Social KM Cafe (Jakarta, July 2008)
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Social KM Cafe (Jakarta, July 2008)

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  • 1. The Social KM Café!! David Gurteen Gurteen Knowledge Henley KM Forum story
  • 2. Begin with the end in mind
  • 3. Purpose of the Workshop
    • To introduce you to Social KM
    • To look at the ideas, tools and behaviors
    • To help you transform the way you work as knowledge managers and workers
    • To encourage you to think and learn about what it means and to take action
  • 4. My Style
    • I am here to -
      • have conversations with you
      • encourage you
      • point things out to you
      • introduce you to new ideas
    • I am not here to -
      • preach to you
      • teach you
      • prescribe things for you
      • tell you what is right or wrong
    • I am a facilitator
      • I will not make you do anything you don’t want to do
      • I will treat you with respect
      • I love difficult questions
  • 5. Make the most of the workshop
    • Network - g et to know each other better
    • Learn from each other
    • Be open - take risks
    • Engage in conversation and questions
    • Informal - get up walk around
    • Be yourselves
    • Have fun
  • 6. Format of the workshop
    • Broken into sessions
    • Sessions in two parts
      • presentation
      • Discussion & questions
    • Agenda is a guideline - may depart from it
    • Much to cover in the - time keeping important
  • 7. Capture Ideas & Issues
    • Capture ideas and issues
      • things to do
      • actionable insights
      • ideas
      • things to think about
      • people to meet
      • books to read
    • Capture ‘actionable insights’!
  • 8. gurteen.com
    • Workshop has been built from materials on gurteen.com
      • massive online resource
      • book reviews, conferences, events
      • links, people profiles, quotations
      • articles, downloads, weblog
  • 9. Getting to know each other
  • 10. David Gurteen
    • Independent KM consultant, writer and facilitator
    • Knowledge Website
      • 6,000 + pages
    • Knowledge Community/Letter
      • 15,000 people, 154 countries
    • Community Cafés
      • London, New York, Adelaide, Zurich
    • Knowledge Cafes
  • 11. Speed Networking A simple technique to bring a group of people together to get to know each other
  • 12. How do you Speed Network?
    • Break into pairs
      • Find someone you don’t know
    • Two minutes to chat then move on to another person
    • Tell your partner something unusual about yourself
    • When I blow my whistle once - move on
    • When I blow my whistle twice - its all over!
  • 13. Agenda – Day 1
    • 08:30 - 08:45 Begin with the End in Mind (15 mins)
    • 08:45 – 09:30 KM 2.0 - KM goes social (45 mins)
    • 09:30 - 10:00 Making Connections (30 mins)
    • 10:00 - 10:30 Coffee (30 mins)
    • 10:30 - 11:15 Personal Knowledge Sharing (45 mins)
    • 11:15 - 12:00 Business is a Conversation (45 mins)
    • 12:00 - 13:30 Lunch (90 mins)
    • 13:30 - 14:00 The Knowledge Café Process (30 mins)
    • 14:00 - 15:00 Experiencing the Knowledge Café (60 mins)
    • 15:00 – 15:30 Coffee (30 mins)
    • 15:30 - 16:00 Learn before, during and after (30 mins)
    • 16:00 - 16:30 Story Telling (30 mins)
    • 16:30 - 17:00 Review of the day (30 mins)
  • 14. Agenda – Day 2
    • 08:30 – 09:00 Review of day 1 (30 mins)
    • 09:00 – 09:30 Rewarding knowledge sharing (30 mins)
    • 09:30 – 10:00 The Role of Social Tools
    • 10:00 - 10:30 Coffee (30 mins)
    • 10:30 – 11:30 Using Social Tools (60 mins)
    • 11:30 - 12:00 Action Cafe (30 mins)
    • 12:00 – 13:30 Lunch
  • 15. Questions
  • 16. KM goes social
  • 17. Objectives
    • A brief history of KM
    • The impact of social tools and Web 2.0 on KM
    • KM 1.0 and KM 2.0
    • KM goes Social
  • 18. Two early forms of KM
    • Techno-centric KM
    • People-centric KM
  • 19. 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!
  • 20. People-centric KM
    • Personal Knowledge Management (PKM)
    • People Centred Knowledge Management (PCKM)
    • Soft tools e.g. Cops, After Action Reviews
    • Pioneers
      • BP (Chris Collison, Geoff Parcell)
      • Buckman Labs (Bob Buckman)
  • 21. People-centric KM Tools
    • Communities of Practice
    • Storytelling and narrative
    • After action reviews
    • Peer assists
    • Retrospects
    • Knowledge Cafes
    • Open Space
    • Appreciative Inquiry
  • 22. 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
  • 23. The Disruptor
    • Social Tools
    • Quietly evolving on the web
    • Roots not in KM
    • Social Tool thought leaders and even KM advocates avoid the label!
  • 24. Social Tools
    • What are social tools for?
      • Finding and connecting with people
      • Building communities
      • Sharing Knowledge
    • They are in fact personal/social KM tools!
  • 25. 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
  • 26. 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
  • 27. Enterprise 2.0
    • Taking Web 2.0 into the organization
    • Weblogs and Wikis
    • IBM and Microsoft now in the game
    • And more …
  • 28. Everything 2.0
    • 2.0 meme is spreading!
