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Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
Social KM Cafe for SAFTI
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Social KM Cafe for SAFTI

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One day workshop I ran for the Singapore Armed Forces Training Institute in Singapore on 28th October 2008.

One day workshop I ran for the Singapore Armed Forces Training Institute in Singapore on 28th October 2008.

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  • 1. The Social KM Cafe SAFTI, Singapore 28 th October 2008 David Gurteen Gurteen Knowledge
  • 2. Begin with the end in mind
  • 3. Purpose of the Workshop <ul><li>To look at the meaning of Social KM </li></ul><ul><li>To explore some ideas/tools/techniques/behaviors </li></ul><ul><li>To encourage you to think and learn about what it means and to take action </li></ul>
  • 4. Make the most of the day <ul><li>We are here to learn from each other </li></ul><ul><li>Get to know each other better </li></ul><ul><li>Be open - take risks </li></ul><ul><li>Informal, get up walk around, ask questions </li></ul><ul><li>Be yourselves - have fun </li></ul><ul><li>Ambiguity, chaos & differences in perception are OK </li></ul><ul><li>There are no right or wrong answers </li></ul><ul><li>The only dumb question is the one you do not ask! </li></ul>
  • 5. My Style
  • 6. Martin Buber <ul><li>I have to tell it again and again: I have no doctrine. I only point out something. I point out reality, I point out something in reality which has not or too little been seen. </li></ul><ul><li>I take him who listens to me at his hand and lead him to the window. I push open the window and point outside. I have no doctrine, I carry on a dialogue . </li></ul>
  • 7. Format of the Day <ul><li>Day broken into sessions </li></ul><ul><li>Sessions in two parts </li></ul><ul><ul><li>presentation </li></ul></ul><ul><ul><li>discussion </li></ul></ul><ul><li>Agenda is a guideline - may depart from it </li></ul><ul><li>Much to cover in the day - time keeping important </li></ul><ul><li>Goal is to cover basics of each concept - not detail </li></ul><ul><li>Discussion/conversation/networking is a key </li></ul>
  • 8. Capture Ideas & Issues <ul><li>Capture ideas and issues </li></ul><ul><ul><li>things to do </li></ul></ul><ul><ul><li>actionable insights </li></ul></ul><ul><ul><li>ideas </li></ul></ul><ul><ul><li>things to think about </li></ul></ul><ul><ul><li>people to meet </li></ul></ul><ul><ul><li>books to read </li></ul></ul><ul><li>Capture one ‘actionable insight’ from the day! </li></ul>
  • 9. gurteen.com <ul><li>Workshop has been built from materials on gurteen.com </li></ul><ul><ul><li>book reviews, conferences, events </li></ul></ul><ul><ul><li>links, people profiles, quotations </li></ul></ul><ul><ul><li>articles, downloads, weblog </li></ul></ul>
  • 10. Getting to know each other
  • 11. David Gurteen <ul><li>KM Consultant, Speaker and Facilitator </li></ul><ul><li>Knowledge Website </li></ul><ul><li>Knowledge Community/Letter </li></ul><ul><ul><li>15,000 people </li></ul></ul><ul><ul><li>154 countries </li></ul></ul><ul><li>Knowledge Cafés </li></ul><ul><ul><li>London, New York, Adelaide </li></ul></ul>
  • 12. Speed Networking <ul><li>A simple technique that can be used in a variety of settings to bring a group of people together </li></ul><ul><ul><li>to start to get to know each other </li></ul></ul><ul><ul><li>or get to know each other a little better </li></ul></ul>
  • 13. How do you Speed Network? <ul><li>Break into pairs </li></ul><ul><ul><li>Find someone you don’t know </li></ul></ul><ul><li>Two minutes to chat then move on to another person </li></ul><ul><li>Tell your partner something unusual about yourself </li></ul><ul><li>When I blow my whistle once - move on </li></ul><ul><li>When I blow my whistle twice - its all over! </li></ul>
  • 14. Agenda <ul><li>09:00 - 09:15 Begin with the End in Mind (15 mins) </li></ul><ul><li>09:15 - 10:00 KM 2.0 - KM goes social (45 mins) </li></ul><ul><li>10:00 - 10:45 Make your connections count (45 mins) </li></ul><ul><li>10:45 - 11:15 Coffee (30 mins) </li></ul><ul><li>11:15 - 11:45 Dare to Share (30 mins) </li></ul><ul><li>11:45 - 12:30 Learn before, during and after (45 mins) </li></ul><ul><li>12:30 - 13:30 Lunch (60 mins) </li></ul><ul><li>13:30 - 14:15 Conversation & Telling Stories (45 mins) </li></ul><ul><li>14:15 - 15:00 Social Tools (45 mins) </li></ul><ul><li>15:00 - 15:30 Tea (30 mins) </li></ul><ul><li>15:30 – 16:30 Knowledge Café (60 mins) </li></ul><ul><li>16:30 - 17:00 Share actionable insights (30 mins) </li></ul>
  • 15. KM goes social
  • 16. Objectives <ul><li>A brief history of KM </li></ul><ul><li>The impact of social tools and Web 2.0 on KM </li></ul><ul><li>KM 1.0 and KM 2.0 </li></ul><ul><li>KM goes Social </li></ul>
  • 17. Two early forms of KM <ul><li>Techno-centric KM </li></ul><ul><li>People-centric KM </li></ul>
  • 18. Techno-centric KM <ul><li>Corporate KM </li></ul><ul><li>Birth 1995 (Lotus Notes 1989) </li></ul><ul><li>Internet, Intranets, Office, E-mail </li></ul><ul><li>The management of unstructured information </li></ul><ul><li>Database and search centric </li></ul><ul><li>For many organizations what KM is about! </li></ul>
  • 19. People-centric KM <ul><li>Personal Knowledge Management (PKM) </li></ul><ul><li>People Centred Knowledge Management (PCKM) </li></ul><ul><li>Soft tools e.g. Cops, After Action Reviews </li></ul><ul><li>Pioneers </li></ul><ul><ul><li>BP (Chris Collison, Geoff Parcell) </li></ul></ul><ul><ul><li>Buckman Labs (Bob Buckman) </li></ul></ul>
  • 20. People-centric KM Tools <ul><li>Communities of Practice </li></ul><ul><li>Storytelling and narrative </li></ul><ul><li>After action reviews </li></ul><ul><li>Peer assists </li></ul><ul><li>Retrospects </li></ul><ul><li>Knowledge Cafes </li></ul><ul><li>Open Space </li></ul><ul><li>Appreciative Inquiry </li></ul>
  • 21. KM Today <ul><li>Both forms of KM practiced </li></ul><ul><li>KC UK </li></ul><ul><ul><li>Collaboration </li></ul></ul><ul><ul><li>Content </li></ul></ul><ul><li>Over-hyped, underperformed </li></ul><ul><li>Is KM dead? </li></ul><ul><li>KM changing/evolving </li></ul><ul><li>Not driven by the traditional KM community </li></ul>
  • 22. The Disruptor <ul><li>Social Tools </li></ul><ul><li>Quietly evolving on the web </li></ul><ul><li>Roots not in KM </li></ul><ul><li>Social Tool thought leaders and even KM advocates avoid the label! </li></ul>
  • 23. Social Tools <ul><li>What are social tools for? </li></ul><ul><ul><li>Finding and connecting with people </li></ul></ul><ul><ul><li>Building communities </li></ul></ul><ul><ul><li>Sharing Knowledge </li></ul></ul><ul><li>They are in fact personal/social KM tools! </li></ul>
