Talk at KM Brasil: People 2.0: Working in a 2.0 World

People 2.0 Working in a 2.0 World August 2008 KM Brasil

Begin with the end in mind

A brief history of KM

The impact of social tools and Web 2.0 on KM

KM 2.0: KM goes Social

World 2.0, People 2.0

Two early forms of KM Techno-centric KM People-centric KM

Techno-centric KM

Corporate KM

Birth 1995 (Lotus Notes 1989)

Internet, Intranets, Office, E-mail

The management of unstructured information

Database and search centric

For many organizations what KM is about!

People-centric KM

Pioneers

BP (Chris Collison, Geoff Parcell)

Buckman Labs (Bob Buckman)

Personal Knowledge Management (PKM)

People Centred Knowledge Management (PCKM)

Soft tools e.g. Cops, After Action Reviews

People-centric KM Tools

Communities of Practice

Storytelling and narrative

After action reviews

Peer assists

Retrospects

Knowledge Cafes

Open Space

Appreciative Inquiry

KM Today

Both forms of KM practiced

KC UK

Collaboration

Content

Over-hyped, underperformed

Is KM dead?

KM changing/evolving

Not driven by the traditional KM community

The Disruptor

Social Tools

Quietly evolving on the web

Roots not in KM

Social Tool thought leaders and even KM advocates avoid the label!

Social Tools

What are social tools for?

Finding and connecting with people

Building communities

Sharing knowledge

Informal learning

They are personal/social KM tools!

Social Tools

Weblogs

Wikis

Social book marking & tagging

Social Networking Communities

Instant Messaging/Presence

RSS Feed Readers

Micro-blogging

Podcasts, videocasts

Mashups

Blogger

Technorati

MediaWiki

LinkedIn, Facebook

Delicious

Google Reader, Bloglines

Skype

Flickr

YouTube, Google Video

Twitter

Odeo

Slideshare

iPod

Creative Commons

The Conversation The art of listening, learning and sharing

Web 2.0

The social web

The participatory web

Built around social tools

Evolved, emerged

Not planned

Not IBM or Microsoft

Open protocols

Low cost

Enterprise 2.0

Taking Web 2.0 into the organization

Weblogs and Wikis

IBM and Microsoft now in the game

And more …

So what does this mean for KM?

KM 1.0

The old traditional, corporate, techno-centric command and control form of KM

KM 2.0

Take

People-centric KM, PKM

CoPs, AARs, KCafes, …

Social Computing

Weblogs, Wikis, …

To create

A new form of KM

KM 2.0 or Social KM

Social KM

Corporate

Top down

Centralised

Command & Control

Monolithic systems

Explicit Knowledge

Personal

Bottom up

Decentralised

Distributed

Ecosystems

Tacit Knowledge

KM 1.0 KM 2.0

KM Tool Comparison

Taxonomies

People Finders

Databases

E-mail

Newsletters

Discussion Forums

Social Tagging

Social Networking

Blogs & Wikis

Instant Messaging

RSS Feeds & Readers

Blogs

KM 1.0 KM 2.0

Social KM Stories Best Practices Improved decision making & innovation Efficiency and productivity Work is open and transparent Work is behind closed doors KM 2.0 KM 1.0 Knowledge is naturally captured as part of one’s work Knowledge is captured just in case Knowledge sharing is people centric Knowledge sharing is database centric I have a choice & select my own tools IT chooses the tools I use Content is distributed freely and uncontrolled Content is centralised, protected and controlled Social Networking platforms reflect who is doing what with whom People directories provide contact information KM is part of my everyday work KM is extra work

Social KM Think out load together Think quietly alone Anyone can publish Centrally controlled publishing Anyone can start a CoP CoPs centrally controlled KM 2.0 KM 1.0 Improved decision making & innovation Efficiency and productivity Personal voice, 1 st person Professional voice, 3 rd person Rich stories, audio and video Context stripped Content filtered through experts Search for experts and content separate Subscribe to feeds Distribute by e-mail

KM is about Conversation KM is simply the art of enabling trusted, context-rich conversations among the appropriate members of communities about things these communities are passionate about. Dave Pollard A powerful global conversation has begun. Through the Internet, people are discovering and inventing new ways to share relevant knowledge with blinding speed. As a direct result, markets are getting smarter and getting smarter faster than most companies. The Cluetrain Manifesto

KM is Social

Everything 2.0 Web 2.0 technologies and thinking is changing everything!

Everything 2.0

Web 2.0

Enterprise 2.0

KM 2.0

Library 2.0

Management 2.0

Project Management 2.0

Education 2.0

Warfare 2.0

Politics 2.0

Manager 2.0

People 2.0

World 2.0

Credit: Hugh MacLeod, gapingvoid Participation Conversation

People 2.0 People working in a 2.0 world

WE are healthy, educated and well travelled This has happened over the last 50 years.