    • Business 2.0, Management 2.0, Leadership 2.0, Education 2.0
    • Social Tools are incredibly powerful
    • Change the game
    • Put power in the hands of the people!
    • Can be seen as disruptive & even subversive
  • 29. So what does this mean for KM?
  • 30. KM 1.0
    • The old traditional, corporate, techno-centric command and control form of KM
  • 31. 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
  • 32. 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
  • 33. 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
  • 34. 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
  • 35. 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
  • 36. 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
  • 37. On Knowledge Knowledge is embodied in people gathered in communities and networks. The road to knowledge is via people, conversations, connections and relationships. Knowledge surfaces through dialog, all knowledge is socially mediated and access to knowledge is by connecting to people that know or know who to contact. Denham Grey
  • 38. Summary
    • KM is fundamentally social!
    • Its about people sharing their knowledge; learning from each other and working together more effectively
  • 39. Questions & Discussion
  • 40. Social KM Tools
    • Behavioural tools
      • Networking
      • Sharing
      • Knowledge Cafes
      • After action reviews
      • Peer assists
      • Retrospects
      • Storytelling
    • Technology tools
      • Blogs
      • Wikis
      • Social tagging
      • Social networking
      • RSS feeds
  • 41. Make your connections count You live and learn. At any rate, you live. Douglas Adams
  • 42. Objectives
    • Introduce you to the concept of knowledge networking
    • To encourage you
      • to think and learn more about it
      • to practice it
    Jakarta/Bangkok story
  • 43. Forms of Networking
    • Social networking
      • to make friends
    • Business networking
      • to sell things
    • Job networking
      • to get a job
    • Knowledge networking
      • to build relationships in order to learn from each other & to get things done together
  • 44. What is Knowledge Networking?
    • Its about building relationships with people who you can help and support
    • And in turn who can help and support you!
    Knowledge is embodied in people gathered in communities and networks. The road to knowledge is via people, conversations, connections and relationships. Denham Grey
  • 45. What is Knowledge Networking?
    • Knowledge Networking is
      • sharing with each other
      • learning from each other
      • working together more effectively
    • It is about
      • connecting yourself and other people to people
      • connecting yourself and other people to information & new ideas
    • It is also
      • reciprocal!
      • about emotional support
      • a form of two-way coaching
  • 46. The Purpose
    • Knowledge Networking is not an end in itself
    • You need to keep the purpose in mind
    • To help you & others get things done that are of value to the business
      • that support the business strategy
      • more efficiently, more effectively
    • To help you discover new opportunities that are of value to the business
      • and to act on them
  • 47. Personal Benefits
    • Get things done more effectively
    • Learn what is going on around you
      • other people are your eyes and ears
    • Gain new perspectives
      • other people think differently to you
    • You get to see the ‘bleeding obvious’
      • other people see things that you don’t - even when they are in your face!
    • A more effective & successful knowledge worker!
  • 48. How do you network?
  • 49. Beware of business networking
    • Knowledge networking is quite different from business networking
    • Most books and web material are not relevant or just plain terrible!
    How to handshake! How to make yourself seem more interesting!
  • 50. Its not just about you
    • How do I connect with other people?
      • What is in it for me?
      • What is in it for him or her?
    • Also how do I connect other people!
    • And how do I connect people to new ideas!
    • You are a facilitator/catalyst
  • 51. Operational and Strategic
    • Short term
    • business outcome focused
    • existing stuff
    • develop relationships with people to get things done now!
    • Long term
    • capability outcome focused
    • new opportunities
    • develop long term relationships with key people in order to expand your and their influence
  • 52. Manage your Connections
    • Make new connections
      • getting out and about
    • Develop your connections
      • building relationships
    • Leverage your connections
      • actually getting things done
    • Let some connections whither
      • rarely kill them
  • 53. Make New Connections
    • Find people
      • Talk to people!
      • Make good ‘excuses’ to meet people!
      • Meet people when you travel
      • Join networks and societies, socialize
    • Let people find you
      • Give talks, publish articles
      • Ensure you have a strong web presence
      • Join LinkedIn, Facebook
  • 54. Develop your Connections
    • Rolodex or personal database!
    • Build relationships
      • email, phone call, face to face, lunch, dinner, drinks
    • Find other ways of staying in touch
      • Maybe a newsletter
      • Website etc.
    • Above all provide value to them!
  • 55. Leverage your Connections
    • On any project think
      • Who can help me?
      • Who can I help?
      • Who should be kept informed?
    • Don’t be afraid to ask!
    • Involve people appropriately
  • 56. Be Open & Be Transparent
    • Be open
    • Let ideas in - be open to other people
    • You see opportunities in the world and go out and connect to people
    • e.g. talk to a stranger or new recruit, take a crazy idea seriously
    • Be transparent
    • Let other people see what you are doing
    • Let them find you and connect with you
    • e.g. create a weblog, give a talk, publish regular reports
  • 57. Trust people & be trustworthy
    • When trust is high - communication is:
      • easy, instant, effective
    • When trust is low:
      • like walking in a mine field
      • politicking, ass covering, tension
      • Communication is difficult
        • at times impossible
    ” Trust is the highest form of human motivation. It is the life-blood of an organization. When people have a high degree of trust in each other - they work together extremely effectively” Stephen Covey ” Trust is the bandwidth of communication” Karl Eric Sveiby
  • 58. Summary
    • Knowledge networking is very powerful
    • None of us do it enough
    • Take it seriously
    • Get out there and network more ...