  • 24. Social Tools <ul><li>Weblogs </li></ul><ul><li>Wikis </li></ul><ul><li>Social book marking & tagging </li></ul><ul><li>Social Networking Communities </li></ul><ul><li>Instant Messaging/Presence </li></ul><ul><li>RSS Feed Readers </li></ul><ul><li>Micro-blogging </li></ul><ul><li>Podcasts, videocasts </li></ul><ul><li>Mashups </li></ul><ul><li>Blogger </li></ul><ul><li>Technorati </li></ul><ul><li>MediaWiki </li></ul><ul><li>LinkedIn, Facebook </li></ul><ul><li>Delicious </li></ul><ul><li>Google Reader, Bloglines </li></ul><ul><li>Skype </li></ul><ul><li>Flickr </li></ul><ul><li>YouTube, Google Video </li></ul><ul><li>Twitter </li></ul><ul><li>Odeo </li></ul><ul><li>Slideshare </li></ul><ul><li>iPod </li></ul><ul><li>Creative Commons </li></ul>
  • 25. Web 2.0 <ul><li>The social web </li></ul><ul><li>The participatory web </li></ul><ul><li>Built around social tools </li></ul><ul><li>Evolved, emerged </li></ul><ul><li>Not planned </li></ul><ul><li>Not IBM or Microsoft </li></ul><ul><li>Open protocols </li></ul><ul><li>Low cost </li></ul>
  • 26. Enterprise 2.0 <ul><li>Taking Web 2.0 into the organization </li></ul><ul><li>Weblogs and Wikis </li></ul><ul><li>IBM and Microsoft now in the game </li></ul><ul><li>And more … </li></ul>
  • 27. Everything 2.0 <ul><li>2.0 meme is spreading! </li></ul><ul><li>Business 2.0, Management 2.0, Leadership 2.0, Education 2.0 </li></ul><ul><li>Social Tools are incredibly powerful </li></ul><ul><li>Change the game </li></ul><ul><li>Put power in the hands of the people! </li></ul><ul><li>Can be seen as disruptive & even subversive </li></ul>
  • 28. So what does this mean for KM?
  • 29. KM 1.0 <ul><li>The old traditional, corporate, techno-centric command and control form of KM </li></ul>
  • 30. KM 2.0 <ul><li>Take </li></ul><ul><ul><li>People-centric KM, PKM </li></ul></ul><ul><ul><ul><li>CoPs, AARs, KCafes, … </li></ul></ul></ul><ul><ul><li>Social Computing </li></ul></ul><ul><ul><ul><li>Weblogs, Wikis, … </li></ul></ul></ul><ul><li>To create </li></ul><ul><ul><li>A new form of KM </li></ul></ul><ul><ul><li>KM 2.0 or Social KM </li></ul></ul>
  • 31. Social KM <ul><li>Corporate </li></ul><ul><li>Top down </li></ul><ul><li>Centralised </li></ul><ul><li>Command & Control </li></ul><ul><li>Monolithic systems </li></ul><ul><li>Explicit Knowledge </li></ul><ul><li>Personal </li></ul><ul><li>Bottom up </li></ul><ul><li>Decentralised </li></ul><ul><li>Distributed </li></ul><ul><li>Ecosystems </li></ul><ul><li>Tacit Knowledge </li></ul>KM 1.0 KM 2.0
  • 32. KM Tool Comparison <ul><li>Taxonomies </li></ul><ul><li>People Finders </li></ul><ul><li>Databases </li></ul><ul><li>E-mail </li></ul><ul><li>Newsletters </li></ul><ul><li>Discussion Forums </li></ul><ul><li>Social Tagging </li></ul><ul><li>Social Networking </li></ul><ul><li>Blogs & Wikis </li></ul><ul><li>Instant Messaging </li></ul><ul><li>RSS Feeds & Readers </li></ul><ul><li>Blogs </li></ul>KM 1.0 KM 2.0
  • 33. Social KM Anyone can say anything People are afraid to talk openly Work is open and transparent Work is behind closed doors Stories Best Practices KM 2.0 KM 1.0 Knowledge is naturally captured as part of my work Knowledge is forcibly 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
  • 34. 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 is distributed freely and uncontrolled Content is centralised, protected and controlled Content filtered through experts Search for experts and content separate Subscribe to feeds Distribute by e-mail
  • 35. 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
  • 36. Summary <ul><li>KM is fundamentally social! Its about people sharing their knowledge; learning from each other and working together more effectively </li></ul>
  • 37. Resources <ul><li>Category pages on gurteen.com </li></ul><ul><ul><li>Knowledge Management & Personal Knowledge Management </li></ul></ul><ul><li>Weblogs </li></ul><ul><ul><li>Dave Pollard </li></ul></ul><ul><ul><li>Lilia Efimova </li></ul></ul><ul><ul><li>Steve Barth </li></ul></ul><ul><ul><li>Denham Grey </li></ul></ul>
  • 38. Conversation/Questions
  • 39. Make your connections count
  • 40. Objectives <ul><li>Introduce you to the concept of knowledge networking </li></ul><ul><li>To encourage you </li></ul><ul><ul><li>to think and learn more about it </li></ul></ul><ul><ul><li>to practice it </li></ul></ul>
  • 41. Forms of Networking <ul><li>Social networking </li></ul><ul><ul><li>to make friends </li></ul></ul><ul><li>Business networking </li></ul><ul><ul><li>to sell things </li></ul></ul><ul><li>Job networking </li></ul><ul><ul><li>to get a job </li></ul></ul><ul><li>Knowledge networking </li></ul><ul><ul><li>to build relationships in order to learn from each other & to get things done together </li></ul></ul>
  • 42. What is Knowledge Networking? <ul><li>Knowledge Networking is </li></ul><ul><ul><li>sharing with each other </li></ul></ul><ul><ul><li>learning from each other </li></ul></ul><ul><ul><li>working together more effectively </li></ul></ul><ul><li>It is about </li></ul><ul><ul><li>connecting yourself and other people to people </li></ul></ul><ul><ul><li>connecting yourself and other people to information & new ideas </li></ul></ul><ul><li>It is also </li></ul><ul><ul><li>reciprocal! </li></ul></ul><ul><ul><li>about emotional support </li></ul></ul><ul><ul><li>a form of two-way coaching </li></ul></ul>
  • 43. The Purpose <ul><li>Knowledge Networking is not an end in itself </li></ul><ul><li>You need to keep the purpose in mind </li></ul><ul><li>To help you & others get things done that are of value to the business </li></ul><ul><ul><li>that support the business strategy </li></ul></ul><ul><ul><li>more efficiently, more effectively </li></ul></ul><ul><li>To help you discover new opportunities that are of value to the business </li></ul><ul><ul><li>and to act on them </li></ul></ul>
  • 44. Personal Benefits <ul><li>Get things done more effectively </li></ul><ul><li>Learn what is going on around you </li></ul><ul><ul><li>other people are your eyes and ears </li></ul></ul><ul><li>Gain new perspectives </li></ul><ul><ul><li>other people think differently to you </li></ul></ul><ul><li>You get to see the ‘bleeding obvious’ </li></ul><ul><ul><li>other people see things that you don’t - even when they are in your face! </li></ul></ul><ul><li>A more effective & successful knowledge worker! </li></ul>
  • 45. Ethics <ul><li>Some people have a problem with networking </li></ul><ul><ul><li>they think it is unethical! </li></ul></ul><ul><li>An implicit mutual contract </li></ul><ul><ul><li>I’ll help you and you’ll help me </li></ul></ul><ul><li>If contract broken - it is OK to walk away </li></ul>
  • 46. Stories <ul><li>International Czar </li></ul><ul><ul><li>Lotus Development, Cambridge, 1989 - 1992 </li></ul></ul><ul><ul><li>Responsible for ensuring all Lotus products were designed as global products </li></ul></ul><ul><ul><li>No authoritative power! </li></ul></ul><ul><ul><li>Achieved my goals through networking </li></ul></ul><ul><li>Bangkok </li></ul><ul><ul><li>United Nations </li></ul></ul><ul><ul><li>Bangkok University </li></ul></ul>
  • 47. How do you network?
