  92. 92. Business is a conversation People implicitly acknowledge that they don't have all the answers (or else the conversation is really a lecture) and risk being wrong in front of someone else. And conversations overcome the class structure of business, suspending the organization chart at least for a little while. David Weinberger The Cluetrain Manifesto
  93. 93. Business is a conversation If you think about the aim of Knowledge Management as enabling better conversations rather than lassoing stray knowledge doggies, you end up focusing on breaking down the physical and class barriers to conversation. David Weinberger The Cluetrain Manifesto
  94. 94. The kind of conversation I like is one where I don’t feel the need to censor anything I say! David Gurteen Oh, the comfort - the inexpressible comfort of feeling safe with a person - having neither to weigh thoughts nor measure words, but pouring them all right out, just as they are, chaff and grain together; certain that a faithful hand will take and sift them, keep what is worth keeping, and then with the breath of kindness blow the rest away. Dinah Craik
  95. 95. Conversation is the way that humans have always thought together. In conversation we discover shared meaning. It is the primal human organizing tool. Even in the corridors of power, very little real action happens in debate, but rather in the side rooms, the hallways, the lunches, the times away from the ritual spaces of authority and in the relaxed spaces of being human. In all of our design of meetings, engagement, planning or whatever, if you aren’t building conversation into the process, you will not benefit from the collective power and wisdom of humans thinking together. These are not “soft” processes. This is how wars get started and how wars end. It’s how money is made, lives started, freedom realized. It is the core human organizing competency. Margaret J. Whatley
  96. 96. Open Space Technology Open Space Technology  ( OST ) is an approach for hosting meetings, conferences, corporate-style retreats and community summit events. They are focused on a specific and important purpose or task—but  beginning  without any formal agenda, beyond the overall purpose or theme.
  97. 97. Four Principles <ul><li>Whoever comes are the right people </li></ul><ul><li>Whenever it starts is the right time </li></ul><ul><li>Whatever happens is the only thing that could have </li></ul><ul><li>When it's over, it's over </li></ul>
  98. 98. The Law of two feet <ul><li>If at any time during your time together you find yourself in any situation where you are neither learning nor contributing, use your two feet, go someplace else.  </li></ul>
  99. 99. How is Open Space Technology different from Knowledge Café? <ul><li>Different Outcomes </li></ul><ul><li>OST Process is more complex </li></ul><ul><li>Used other than to gain mutual understanding </li></ul><ul><ul><li>e.g. problem solving and defining agendas </li></ul></ul><ul><li>Meetings tend to be larger </li></ul><ul><ul><li>often 100s of people compared to dozens for the Café </li></ul></ul><ul><li>Meetings tend to last longer </li></ul><ul><ul><li>often days rather than hours </li></ul></ul>
  100. 100. You rarely see the damage caused by bad relationships or the positive outcomes of good ones.
  101. 101. New Material to be incorporated
  102. 102. Something on not doing things to people
  103. 103. Its OK for people not to talk
  104. 104. When not to run a knowledge cafe
  105. 105. Café is divergent Meeting is convergent
  106. 106. Licence <ul><li>You may use these slides under the following Creative Commons Licence </li></ul><ul><li>Attribution-Share Alike 2.0 </li></ul><ul><li> </li></ul>