  • 59. Questions & Discussion
  • 60. Coffee
  • 61. Dare to Share Problems only exist in the human mind, Anthony de Mello
  • 62. Objectives
    • To take a look at knowledge sharing
      • what are the benefits of sharing?
      • what are the barriers?
      • how to overcome them!
    • Encourage us to think about why we share and how we can improve our ‘sharing’
  • 63. Knowledge 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
  • 64. Sharing
    • We do not ‘share knowledge’ in the literal meaning of sharing
    • Not like sharing a cake
      • Synergistic 2 + 2 = 5
    • More about:
      • Networking
      • Informal learning
      • Helping each other
      • Working together
      • Collaborating
  • 65. Personal Reasons for Sharing
    • To help other people & to help ourselves
    • Other people
      • to get things done
      • to build relationships so they in turn help us
    • Ourselves
      • Learning to be gained
      • Knowledge is perishable
      • Someone else will make our knowledge productive first
  • 66. Barriers to Knowledge Sharing
    • A silo mentality
    • Knowledge is power
    • Lack of knowledge sharing processes
    • No time allowed
    • No knowledge sharing by executives
    • Managers do not walk the talk
    • Poor IT systems
    • Lack of encouragement
    • Bureaucracy
    • Resistance to change by managers
    Karl-Eric Sveiby
  • 67. Is Sharing Natural?
    • Some say
      • sharing is human & comes naturally
    • Other say
      • knowledge is power and sharing is not natural
  • 68. Knowledge Sharing
    • Share your Knowledge
    • credit to somebody else
    • passed over for promotion
    • depression
    • alcoholism
    • marital breakdown
    • destitution
    • die a bum
    Is this really true?
    • Reasons for Sharing
    • ego
    • money reward
    • guilt
  • 69. Do we share?
    • We all help each other to a greater or lesser degree
    • Within our department
    • Within our project work
    • With friends and trusted colleagues
    • Within our network
  • 70. Why do we share?
    • We share because
      • it is in our interest
      • we have something to gain
    • We do not give our knowledge away
    • We implicitly TRADE things
      • tangible and intangible
    • The barriers to sharing
      • lack of TIME!
      • lack of obvious benefit i.e. there is no trade
      • lack of trust
  • 71. Trading Knowledge
    • we need to do our job
    • we are afraid of the consequences if we don’t
    • we like them
    • we want to look good
    • we want them to like us
    • we enjoy it
    • we are looking for promotion
    • we are looking for a new job
    • we want them to be indebted to us
    • we want to build a potentially useful relationship
    • they pay us or give us some other tangible reward
    We help people when they approach us for a variety of reasons - tangible & intangible (often implicit):
  • 72. The Desire to Learn
    • By sharing our knowledge with others
    • WE learn
      • we learn from them
      • we make our tacit knowledge more explicit
      • our assumptions are revealed
      • we are forced to simplify things
    • We can often learn more than we teach!
    If we want to learn we should teach! Stephen Covey
  • 73. The trick to sharing more
    • If we approach someone
      • help make clear the benefits
    • If we are being approached
      • look for the benefits
    • Especially the learning benefits
  • 74. Benefit & Time Time Availability Benefit high low high low no brainer Opportunity for learning/ relationship building explore/ escalate suggest an alternative
  • 75. Summary
    • Knowledge Sharing is more about ‘trading intangibles’!
      • we need to look for the benefits
    • Learning is one of the the major benefits
    • It is important to build and maintain trust
  • 76. Questions & Discussion
  • 77. Business is a Conversation
  • 78. 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
    • Conversation is central to all that we do
    • Its our job!
  • 79. 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
    • Theodore in an Oxford Historian
    • Conversation is creative
  • 80. 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
    • Its about understanding & sense making
    • Through conversation & storytelling
  • 81. Conversation “A mechanistic and unproductive exchange 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?
  • 82. Dialogue
    • When we engage each other in dialogue
      • we enter into a conversation with a view to learn from each other
      • rather than impose our views on the other.
    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
  • 83. Principles of Dialogue
    • Suspend assumptions, do not judge
    • Observe & listen to one another
    • Welcome differences & explore them
    • Allow taboo subjects to be raised safely
    • Listen to your inner voice
    • Slow the discussion
    • Search for the underlying meaning
    Dialogue is based on the work of the physicist David Bohm
  • 84. Dialogue Suppose we were able to share meanings freely without a compulsive urge to impose our view or conform to those of others and without distortion and self-deception. Would this not constitute a real revolution in culture. David Bohm, Physicist
  • 85. Summary
    • Business is a conversation
    • Conversation is creative
    • Understanding is more important than knowing more
    • Dialogue is the key to quality conversations
  • 86. Questions & Discussion
  • 87. Lunch
  • 88. Gurteen Knowledge Café Process
  • 89. Background
    • Coffee Machine talks
    • Chairing conferences
    • My dislike of ‘chalk & talk’ presentations
    • My desire for people to engage with the subject and to learn through conversation
  • 90. What is a Knowledge Café?