  • 48. Beware of business networking <ul><li>Knowledge networking is quite different from business networking </li></ul><ul><li>Most books and web material are not relevant or just plain terrible! </li></ul>How to handshake! How to make yourself seem more interesting!
  • 49. Its not just about you <ul><li>How do I connect with other people? </li></ul><ul><ul><li>What is in it for me? </li></ul></ul><ul><ul><li>What is in it for him or her? </li></ul></ul><ul><li>Also how do I connect other people! </li></ul><ul><li>And how do I connect people to new ideas! </li></ul><ul><li>You are a facilitator/catalyst </li></ul>
  • 50. Balance the Operational with the Strategic <ul><li>Short term </li></ul><ul><li>business outcome focused </li></ul><ul><li>existing stuff </li></ul><ul><li>develop relationships with people to get things done now! </li></ul><ul><li>Long term </li></ul><ul><li>capability outcome focused </li></ul><ul><li>new opportunities </li></ul><ul><li>develop long term relationships with key people in order to expand your and their influence </li></ul>
  • 51. Manage your Connections <ul><li>Make new connections </li></ul><ul><ul><li>getting out and about </li></ul></ul><ul><li>Develop your connections </li></ul><ul><ul><li>building relationships </li></ul></ul><ul><li>Leverage your connections </li></ul><ul><ul><li>actually getting things done </li></ul></ul><ul><li>Let some connections whither </li></ul><ul><ul><li>rarely kill them </li></ul></ul>
  • 52. Make New Connections <ul><li>Find people </li></ul><ul><ul><li>Talk to people! </li></ul></ul><ul><ul><li>Make good ‘excuses’ to meet people! </li></ul></ul><ul><ul><li>Meet people when you travel </li></ul></ul><ul><ul><li>Join networks and societies, socialize </li></ul></ul><ul><li>Let people find you </li></ul><ul><ul><li>Give talks, publish articles </li></ul></ul><ul><ul><li>Ensure you have a strong web presence </li></ul></ul><ul><ul><li>Join LinkedIn,FriendsReunited </li></ul></ul>
  • 53. Develop your Connections <ul><li>Rolodex or personal database! </li></ul><ul><li>Build relationships </li></ul><ul><ul><li>email, phone call, face to face, lunch, dinner, drinks </li></ul></ul><ul><li>Find other ways of staying in touch </li></ul><ul><ul><li>Maybe a newsletter </li></ul></ul><ul><ul><li>Website etc. </li></ul></ul><ul><li>Above all provide value to them! </li></ul>
  • 54. Leverage your Connections <ul><li>On any project think </li></ul><ul><ul><li>Who can help me? </li></ul></ul><ul><ul><li>Who can I help? </li></ul></ul><ul><ul><li>Who should be kept informed? </li></ul></ul><ul><li>Don’t be afraid to ask! </li></ul><ul><li>Involve people appropriately </li></ul>
  • 55. Be Open & Be Transparent <ul><li>Be open </li></ul><ul><li>Let ideas in - be open to other people </li></ul><ul><li>You see opportunities in the world and go out and connect to people </li></ul><ul><li>e.g. talk to a stranger or new recruit, take a crazy idea seriously </li></ul><ul><li>Be transparent </li></ul><ul><li>Let other people see what you are doing </li></ul><ul><li>Let them find you and connect with you </li></ul><ul><li>e.g. create a weblog, give a talk, publish regular reports </li></ul>
  • 56. Focus on business outcomes <ul><li>Beware focusing on activity </li></ul><ul><li>Beware focusing too long term/strategically </li></ul><ul><li>Focus on action - getting stuff done! </li></ul><ul><li>Align your activity with the business strategy </li></ul><ul><li>Understand what is important to senior managers </li></ul><ul><li>Focus on business problems & opportunities </li></ul><ul><li>Go the “battle” </li></ul>
  • 57. Summary <ul><li>Knowledge networking is very powerful </li></ul><ul><li>None of us do it enough </li></ul><ul><li>Take it seriously </li></ul><ul><li>Get out there and network more ... </li></ul>
  • 58. Resources <ul><li>Books </li></ul><ul><ul><li>Personal Networking by Mick Cope </li></ul></ul><ul><ul><li>The Brand You 50 by Tom Peters </li></ul></ul><ul><li>Category pages on gurteen.com </li></ul><ul><ul><li>Knowledge Networking </li></ul></ul><ul><ul><li>Dialogue & Conversation </li></ul></ul><ul><li>Social networking sites </li></ul><ul><ul><li>LinkedIn </li></ul></ul><ul><ul><li>Facebook </li></ul></ul>
  • 59. Conversation/Questions
  • 60. Coffee
  • 61. Dare to Share
  • 62. Objectives <ul><li>To take a look at knowledge sharing </li></ul><ul><ul><li>what are the benefits of sharing? </li></ul></ul><ul><ul><li>what are the barriers? </li></ul></ul><ul><li>To look at the importance of “trust” </li></ul><ul><li>Encourage us to think about why we share and how we can improve our ‘sharing’ </li></ul><ul><li>Introduce you to the knowledge café </li></ul><ul><li>Run a knowledge café </li></ul>
  • 63. Sharing <ul><li>We do not ‘share knowledge’ in the literal meaning of sharing </li></ul><ul><li>Not like sharing a cake </li></ul><ul><ul><li>Synergistic 2 + 2 = 5 </li></ul></ul><ul><li>More about: </li></ul><ul><ul><li>Personal Networking </li></ul></ul><ul><ul><li>Helping each other </li></ul></ul><ul><ul><li>Working together </li></ul></ul><ul><ul><li>Collaborating </li></ul></ul>
  • 64. Personal Reasons for Sharing <ul><li>To help other people & to help ourselves </li></ul><ul><li>Other people </li></ul><ul><ul><li>to get things done </li></ul></ul><ul><ul><li>to build relationships so they in turn help us </li></ul></ul><ul><li>Ourselves </li></ul><ul><ul><li>Learning to be gained </li></ul></ul><ul><ul><li>Knowledge is perishable </li></ul></ul><ul><ul><li>Someone else will make our knowledge productive first </li></ul></ul>
  • 65. Personal Barriers to Sharing <ul><li>An attitude that knowledge is power </li></ul><ul><li>Fear of job loss </li></ul><ul><li>Fear of embarrassment </li></ul><ul><li>Inertia </li></ul><ul><li>Lack of time </li></ul>