WE have ungated access to what is going on in the world The web & personal publishing such as blogs & YouTube has enabled this.

WE have a voice WE can influence things WE are participants WE wish to make a difference Social tools enable this.

WE can no longer be lied to As students, employees, consumers or citizens, we can talk openly to each other. There are whistle blowing sites.

WE can no longer be controlled WE chose who we work for!

WE can find like minds where ever they exist Social tools enable this what ever our interests.

WE are free to collaborate with whom we chose about what we chose on subjects we feel passionate about Social tools enable this.

WE are free! But with freedom comes responsibility. The Bottom Line

Idealistic? Maybe, maybe not!

World 2.0 2.0 people working in a 2.0 world

Sharing WE share knowledge WE share information World 2.0 World 1.0

Sharing

Sharing knowledge is not about giving people something, or getting something from them. That is only valid for information sharing.

Sharing knowledge occurs when people are genuinely interested in helping one another develop new capacities for action; it is about creating learning processes.

Peter Senge

Knowledge Sharing WE (all) share knowledge as a natural part of our everyday work WE (managers) impose knowledge sharing on people as additional work World 2.0 World 1.0

Knowledge Sharing

Management tries to force knowledge sharing

Seen as additional work of little value

Rewards are ‘gamed’

With blogs and wikis people naturally share as part of their everyday work

Knowledge Sharing

If people need knowledge in the “context” of need it will always be shared

- people will share in the context of your immediate need

People don’t share knowledge in the anticipation that you need it - if you ask people to put it in a common data store for a possible need in the future, on the basis you might need it … it just doesn’t happen

Dave Snowden

Training WE (all) learn socially and informally on the job WE (managers) ensure people are formally trained World 2.0 World 1.0

Training

Learning was confined to occasional formal training

Learning is continuous and informal

Social tools are informal learning tools

On being taught Personally I'm always ready to learn, although I do not always like being taught. Sir Winston Churchill

Transparency WE work transparently where everyone can see it WE work behind closed doors World 2.0 World 1.0

Transparency

Before IT it was impossible for people to share work in progress

Today it is easy

Working transparently means we get early feedback and can adapt more quickly

A fundamental part of natural knowledge sharing

But old habits linger on

We need to be confident

Openness WE are open. We welcome new ideas and feedback WE tend to be closed & defensive - not open to the ideas of others World 2.0 World 1.0

Openness

Being open (and transparent) is a prerequisite for informal learning

We need to let others know what we are doing (transparency) and encourage feedback (openness)

Command & Control WE (managers) give people freedom in return for their accepting responsibility WE (managers) control people out of fear they will do wrong World 2.0 World 1.0

Command & Control

Managers need to relinquish control

British military learnt this in WW1

Its about trust

But with trust goes responsibility

Management by outcomes not activity

The Knowledge Worker Knowledge workers are those people who have taken responsibility for their work lives. They continually strive to better understand the changing world around them and modify their work practices and behaviors to better meet their personal and organizational objectives. No one tells them what to do. They do not take “No” for an answer. They are self motivated. A Knowledge worker is someone who gets to decide what she does each morning. Tom Stewart

Control of Information WE distribute information more freely and control it only as appropriate WE (managers) centralise, protect and control information World 2.0 World 1.0

Control of Information

PCs, laptops, cameras, CDs, memory dongles, blogs: its no longer possible to control the storage and flow of digital information

Anyone who really wants it can gain access

We cannot stop people from talking

Tie down the essential stuff only

Educate and trust people on the rest

Involvement WE (managers) involve people from pre-conception to implementation. We work together with them! WE (managers) do not involve people – we do things to them! World 2.0 World 1.0

Work with People – don’t do things to them! Many of the familiar principles of Quality management amount to an elaboration of this simple truth: an innovative, healthy organization requires that we work with people rather than do things to them . Alfie Kohn How do we better work together? How do we make them share?

Voice WE talk in our natural voice WE talk in a stilted professional voice World 2.0 World 1.0

Voice

Third party passive voice

Conceptual, theoretical, scientific

Stripped of context

Be ourselves; get specific; tell stories

On the professional voice We have been trained throughout our business careers to suppress our individual voice and to sound like a 'professional', that is, to sound like everyone else. This professional voice is distinctive. And weird. Taken out of context, it is as mannered as the ritualistic dialogue of the 17th-century French court. David Weinberger

Rewards WE recognise that loving our work is the true reward WE (managers) motivate people with external rewards and incentives World 2.0 World 1.0

Punished by Rewards