    • A knowledge café brings 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 issues involved.
    • Ultimately leading to action in the form of better decision making and innovation and thus tangible business outcomes.
  • 91. What are the outcomes?
    • Real outcomes are what you take away in your head
      • A deeper understanding of the issue discussed
      • A deeper insight into other people’s perspectives
      • A better appreciation of your own point of view
      • Better position to make more informed decisions and to take action!
  • 92. What is the history?
    • The term Knowledge Café has been around for the last 7 years or so
    • Only in the last 2 or 3 years has the term come into common use
    • Roots in work of David Bohm, William Isaacs, Juanita Brown
    • Roots in Open Space Technology which goes back to 1989
  • 93. Is it a talking-shop?
    • No its NOT a talking-shop. A talking shop is normally used pejoratively and implies no useful outcome other than the airing of ones own ideas
    • A Knowledge Caf é is different in that everyone leaves enriched by a deeper level of understanding of the subject in question and is often inspired to act
  • 94. Why is the Knowledge Caf é important?
    • The world is a 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
    • We do not find the time to have open conversations, we are under pressure to make quick decisions
    • KM for example should not be about creating and sharing ever increasing knowledge but understanding more fully the knowledge that we do have!
  • 95. What does a Knowledge Café do for the individual?
    • The Caf é assumes we have within ourselves a greater level of insight than we are conscious of
    • The Caf é helps tease this out
    • You hear yourself say things in Café conversations that you did not know that you knew
    • It crystallises our knowledge
      • New ideas are sparked
      • Fresh perspectives emerge ...
    • With increased observation and reflection comes understanding – this paves the way for change
  • 96. What resources are needed to run a Knowledge Caf é?
    • Not a lot!
    • A group of people
    • A facilitator or host
    • A room with plenty of space
    • Tables & chairs to seat about five people per table
  • 97. What do you need in the room?
    • Some formats have special requirements such as round tables, paper table cloths, felt tip pens, flowers on the table and coffee & biscuits
      • Gurteen Knowledge Cafés need none of these props but of course you could use them if available
      • Refreshments help
    • Aim is to create a good ambience
    • Unthreatening and hospitable environment
  • 98. How do you run one?
    • Knowledge Cafés can be run in different ways
    • I use a simple format
    • Runs for 90 minutes to a couple of hours
    • Work best with between 25 and 35 people
    • Can run a dozen people or as many as 100
      • But with some modifications
  • 99. What's the process?
      • Facilitator takes 5 - 15 minutes to introduce the Knowledge Caf é and the theme
      • Purpose of the Knowledge Caf é is made clear
      • Facilitator poses an open ended question
      • Participants form into small groups of 4 or 5 to discuss the subject for 30 - 60 minutes.
      • Change tables 1,2 or 3 times
      • The group re-assembles for an exchange of ideas as a whole for 15 - 30 minutes
  • 100. What subjects are covered?
    • Any subject can be addressed
    • Explore questions that matter to the participants
    • Explore only one theme
    • And pose only one question
  • 101. What is the role of the facilitator?
    • Facilitator need not be a specialist
      • Nor disciplined in facilitation
      • Simply a good listener and chairperson skills
    • Facilitator should not take a lead in the discussions
    • Should wander around and listen into the groups
    • Should listen out for problems and remind people gently of the rules of ‘dialogue’
  • 102. What’s the role of the individual?
    • To be prepared to emerge a slightly different person
    • To see people with different views not as adversaries but as resources from which we can learn
    • To avoid being too politically correct
    • To enter into open conversation
    • To listen more than speak
    • To welcome differences
    • To withhold judgment
    • To avoid position taking
  • 103. How do things work within the small groups?
    • Don’t appoint a leader or chairperson
    • Everyone should be equal
    • Don’t appoint a note taker either
    • Anyone can make their own notes if they want to
    • People share with the group only if they wish to
  • 104. How does the large group sit?
    • Bring everyone back into a relatively tight group so that every one can easily see and hear each other
    • Only use microphones if absolutely necessary as they inhibit the natural flow of the conversation
  • 105. How does the whole group work?
    • Individuals asked to remember that their comments are for the whole group and not for the facilitator.
    • The objective is to hold a ‘group conversation’
    • The facilitator needs to work at encouraging this
      • Plays a low key role – not the expert
      • Turn away, avoid eye contact!
  • 106. How does the facilitator work with the whole group?
    • The group should be doing the work with minimal intervention from the facilitator
    • Facilitator needs to encourage participation
    • Facilitator needs to ensure that no one person or group dominates the discussion
    • Connects diverse perspectives
  • 107. How do you record the outcomes of a Knowledge Café?