  • 66. Barriers to Knowledge Sharing <ul><li>A silo mentality </li></ul><ul><li>Knowledge is power </li></ul><ul><li>Lack of knowledge sharing processes </li></ul><ul><li>No time allowed </li></ul><ul><li>No knowledge sharing by executives </li></ul><ul><li>Managers do not walk the talk </li></ul><ul><li>Poor IT systems </li></ul><ul><li>Lack of encouragement </li></ul><ul><li>Bureaucracy </li></ul><ul><li>Resistance to change by managers </li></ul>Karl-Eric Sveiby
  • 67. Is Sharing Natural? <ul><li>Some say </li></ul><ul><ul><li>sharing is human & comes naturally </li></ul></ul><ul><li>Other say </li></ul><ul><ul><li>knowledge is power and sharing is not natural </li></ul></ul>
  • 68. Knowledge Sharing <ul><li>Share your Knowledge </li></ul><ul><li>credit to somebody else </li></ul><ul><li>passed over for promotion </li></ul><ul><li>depression </li></ul><ul><li>alcoholism </li></ul><ul><li>marital breakdown </li></ul><ul><li>destitution </li></ul><ul><li>die a bum </li></ul>Is this really true? <ul><li>Reasons for Sharing </li></ul><ul><li>ego </li></ul><ul><li>money reward </li></ul><ul><li>guilt </li></ul>
  • 69. Do we share? <ul><li>At work we ALL help each other to a greater or lesser degree </li></ul><ul><li>Within our department </li></ul><ul><li>Within our project work </li></ul><ul><li>With friends and trusted colleagues </li></ul><ul><li>Within our network </li></ul>
  • 70. Why do we share? <ul><li>We share because </li></ul><ul><ul><li>it is in our interest </li></ul></ul><ul><ul><li>we have something to gain </li></ul></ul><ul><li>We do not give our knowledge away </li></ul><ul><li>We implicitly TRADE things </li></ul><ul><ul><li>tangible and intangible </li></ul></ul><ul><li>The barriers to sharing </li></ul><ul><ul><li>lack of TIME! </li></ul></ul><ul><ul><li>lack of obvious benefit i.e. there is no trade </li></ul></ul><ul><ul><li>lack of trust </li></ul></ul>
  • 71. Trading Knowledge <ul><li>we need to do our job </li></ul><ul><li>we are afraid of the consequences if we don’t </li></ul><ul><li>we like them </li></ul><ul><li>we want to look good </li></ul><ul><li>we want them to like us </li></ul><ul><li>we enjoy it </li></ul><ul><li>we are looking for promotion </li></ul><ul><li>we are looking for a new job </li></ul><ul><li>we want them to be indebted to us </li></ul><ul><li>we want to build a potentially useful relationship </li></ul><ul><li>they pay us or give us some other tangible reward </li></ul>We help people when they approach us for a variety of reasons - tangible & intangible (often implicit):
  • 72. The Desire to Learn <ul><li>By sharing our knowledge with others </li></ul><ul><li>WE learn </li></ul><ul><ul><li>we learn from them </li></ul></ul><ul><ul><li>we make our tacit knowledge more explicit </li></ul></ul><ul><ul><li>our assumptions are revealed </li></ul></ul><ul><ul><li>we are forced to simplify things </li></ul></ul><ul><li>We can often learn more than we teach! </li></ul>If we want to learn we should teach! Stephen Covey
  • 73. The trick to sharing more <ul><li>If we approach someone </li></ul><ul><ul><li>help make clear the benefits </li></ul></ul><ul><li>If we are being approached </li></ul><ul><ul><li>look for the benefits </li></ul></ul><ul><li>Especially the learning benefits </li></ul>
  • 74. Benefit & Time Time Availability Benefit high low high low no brainer Opportunity for learning/ relationship building explore/ escalate suggest an alternative
  • 75. Summary <ul><li>Knowledge Sharing is more about ‘trading intangibles’! </li></ul><ul><ul><li>we need to look for the benefits </li></ul></ul><ul><li>Learning is one of the the major benefits </li></ul><ul><li>It is important to build and maintain trust </li></ul>
  • 76. Resources <ul><li>Category pages on gurteen.com </li></ul><ul><ul><li>Knowledge Sharing & Trust </li></ul></ul><ul><li>Books </li></ul><ul><ul><li>“ The Seven Habits of Highly Effective People” by Stephen Covey </li></ul></ul><ul><ul><li>“ Personal Networking”by Mick Cope </li></ul></ul>
  • 77. Conversation/Questions
  • 78. Learn before, during and after
  • 79. Objectives <ul><li>Introduce the concepts of </li></ul><ul><ul><li>learn before, learn during, learn after </li></ul></ul><ul><li>Describe how to run after-action-reviews (AARs) </li></ul><ul><ul><li>personal, informal, formal </li></ul></ul><ul><li>Encourage the use of AARs </li></ul>
  • 80. Learn from Doing <ul><li>Need to learn continuously </li></ul><ul><li>Learn collaboratively by doing </li></ul><ul><li>Deliberately build learning into business activities </li></ul><ul><li>Adopt After-Action Reviews at all levels </li></ul><ul><li>Capture lessons </li></ul>
  • 81. After-Action Reviews
  • 82. What is an After-Action Review? <ul><li>Review of an event </li></ul><ul><ul><li>to promote learning </li></ul></ul><ul><ul><li>to reinforce success </li></ul></ul><ul><ul><li>to eliminate deficiencies </li></ul></ul>
  • 83. What is an event? <ul><li>An event has a </li></ul><ul><ul><li>a beginning and an end </li></ul></ul><ul><ul><li>a purpose </li></ul></ul><ul><ul><li>measurable objectives </li></ul></ul><ul><ul><li>entire action or </li></ul></ul><ul><ul><li>smaller part of an action </li></ul></ul><ul><li>Project </li></ul><ul><li>Project milestone </li></ul><ul><li>Internal meeting </li></ul><ul><li>Presentation </li></ul><ul><li>Meeting or phone conversation with customer, supplier, or partner </li></ul>
  • 84. How to run a After-Action Review <ul><li>Questions </li></ul><ul><ul><li>What were the desired outcomes? </li></ul></ul><ul><ul><li>What were the actual outcomes? </li></ul></ul><ul><ul><li>What were the differences? </li></ul></ul><ul><ul><li>What was learnt? </li></ul></ul>
  • 85. What else do you need to know to run an After-Action Review? <ul><li>Open climate </li></ul><ul><ul><li>practice dialogue </li></ul></ul><ul><li>Observe the event </li></ul><ul><ul><li>if possible </li></ul></ul><ul><li>Do immediately </li></ul><ul><li>Involve everyone </li></ul><ul><ul><li>no hangers on </li></ul></ul><ul><li>Record lessons </li></ul><ul><ul><li>use technology </li></ul></ul>