    • Avoid disrupting or influencing the conversation
    • Advise against making audio or video recordings
      • Ok on some circumstances
    • Appoint an external person to take notes
  • 108. Questions & Discussion
  • 109. Lets run a Knowledge Cafe
  • 110. Knowledge 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
  • 111. Personal Reasons for Sharing
    • To help other people & to help ourselves
      • The learning to be gained
      • To raise all ships on the sea
      • To get things done
      • To build relationships
      • Avoid re-inventing the wheel
  • 112. Barriers to Knowledge Sharing
    • A silo mentality
    • Knowledge is power
    • Lack of knowledge sharing processes
    • No time allowed
    • No knowledge sharing by executives
    • Managers do not walk the talk
    • Poor IT systems
    • Lack of encouragement
    • Bureaucracy
    • Resistance to change by managers
    Karl-Eric Sveiby
  • 113. The Challenge of Knowledge Sharing What prevents us from sharing our knowledge more effectively and how might we overcome these barriers?
  • 114. Coffee
  • 115. Learn before, during and after
  • 116. Objectives
    • Introduce the concepts of
      • learn before, learn during, learn after
      • peer assists, after action reviews, post project reviews
    • Describe how to run after-action-reviews (AARs)
      • personal, informal, formal
    • Encourage the use of these tools
  • 117. Learn from Doing
    • Need to learn continuously
    • Learn collaboratively by doing
    • Deliberately build learning into business activities
    • Adopt After-Action Reviews at all levels
    • Capture lessons
  • 118. After-Action Reviews
  • 119. What is an After-Action Review?
    • Review of an event
      • to promote learning
      • to reinforce success
      • to eliminate deficiencies
  • 120. What is an event?
    • An event has a
      • a beginning and an end
      • a purpose
      • measurable objectives
      • entire action or
      • smaller part of an action
    • Project
    • Project milestone
    • Internal meeting
    • Presentation
    • Meeting or phone conversation with customer, supplier, or partner
  • 121. How to run a After-Action Review
    • Questions
      • What were the desired outcomes?
      • What were the actual outcomes?
      • What were the differences?
      • What was learnt?
  • 122. What else do you need to know to run an After-Action Review?
    • Open climate
      • practice dialogue
    • Observe the event
      • if possible
    • Do immediately
    • Involve everyone
      • no hangers on
    • Record lessons
      • use technology
  • 123. What different types of After-Action Review can be held?
    • Formal
      • at end of project or project milestone
      • takes time
      • planned, need resources
      • need a facilitator
    • Informal
      • any time! May take just 5 mins
      • no resources, no facilitator
    • Personal
      • on your own, any time
  • 124. What are the benefits of After-Action Reviews?
    • Learn from experience
    • Inexpensive, easy
    • Immediate payoff
    • Learning at 2 levels:
      • Individual learning
      • Team learning
  • 125. Before, During & After
    • Learn Before (peer assist)
      • pre start of project meeting to learn from previous projects
    • Learn During (AAR)
      • continuous AARs, mainly informal
    • Learn After (retrospect)
      • end of project AAR - formal
      • Post project review
    ALL can be run at the personal level!
  • 126. Summary
    • Simple yet powerful learning tools
    • Start to practice personal reviews
    • Start to practice informal reviews with close colleagues or in teams
    • Ensure formal reviews are scheduled into all your projects
      • before, during and after!
  • 127. Questions & Discussion
  • 128. Telling Stories
  • 129. Objectives
    • Introduce the concept of Storytelling
      • what is storytelling?
      • what are the benefits?
      • what makes a good story?
      • how can they be used?
    • Focus more on ‘personal storytelling’ rather than as a corporate tool
    • Encourage you to start to use storytelling more
  • 130. What is storytelling?
    • Storytelling is the use of stories in organizations as a communication tool to share knowledge
    • Always existed - but now being used as a deliberate tool for sharing knowledge
    • Traditional communication is often dry, lacking in context and inspiration
    • Storytelling involves people and inspires them
    • Use of everyday language is more authentic & human
  • 131. What are the benefits?
    • Good for complex ideas & concepts in an understandable form
    • Can be used to convey knowledge that is difficult to articulate
    • Provides the context in which knowledge arises
    • Increases likelihood of meaningful knowledge transfer
    • Provides a ‘living, breathing’ example of how to do something and why it works
      • rather than telling people what to do, hence people are more open to the lessons
    • Stories tend not to get interrupted!
  • 132. What can stories be used for?
    • To stimulate thought, creativity and change
    • To help transfer knowledge
      • knowledge transfer is not about pouring knowledge into a person’s head
    • To help communicate complex ideas
    • To communicate messages that have an emotional dimension
    • To help build relationships & community
  • 133. What makes a good story?
    • Relevant and timely
    • True and authentic
    • A ‘plot’ - something strange, remarkable or funny
    • Told from the perspective of a single protagonist
    • Structure - a beginning, middle and end
    • Focused on the positive!
    • Easy to remember
  • 134. Personal Storytelling
    • We all tell, often without realizing we are doing it
    • Stories from personal experience
      • I tell many about my daughter Lauren
    • Identify those stories and refine them
    • Be on the look out for new ones
      • especially those from personal experience
    • Consciously tell more stories
  • 135. Summary
    • Storytelling is an effective communication tool
    • Not a panacea - often not appropriate
      • e.g. objective reporting
    • Identify your stories & refine them
      • you use them far more than you realize
    • Practice them
  • 136. Questions & Discussion
  • 137. Review of the day
  • 138. Agenda – Day 1
    • 08:30 - 08:45 Begin with the End in Mind (15 mins)
    • 08:45 – 09:30 KM 2.0 - KM goes social (45 mins)
    • 09:30 - 10:00 Making Connections (30 mins)
    • 10:00 - 10:30 Coffee (30 mins)
    • 10:30 - 11:15 Personal Knowledge Sharing (45 mins)
    • 11:15 - 12:00 Business is a Conversation (45 mins)
    • 12:00 - 13:30 Lunch (90 mins)
    • 13:30 - 14:00 The Knowledge Café Process (30 mins)
    • 14:00 - 15:00 Experiencing the Knowledge Café (60 mins)
    • 15:00 – 15:30 Coffee (30 mins)
    • 15:30 - 16:00 Learn before, during and after (30 mins)
    • 16:00 - 16:30 Story Telling (30 mins)
    • 16:30 - 17:00 Review of the day (30 mins)
  • 139. End of day
  • 140. The Social KM Café!! David Gurteen Gurteen Knowledge Second Day
  • 141. Agenda – Day 1
    • 08:30 - 08:45 Begin with the End in Mind (15 mins)
    • 08:45 – 09:30 KM 2.0 - KM goes social (45 mins)
    • 09:30 - 10:00 Making Connections (30 mins)
    • 10:00 - 10:30 Coffee (30 mins)
    • 10:30 - 11:15 Personal Knowledge Sharing (45 mins)
    • 11:15 - 12:00 Business is a Conversation (45 mins)
    • 12:00 - 13:30 Lunch (90 mins)
    • 13:30 - 14:00 The Knowledge Café Process (30 mins)
    • 14:00 - 15:00 Experiencing the Knowledge Café (60 mins)
    • 15:00 – 15:30 Coffee (30 mins)
    • 15:30 - 16:00 Learn before, during and after (30 mins)
    • 16:00 - 16:30 Story Telling (30 mins)
    • 16:30 - 17:00 Review of the day (30 mins)
  • 142. Agenda – Day 2
    • 08:30 – 09:00 Review of day 1 (30 mins)
    • 09:00 – 09:30 Rewarding knowledge sharing (30 mins)
    • 09:30 – 10:00 The Role of Social Tools
    • 10:00 - 10:30 Coffee (30 mins)
    • 10:30 – 11:30 Using Social Tools (60 mins)
    • 11:30 - 12:00 Action Cafe (30 mins)
    • 12:00 – 13:30 Lunch
  • 143. Should organizations reward knowledge sharing? If you want to kill innovation, Reward it. Alfie Kohn
  • 144. For Best Results Forget the Bonus! Here is what Alfie Kohn has to say about rewards To the best of my knowledge, no controlled scientific study has ever found a long-term enhancement of the quality of work as a result of any reward system http:// www.alfiekohn.org
  • 145. Do not reward
    • Rewards punish
    • Rewards rupture relations
    • Rewards ignore reasons
    • Rewards deter risk taking
    • Rewards undermine interest
    Loving what you do is a more powerful motivator than any goody including money
  • 146. Rewards Punish
    • Threats & coercion destroy motivation and so do rewards
    • Rewards are manipulative
    • “ Do this and you will get that” is not much different to “Do this else here is what will happen to you”
    • When people do not get the reward they hoped for they feel punished
    • The more desirable the reward the more demoralizing it is to miss out
  • 147. Rewards rupture relations
    • Excellence depends on teamwork
    • Rewards (especially if scarce) destroy cooperation
    • Incentive driven employees will not ask for help from their manager when they need it
    • They will conceal problems from their manager to appear infinitely competent
  • 148. Rewards ignore reasons
    • To solve problems people must understand the causes
    • They ignore the complexities of the problems
    • Each situation calls for a different response
    • Rewards tend to blindly promote a single solution
  • 149. Rewards deter risk-taking
    • People are less likely to take risks; to explore possibilities; to play hunches
    • The No. 1 casualty of rewards is creativity
  • 150. Rewards undermine interest
    • Loving what you do is a more powerful motivator than any goody including money
    • Rewards are controlling!
    • If people focus on getting a reward they tend to feel their work is no longer freely chosen and directed by them
    • If they have to bribe me to do it - it must be something I don’t want to do!
  • 151. So what’s the solution? How do we make people share? How do we make people do anything? People don't resist change; they resist being changed. Peter Senge
  • 152. Intangible Rewards
    • Opportunities for Personal Development
    • Recognition
  • 153. Alfie Kohn
    • Pay people well
    • Pay people fairly
    • Then do everything possible to take money (rewards) off people’s minds
    Incentives, bonuses, pay-for-performance-plans and other reward systems violate this last principle by their very nature!
  • 154. Bob Buckman Our approach to KM is far more than stick or carrot. We say, "Knowledge Sharing is your job. Do it!" As a reward you may keep your job.
  • 155. Changing People’s Behavior
    • We cannot change other people's behavior - only they can do that!