  • 86. What different types of After-Action Review can be held? <ul><li>Formal </li></ul><ul><ul><li>at end of project or project milestone </li></ul></ul><ul><ul><li>takes time </li></ul></ul><ul><ul><li>planned, need resources </li></ul></ul><ul><ul><li>need a facilitator </li></ul></ul><ul><li>Informal </li></ul><ul><ul><li>any time! May take just 5 mins </li></ul></ul><ul><ul><li>no resources, no facilitator </li></ul></ul><ul><li>Personal </li></ul><ul><ul><li>on your own, any time </li></ul></ul>
  • 87. What are the benefits of After-Action Reviews? <ul><li>Learn from experience </li></ul><ul><li>Inexpensive, easy </li></ul><ul><li>Immediate payoff </li></ul><ul><li>Learning at 2 levels: </li></ul><ul><ul><li>Individual learning </li></ul></ul><ul><ul><li>Team learning </li></ul></ul>
  • 88. Before, During & After <ul><li>Learn Before (Peer Assist) </li></ul><ul><ul><li>pre start of project meeting to learn from previous projects </li></ul></ul><ul><li>Learn During (AAR) </li></ul><ul><ul><li>continuous AARs, mainly informal </li></ul></ul><ul><li>Learn After (A retrospect) </li></ul><ul><ul><li>end of project AAR - formal </li></ul></ul><ul><ul><li>project post-mortem </li></ul></ul>ALL can be run at the personal level!
  • 89. Summary <ul><li>AARs are simple yet powerful learning tools </li></ul><ul><li>Start to practice personal AARs </li></ul><ul><li>Start to practice informal AARs with close colleagues or in teams </li></ul><ul><li>Ensure formal AARs are scheduled into all your projects </li></ul><ul><ul><li>before, during and after! </li></ul></ul>
  • 90. Resources <ul><li>Books </li></ul><ul><ul><li>Learning to Fly by Chris Collison & Geoff Parcell </li></ul></ul><ul><ul><li>The Project Management 50 by Tom Peters </li></ul></ul><ul><li>Category pages on gurteen.com </li></ul><ul><ul><li>AAR & Project Management </li></ul></ul><ul><li>National Electronic Library for Health website </li></ul><ul><ul><li>www.nelh.nhs.uk/knowledge_management </li></ul></ul>
  • 91. Conversation/Questions
  • 92. Lunch
  • 93. Telling Stories
  • 94. Objectives <ul><li>Introduce the concept of Storytelling </li></ul><ul><ul><li>what is storytelling? </li></ul></ul><ul><ul><li>what are the benefits? </li></ul></ul><ul><ul><li>what makes a good story? </li></ul></ul><ul><ul><li>how can they be used? </li></ul></ul><ul><li>Focus more on ‘personal storytelling’ rather than as a corporate tool </li></ul><ul><li>Encourage you to start to use storytelling more </li></ul>
  • 95. What is storytelling? <ul><li>Storytelling is the use of stories in organizations as a communication tool to share knowledge </li></ul><ul><li>Always existed - but now being used as a deliberate tool for sharing knowledge </li></ul><ul><li>Traditional communication is often dry, lacking in context and inspiration </li></ul><ul><li>Storytelling involves people and inspires them </li></ul><ul><li>Use of everyday language is more authentic & human </li></ul>
  • 96. What are the benefits? <ul><li>Good for complex ideas & concepts in an understandable form </li></ul><ul><li>Can be used to convey knowledge that is difficult to articulate </li></ul><ul><li>Provides the context in which knowledge arises </li></ul><ul><li>Increases likelihood of meaningful knowledge transfer </li></ul><ul><li>Provides a ‘living, breathing’ example of how to do something and why it works </li></ul><ul><ul><li>rather than telling people what to do, hence people are more open to the lessons </li></ul></ul><ul><li>Stories tend not to get interrupted! </li></ul>
  • 97. What can stories be used for? <ul><li>To stimulate thought, creativity and change </li></ul><ul><li>To help transfer knowledge </li></ul><ul><ul><li>knowledge transfer is not about pouring knowledge into a person’s head </li></ul></ul><ul><li>To help communicate complex ideas </li></ul><ul><li>To communicate messages that have an emotional dimension </li></ul><ul><li>To help build relationships & community </li></ul>
  • 98. What makes a good story? <ul><li>Relevant and timely </li></ul><ul><li>True and authentic </li></ul><ul><li>A ‘plot’ - something strange, remarkable or funny </li></ul><ul><li>Told from the perspective of a single protagonist </li></ul><ul><li>Structure - a beginning, middle and end </li></ul><ul><li>Focused on the positive! </li></ul><ul><li>Easy to remember </li></ul>
  • 99. Personal Storytelling <ul><li>We all tell, often without realizing we are doing it </li></ul><ul><li>Stories from personal experience </li></ul><ul><ul><li>I tell many about my daughter Lauren </li></ul></ul><ul><li>Identify those stories and refine them </li></ul><ul><li>Be on the look out for new ones </li></ul><ul><ul><li>especially those from personal experience </li></ul></ul><ul><li>Consciously tell more stories </li></ul>
  • 100. Summary <ul><li>Storytelling is an effective communication tool </li></ul><ul><li>Not a panacea - often not appropriate </li></ul><ul><ul><li>e.g. objective reporting </li></ul></ul><ul><li>Identify your stories & refine them </li></ul><ul><ul><li>you use them far more than you realize </li></ul></ul><ul><li>Practice them </li></ul>
  • 101. Resources <ul><li>Category pages on gurteen.com </li></ul><ul><ul><li>Conversation, Dialogue & Storytelling </li></ul></ul><ul><li>Books </li></ul><ul><ul><li>“ The Springboard” by Steve Denning </li></ul></ul><ul><ul><li>“ On Dialogue” by David Bohm </li></ul></ul><ul><li>Websites </li></ul><ul><ul><li>www.stevedenning.com </li></ul></ul><ul><ul><li>www.theworldcafe.com </li></ul></ul>
  • 102. Conversation/Questions
  • 103. Coffee
  • 104. Social Tools
  • 105. Objectives <ul><li>To look at social tools </li></ul><ul><li>To explain the ways in which they can be used </li></ul><ul><li>To encourage you to explore and experiment for yourselves </li></ul>
  • 106. Social Tools <ul><li>Social Tools </li></ul><ul><li>Social Software </li></ul><ul><li>Social Networking </li></ul><ul><li>Social Networking Platforms </li></ul><ul><li>Social Network Analysis (SNA) </li></ul><ul><li>All rather loosely defined </li></ul>