    • Threats, rewards and praise do not work
    • We don't need to be told what to do. We just need to understand the world better and then we will see what needs to be done for ourselves
  • 156. 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
    • Its about understanding & sense making
    • Through conversation & storytelling
  • 157. How do we understand better? Through being involved and engaged in the world and through open conversation !
  • 158. Questions & Discussion
  • 159. Social Tools
  • 160. Objectives
    • To look at social tools
    • And the colossal impact they will have
    • To explain ways in which they can be used
    • To encourage you to explore and experiment for yourselves
  • 161. Social Tools
    • Social Tools
    • Social Software
    • Social Networking
    • Social Networking Platforms
    • Social Network Analysis (SNA)
    • All rather loosely defined
  • 162. What is a social tool?
    • Social software enables people to rendezvous, connect or collaborate through computer-mediated communication and to form online communities.
  • 163. 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
  • 164. But also more traditional tools
    • E-mail
    • Instant Messaging
    • Discussion Forums
    • Lotus Notes applications
    • Groove, Teamroom, ...
    • And ones you might not expect
      • online dating
      • ebay
  • 165. What Differentiates Social tools?
    • They are SOCIAL!
    • Used by large numbers of people
      • thousands, tens of thousands, millions
      • who do not know each other
    • To form loose communities
    • Allow you to find & connect to people who you don’t know
    • Draws on the power of large numbers
    • Tends to exclude more traditional tools
  • 166. Properties of Social Tools
    • bottom-up
    • open - not closed
    • decentralized
    • subversive
    • emergent properties
    • uncontrolled
    • often free
    • enthusiastic amateurs
  • 167. Not just about knowledge sharing
    • Social tools expand your
      • intelligence
      • over the horizon radar
      • ability to learn
      • ability to adapt
      • ability to be found and connected with
      • influence
      • identity and reputation
  • 168. Summary
    • Extremely powerful tools
    • Born in the Internet (Web 2.0)
    • Moving to the Intranet (Enterprise 2.0)
    • Fundamental to Social KM or KM 2.0
    • Puts power in the hands of the people
    • Enthuses and engages people
    • Seen as many as subversive & resisted
    • CHANGE CORPORATE LIFE!
  • 169. Questions & Discussion
  • 170. Coffee
  • 171. Weblogs In the middle of difficulty lies opportunity. Albert Einstein
  • 172.  
  • 173. What can Weblogs be used for?
    • Personal journals
    • News logs/feeds (journalists, professional or amateur)
    • Knowledge-logs (k-logs)
    • Marketing & Support blogs/extranets
    • Real-time conference blogs
    • Status reporting blogs
    • Project blogs (group blog)
    • Lab note books
  • 174. What can Weblogs be used for?
    • Used to support CoPs
    • Event weblogs (similar to status)
    • Idea logs
    • Meeting or Action weblogs …
    • Communications weblogs MD or HR
    • Feedback weblogs
    • Trend Indicator weblogs …
    • Education weblogs
      • schools, universites, business schools etc
      • a form of e-learning ...
  • 175. What are Weblog communities?
    • Emergent
    • Naturally form - dynamic
      • like-minds tend to cluster together
    • Finding like-minds
      • google, day-pop, blog-chalking
      • blogrolls
      • trackback
      • referral logs
    • The feeling is of having a ‘conversation’ not one of ‘publishing’
  • 176. What is the Psychology of Weblogs?
    • Own it and take pride in it
    • A record of your thoughts/ideas
    • A personal learning journal
    • Highly personal, own voice
    • Primarily for yourself
    • No pressure to publish, comment or reply
    • Ability to access
      • ‘ like-minds’
      • ‘ world-class minds’
  • 177. Bottom Line
    • Weblogs are incredibly powerful knowledge networking tools
      • sharing and creating knowledge
      • networking and network formation
    • Their full business power is yet to be really recognized!
  • 178. RSS Feeds, Newsreaders, Aggregators and Podcasts
  • 179. What is RSS?
    • RSS
      • Rich site summary or real simple syndication
      • Real simple sharing!
    • Widely adopted defacto XML standard
      • developed by Netscape for news distribution
    • Uses simple set of XML tags
      • to create a “news feed" e.g. headline, link, description
  • 180. What is an RSS Feed?
    • A stream of “items” in the format:
      • title
      • date/time published
      • author
      • url/link to source
      • textual body
    • Produced by media organizations & amateurs
    • News feeds: newspapers, magazines
    • Podcasts: audio and video ‘magazines’
    • Websites: weblog postings and website updates
  • 181. What is an RSS Reader?
    • RSS Reader or RSS Newsreader
    • Allows you to subscribe to & read RSS feeds
    • Many freely available
      • download to PC
        • AmphetaDesk newsreader
      • online web service
        • Google Reader
        • Bloglines
  • 182.  
  • 183. What is RSS Aggregator?
    • Often another name for an RSS Reader
    • Reads a number of feeds & consolidates them onto a single web page for reading or creates a new consolidated feed!
      • E.g. Planet KM
    • You can treat weblogs as news feeds
      • publish them in RSS format
      • aggregate them like news feeds
  • 184.  