  • 107. What is a social tool? <ul><li>Social software enables people to rendezvous, connect or collaborate through computer-mediated communication and to form online communities. </li></ul>
  • 108. Social Tools <ul><li>Weblogs </li></ul><ul><li>Wikis </li></ul><ul><li>Social book marking & tagging </li></ul><ul><li>Social Networking Communities </li></ul><ul><li>Instant Messaging/Presence </li></ul><ul><li>RSS Feed Readers </li></ul><ul><li>Micro-blogging </li></ul><ul><li>Podcasts, videocasts </li></ul><ul><li>Mashups </li></ul><ul><li>Blogger </li></ul><ul><li>Technorati </li></ul><ul><li>MediaWiki </li></ul><ul><li>LinkedIn, Facebook </li></ul><ul><li>Delicious </li></ul><ul><li>Google Reader, Bloglines </li></ul><ul><li>Skype </li></ul><ul><li>Flickr </li></ul><ul><li>YouTube, Google Video </li></ul><ul><li>Twitter </li></ul><ul><li>Odeo </li></ul><ul><li>Slideshare </li></ul><ul><li>iPod </li></ul><ul><li>Creative Commons </li></ul>
  • 109. But also more traditional tools <ul><li>E-mail </li></ul><ul><li>Instant Messaging </li></ul><ul><li>Discussion Forums </li></ul><ul><li>Lotus Notes applications </li></ul><ul><li>Groove, Teamroom, ... </li></ul><ul><li>And ones you might not expect </li></ul><ul><ul><li>online dating </li></ul></ul><ul><ul><li>ebay </li></ul></ul>
  • 110. What Differentiates Social tools? <ul><li>Used by large numbers of people </li></ul><ul><ul><li>thousands, tens of thousands, millions </li></ul></ul><ul><ul><li>who do not know each other </li></ul></ul><ul><li>To form loose communities </li></ul><ul><li>Allow you to find & connect to people who you don’t know </li></ul><ul><li>Draws on the power of large numbers </li></ul><ul><li>Tends to exclude more traditional tools </li></ul>
  • 111. Properties of Social Tools <ul><li>bottom-up </li></ul><ul><li>open - not closed </li></ul><ul><li>decentralized </li></ul><ul><li>subversive </li></ul><ul><li>emergent properties </li></ul><ul><li>uncontrolled </li></ul><ul><li>often free </li></ul><ul><li>enthusiastic amateurs </li></ul>
  • 112. Weblogs
  • 113.  
  • 114. What can Weblogs be used for? <ul><li>Personal journals </li></ul><ul><li>News logs/feeds (journalists, professional or amateur) </li></ul><ul><li>Knowledge-logs (k-logs) </li></ul><ul><li>Marketing & Support blogs/extranets </li></ul><ul><li>Real-time conference blogs </li></ul><ul><li>Status reporting blogs </li></ul><ul><li>Project blogs (group blog) </li></ul><ul><li>Lab note books </li></ul>
  • 115. What can Weblogs be used for? <ul><li>Used to support CoPs </li></ul><ul><li>Event weblogs (similar to status) </li></ul><ul><li>Idea logs </li></ul><ul><li>Meeting or Action weblogs … </li></ul><ul><li>Communications weblogs MD or HR </li></ul><ul><li>Feedback weblogs </li></ul><ul><li>Trend Indicator weblogs … </li></ul><ul><li>Education weblogs </li></ul><ul><ul><li>schools, universites, business schools etc </li></ul></ul><ul><ul><li>a form of e-learning ... </li></ul></ul>
  • 116. What are Weblog communities? <ul><li>Emergent </li></ul><ul><li>Naturally form - dynamic </li></ul><ul><ul><li>like-minds tend to cluster together </li></ul></ul><ul><li>Finding like-minds </li></ul><ul><ul><li>google, day-pop, blog-chalking </li></ul></ul><ul><ul><li>blogrolls </li></ul></ul><ul><ul><li>trackback </li></ul></ul><ul><ul><li>referral logs </li></ul></ul><ul><li>The feeling is of having a ‘conversation’ not one of ‘publishing’ </li></ul>
  • 117. What is the Psychology of Weblogs? <ul><li>Own it and take pride in it </li></ul><ul><li>A record of your thoughts/ideas </li></ul><ul><li>A personal learning journal </li></ul><ul><li>Highly personal, own voice </li></ul><ul><li>Primarily for yourself </li></ul><ul><li>No pressure to publish, comment or reply </li></ul><ul><li>Ability to access </li></ul><ul><ul><li>‘ like-minds’ </li></ul></ul><ul><ul><li>‘ world-class minds’ </li></ul></ul>
  • 118. What are the politics of weblogs <ul><li>Dilemma of being open </li></ul><ul><li>“Thinking publically” </li></ul><ul><li>These may be my private thoughts </li></ul><ul><ul><li>but they are now public </li></ul></ul><ul><li>If legal issues with e-mail & IM then what about weblogs? </li></ul><ul><li>Ray Ozzie’s ‘corporate blogging policy’ </li></ul>
  • 119. Bottom Line <ul><li>Weblogs are incredibly powerful knowledge networking tools </li></ul><ul><ul><li>sharing and creating knowledge </li></ul></ul><ul><ul><li>networking and network formation </li></ul></ul><ul><li>Their full power is yet to be really recognized! </li></ul>
  • 120. RSS Feeds, Newsreaders, Aggregators and Podcasts
  • 121. What is RSS? <ul><li>RSS </li></ul><ul><ul><li>Rich site summary or real simple syndication </li></ul></ul><ul><ul><li>Real simple sharing! </li></ul></ul><ul><li>Widely adopted defacto XML standard </li></ul><ul><ul><li>developed by Netscape for news distribution </li></ul></ul><ul><li>Uses simple set of XML tags </li></ul><ul><ul><li>to create a “news feed&quot; e.g. headline, link, description </li></ul></ul>
  • 122. What is an RSS Feed? <ul><li>A stream of “items” in the format: </li></ul><ul><ul><li>title </li></ul></ul><ul><ul><li>date/time published </li></ul></ul><ul><ul><li>author </li></ul></ul><ul><ul><li>url/link to source </li></ul></ul><ul><ul><li>textual body </li></ul></ul><ul><li>Produced by media organizations & amateurs </li></ul><ul><li>News feeds: newspapers, magazines </li></ul><ul><li>Podcasts: audio and video ‘magazines’ </li></ul><ul><li>Websites: weblog postings and website updates </li></ul>
  • 123. What is an RSS Reader? <ul><li>RSS Reader or RSS Newsreader </li></ul><ul><li>Allows you to subscribe to & read RSS feeds </li></ul><ul><li>Many freely available </li></ul><ul><ul><li>download to PC </li></ul></ul><ul><ul><ul><li>AmphetaDesk newsreader </li></ul></ul></ul><ul><ul><li>online web service </li></ul></ul><ul><ul><ul><li>Bloglines (a social tool in its own right) </li></ul></ul></ul>
  • 124.  
  • 125. What is RSS Aggregator? <ul><li>Often another name for an RSS Reader </li></ul><ul><li>Reads a number of feeds & consolidates them onto a single web page for reading or creates a new consolidated feed! </li></ul><ul><ul><li>E.g. Planet KM </li></ul></ul><ul><li>You can treat weblogs as news feeds </li></ul><ul><ul><li>publish them in RSS format </li></ul></ul><ul><ul><li>aggregate them like news feeds </li></ul></ul>
  • 126.  
  • 127. Podcasts <ul><li>Video iPod </li></ul><ul><li>TEDTalks </li></ul><ul><li>Video podcast of all my Google videos </li></ul><ul><ul><li>Undocumented Google feature + Feedburner </li></ul></ul><ul><ul><li>Took minutes to create </li></ul></ul>
  • 128. Summary <ul><li>Powerful information distribution tool </li></ul><ul><li>Has established itself as a standard </li></ul><ul><li>Everything but everything is starting to support RSS feeds </li></ul><ul><li>Huge potential to reduce e-mail overload </li></ul>
  • 129. Social Tagging & Folksonomies
  • 130. Del.icio.us <ul><li>&quot;Del.icio.us is a social bookmarks manager </li></ul><ul><li>Allows you to: </li></ul><ul><ul><li>add sites you like to a personal collection of links </li></ul></ul><ul><ul><li>categorize those sites with keywords </li></ul></ul><ul><ul><li>share your collection not only between your own pcs but also with others. </li></ul></ul>
  • 131. Del.icio.us <ul><li>Uses non-hierarchical keyword categorization </li></ul><ul><li>Tag your bookmarks with a number of freely chosen keywords (folksonomy verses taxonomy). </li></ul><ul><li>A combined view of everyone's bookmarks with a given tag is available </li></ul><ul><ul><li>the URL &quot;http://del.icio.us/tag/wiki&quot; displays all the links tagged &quot;wiki&quot;. </li></ul></ul><ul><li>Collective nature makes it possible to view bookmarks added by similar-minded users </li></ul>
  • 132. Social Tagging <ul><li>Del.icio.us </li></ul><ul><ul><li>tags links </li></ul></ul><ul><li>Flickr </li></ul><ul><ul><li>tags photos </li></ul></ul><ul><li>YouTube </li></ul><ul><ul><li>tags videos </li></ul></ul><ul><li>Technorati </li></ul><ul><ul><li>tags weblogs </li></ul></ul>
  • 133. Wikis
  • 134. What is a Wiki? <ul><li>A wiki is a type of website that allows users to easily add and edit content </li></ul><ul><li>Especially suited for collaborative writing </li></ul><ul><li>The name is based on the Hawaiian term wiki, meaning &quot;quick” or &quot;fast&quot; </li></ul>
  • 135. Features <ul><li>Easy to use </li></ul><ul><li>Do not need to know HTML </li></ul><ul><li>Anyone can edit a page </li></ul><ul><ul><li>revisions kept </li></ul></ul><ul><li>Free! </li></ul>
  • 136. Wikipedia <ul><li>Phenomena! </li></ul><ul><li>No reward or recognition! </li></ul><ul><li>High quality </li></ul><ul><li>Little central control </li></ul><ul><li>Low cost </li></ul>
  • 137.  
  • 138.  
  • 139.  
  • 140. Examples <ul><li>Wikipedia </li></ul><ul><ul><li>http://en.wikipedia.org </li></ul></ul><ul><li>SocialText </li></ul><ul><ul><li>http://www.socialtext.com </li></ul></ul><ul><li>Confluence </li></ul><ul><ul><li>http://www.atlassian.com/software/confluence </li></ul></ul><ul><li>Contactivity </li></ul><ul><ul><li>http://groups.headshift.com/display/CONT06/Home </li></ul></ul>
  • 141. Flickr <ul><li>I photo every event in which I participate </li></ul><ul><li>Upload to Flickr </li></ul><ul><li>Embed slide show on my website </li></ul><ul><li>Can merge photos taken by different people with a common tag & create a composite slide show </li></ul>
  • 142. Skype <ul><li>Lotus Notes, Firefox </li></ul><ul><li>Skype </li></ul><ul><ul><li>Voip, Skype-in, Skype-out, SMS, IM </li></ul></ul><ul><ul><li>Presence </li></ul></ul><ul><ul><li>Conference calls </li></ul></ul><ul><ul><li>Webcam </li></ul></ul><ul><li>Pamela: record interviews </li></ul>
  • 143. YouTube & Google Video <ul><li>Started out with “What is KM?” </li></ul><ul><ul><li>Over 30 mini-interviews uploaded </li></ul></ul><ul><ul><li>Embedded in my site </li></ul></ul><ul><li>Other KM and related videos on my site e.g. Patrick Lambe (blip.tv) </li></ul><ul><li>HK Knowledge Café, NLB talk </li></ul><ul><li>More planned </li></ul>
  • 144. Twitter <ul><li>Micro-blog </li></ul><ul><ul><li>Update from mobile phone </li></ul></ul><ul><li>Panel on my website </li></ul><ul><li>Twitter: current activity </li></ul><ul><li>Skype: online presence </li></ul><ul><li>78 people following me </li></ul>
  • 145. FaceBook <ul><li>Over 250 friends </li></ul><ul><li>About 200 Community members </li></ul><ul><li>Keeps you connected and in-touch at the ‘micro-level’ </li></ul><ul><li>Waiting to see what emerges </li></ul>
  • 146.  
  • 147. Google Tools <ul><li>Google Maps </li></ul><ul><li>Google Video </li></ul><ul><li>Google Search Engine </li></ul><ul><li>Google Alerts </li></ul><ul><li>Google Maps API </li></ul><ul><li>Google Reader </li></ul><ul><li>Google MP3 player </li></ul><ul><li>Google Gadgets </li></ul><ul><li>Google Webmaster tools </li></ul><ul><li>Google Adsense </li></ul><ul><li>Google Analytics </li></ul><ul><li>Google Docs </li></ul>The operating system is the web!
  • 148. Some thoughts on the future
  • 149. The Future <ul><li>I’ve been an early adopter </li></ul><ul><li>I take this for granted </li></ul><ul><li>I never foresaw the growth in social tools and their enthusiastic adoption </li></ul><ul><li>But we have only just started </li></ul><ul><li>The use of these tools and the new ways of working that they enable is transformational! </li></ul>
  • 150. The Future <ul><li>More and more amazing online tools </li></ul><ul><ul><li>Powerful </li></ul></ul><ul><ul><li>Easy to learn, easy to use </li></ul></ul><ul><ul><li>Highly customizable/programmable </li></ul></ul><ul><ul><li>Free </li></ul></ul><ul><li>All the things that I have done </li></ul><ul><ul><li>Anyone can do today </li></ul></ul><ul><ul><li>Outside and inside the firewall! </li></ul></ul><ul><ul><li>You do not need to be a programmer </li></ul></ul>
  • 151. The Future <ul><li>More home workers </li></ul><ul><li>More mobile people working, globally, anyplace, anytime </li></ul><ul><li>More independent workers </li></ul><ul><li>Social tools provide ideal support for this type of work </li></ul><ul><li>People will demand access to these tools within their organizations </li></ul>
  • 152. Social Tools Summary <ul><li>Social tools are in their infancy </li></ul><ul><li>But are very powerful </li></ul><ul><li>Tools for knowledge networkers </li></ul><ul><li>Driven from the bottom up </li></ul><ul><li>Fundamentally about “personal knowledge sharing” </li></ul><ul><li>Puts power in the hands of the users! </li></ul>
  • 153. Resources <ul><li>Category pages on gurteen.com </li></ul><ul><ul><li>Weblog </li></ul></ul><ul><ul><li>Social Networking </li></ul></ul><ul><ul><li>RSS </li></ul></ul><ul><li>Google Reader </li></ul>
  • 154. Conversation/Questions
  • 155. Business is a Conversation
  • 156. Objectives <ul><li>To raise awareness & interest in the role of conversation in our organizational lives </li></ul><ul><li>To encourage us to think about conversation and to improve the quality of our conversations </li></ul>
  • 157. 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
  • 158. 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
  • 159. 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
  • 160. Conversation “A mechanistic and unproductive debate between people seeking to defend their own views against one another” “A frank exchange of ideas or views on a specific issue in an effort to attain mutual understanding” Debate or dialogue?
  • 161. Dialogue <ul><li>When we engage each other in dialogue </li></ul><ul><ul><li>we enter into a conversation with a view to learn from each other </li></ul></ul><ul><ul><li>rather than impose our views on the other. </li></ul></ul>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, Historian
  • 162. 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>
  • 163. 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>
  • 164. The Knowledge Café
  • 165. Background <ul><li>Background: conversation & dialogue </li></ul><ul><li>My dislike of ‘chalk & talk’ presentations </li></ul><ul><li>My desire for people to engage with the subject and to learn through conversation </li></ul><ul><li>Three concepts: </li></ul><ul><ul><li>People already have the knowledge </li></ul></ul><ul><ul><li>A good question helps surface that knowledge </li></ul></ul><ul><ul><li>If people see things for themselves they are more committed to act! </li></ul></ul>
  • 166. What is a Knowledge Café? <ul><li>A knowledge café is a means of bringing a group of people together to have an open, creative conversation on a topic of mutual interest to surface their collective knowledge, to share ideas and to gain a deeper understanding of the subject and the issues involved. </li></ul>
  • 167. Why is the K-Caf é important? <ul><li>The world is a much more complex place than it used to be - at times even chaotic - it is not always clear what is going on - we need to take time to UNDERSTAND </li></ul><ul><li>We do not find the time these days to have open conversations, we are under pressure to make quick decisions </li></ul><ul><li>KM for example should not be about creating and sharing ever increasing knowledge but understanding more fully the knowledge that we do have! </li></ul>
  • 168. Where can it be used? <ul><li>Used for many purposes </li></ul><ul><li>To help form a team or community </li></ul><ul><li>To gain insight into a complex problem </li></ul><ul><li>To better understand an issue </li></ul><ul><li>To help solicit input to a new project </li></ul><ul><li>To get buy-in for a new project </li></ul>
  • 169. What resources are needed to run a K-Caf é? <ul><li>Not a lot to run to a simple format </li></ul><ul><li>A group of people </li></ul><ul><li>A facilitator or host </li></ul><ul><li>A room with plenty of space </li></ul><ul><li>Tables & chairs - ideally round tables to seat about five people </li></ul><ul><ul><li>but you can run one in a lecture theatre if need be! </li></ul></ul>
  • 170. How do you run one? <ul><li>K-Cafés can be run in a number of different ways. Some formats are simple others are more complex </li></ul><ul><li>I use a simple format </li></ul><ul><li>A K-Caf é runs from 60 minutes to a couple of hours </li></ul><ul><li>They work best with between 20 and 30 people </li></ul><ul><li>But can be run with a dozen or as many as 100 people </li></ul>
  • 171. The Knowledge Café <ul><li>One person speaks for 10-15 minutes to set the theme for the conversation </li></ul><ul><ul><li>poses one or two key questions </li></ul></ul><ul><li>Group breaks into small groups of five to discuss - dialogue (30 mins) </li></ul><ul><li>Come back together to have a large group conversation and to share insights (30 mins) </li></ul>
  • 172. Engage in Dialogue <ul><li>When we engage each other in dialogue </li></ul><ul><ul><li>we enter into a conversation with a view to learn from each other </li></ul></ul><ul><ul><li>rather than impose our views on the other. </li></ul></ul>Dialogue is based on the work of the physicist David Bohm
  • 173. The Outcomes of a K-Caf é <ul><li>Real outcome is what you take away in your head </li></ul><ul><li>New connections with people </li></ul><ul><li>A deeper understanding of the issue discussed </li></ul><ul><li>A deeper understanding and insight into other people’s perspectives </li></ul><ul><li>A better appreciation of your own point of view and how it is seen by others </li></ul><ul><li>A better knowledge of what you know and don’t know and what others know and don’t know </li></ul><ul><li>In a better position to make more informed decisions </li></ul>
  • 174. 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>
  • 175. Where can I learn more about Knowledge Cafés? <ul><li>A good stating point is gurteen.com </li></ul><ul><li>My regional Knowledge Café’s </li></ul><ul><ul><li>London, Bristol, Manchester, New York, Adelaide </li></ul></ul><ul><li>The World Café </li></ul><ul><ul><li>theworldcafe.com </li></ul></ul><ul><li>The Society for Philosophical Inquiry </li></ul><ul><ul><li>philosopher.org </li></ul></ul>
  • 176. The Knowledge Café
  • 177. The Challenge of Knowledge Sharing Now you know what Social KM is all about - what are the challenges and opportunities in applying it within your organization?
  • 178. Share actionable insights
  • 179. Actionable Insights <ul><li>KM 2.0 – KM goes social </li></ul><ul><li>Knowledge Networking </li></ul><ul><li>Knowledge Sharing </li></ul><ul><li>Learn before, during and after </li></ul><ul><li>Conversation & storytelling </li></ul><ul><li>Social tools </li></ul><ul><li>Knowledge Cafes </li></ul>
  • 180. www.gurteen.com David Gurteen Gurteen Knowledge Tel: +44 1252 812 878 Email: david.gurteen@gurteen.com
  • 181. 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>http://creativecommons.org/licenses/by-sa/2.0/uk/ </li></ul>

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