  • 185. Podcasts
    • Video iPod
    • TEDTalks
    • Video podcast of all my Google videos
      • Undocumented Google feature + Feedburner
      • Took minutes to create
  • 186. RSS Summary
    • Powerful information distribution tool
    • Has established itself as a standard
    • Everything but everything is starting to support RSS feeds
    • Huge potential to reduce e-mail overload
  • 187. Social Tagging & Folksonomies
  • 188. Del.icio.us
    • "Del.icio.us is a social bookmarks manager
    • Allows you to:
      • add sites you like to a personal collection of links
      • categorize those sites with keywords
      • share your collection not only between your own pcs but also with others.
  • 189. Del.icio.us
    • Uses non-hierarchical keyword categorization
    • Tag your bookmarks with a number of freely chosen keywords (folksonomy verses taxonomy).
    • A combined view of everyone's bookmarks with a given tag is available
      • the URL "http://del.icio.us/tag/wiki" displays all the links tagged "wiki".
    • Collective nature makes it possible to view bookmarks added by similar-minded users
  • 190. Social Tagging
    • Del.icio.us
      • tags links
    • Flickr
      • tags photos
    • YouTube
      • tags videos
    • Technorati
      • tags weblogs
  • 191. Wikis
  • 192. What is a Wiki?
    • A wiki is a type of website that allows users to easily add and edit content
    • Especially suited for collaborative writing
    • The name is based on the Hawaiian term wiki, meaning "quick” or "fast"
  • 193. Features
    • Easy to use
    • Do not need to know HTML
    • Anyone can edit a page
      • revisions kept
    • Free!
  • 194. Wikipedia
    • Phenomena!
    • No reward or recognition!
    • High quality
    • Little central control
    • Low cost
  • 195.  
  • 196.  
  • 197.  
  • 198. Examples
    • Wikipedia
      • http://en.wikipedia.org
    • SocialText
      • http://www.socialtext.com
    • Confluence
      • http://www.atlassian.com/software/confluence
    • Contactivity
      • http://groups.headshift.com/display/CONT06/Home
  • 199. Flickr
    • I photo every event in which I participate
    • Upload to Flickr
    • Embed slide shows on my website
    • Merge photos taken by different people with a common tag & create a composite slide show
  • 200. Skype
    • Skype
      • Voip, Skype-in, Skype-out, SMS, IM
      • Presence
      • Conference calls
      • Webcam
    • Pamela: record conversations & interviews
  • 201. YouTube & Google Video
    • Started out with “What is KM?”
      • Over 30 mini-interviews uploaded
      • Embedded in my site
    • Other KM and related videos on my site e.g. Patrick Lambe (blip.tv)
    • HK Knowledge Café, NLB talk
  • 202. Twitter
    • Micro-blog
      • Update from mobile phone
    • Panel on my website
    • Twitter: current activity
    • Skype: online presence
    • 250+ people following me
  • 203. Linkedin & FaceBook
    • Over 500 friends on FB
    • About 200 Community members
    • Keeps you connected and in-touch at the ‘micro-level’
  • 204.  
  • 205. Google Tools
    • Google Maps
    • Google Video
    • Google Search Engine
    • Google Alerts
    • Google Maps API
    • Google Reader
    • Google MP3 player
    • Google Gadgets
    • Google Webmaster tools
    • Google Adsense
    • Google Analytics
    • Google Docs
    The operating system is the web!
  • 206. Some thoughts on the future
  • 207. The Future
    • I’ve been an early adopter
    • I take this for granted
    • I never foresaw the growth in social tools and their enthusiastic adoption
    • But we have only just started
    • The use of these tools and the new ways of working that they enable is transformational!
  • 208. The Future
    • More and more amazing social tools
      • Powerful
      • Easy to learn, easy to use
      • Highly customizable/programmable
      • Free or low cost
    • All the things that I have done
      • Anyone can do today
      • Outside and inside the firewall!
      • You do not need to be a programmer
  • 209. The Future
    • More home workers
    • More mobile people working, globally, anyplace, anytime
    • More independent workers
    • Social tools provide ideal support for this type of work
    • People will demand access to these tools within their organizations
  • 210. Social Tools Summary
    • Key to Social KM
    • In their infancy
    • But very powerful
    • Tools for knowledge workers
    • Driven from the bottom up
    • Fundamentally about “personal knowledge sharing” & “expansion of presence”
    • Puts power in the hands of the users!
  • 211. Questions & Discussion
  • 212. Summary: KM is going social!
  • 213. Agenda – Day 1
    • 08:30 - 08:45 Begin with the End in Mind (15 mins)
    • 08:45 – 09:30 KM 2.0 - KM goes social (45 mins)
    • 09:30 - 10:00 Making Connections (30 mins)
    • 10:00 - 10:30 Coffee (30 mins)
    • 10:30 - 11:15 Personal Knowledge Sharing (45 mins)
    • 11:15 - 12:00 Business is a Conversation (45 mins)
    • 12:00 - 13:30 Lunch (90 mins)
    • 13:30 - 14:00 The Knowledge Café Process (30 mins)
    • 14:00 - 15:00 Experiencing the Knowledge Café (60 mins)
    • 15:00 – 15:30 Coffee (30 mins)
    • 15:30 - 16:00 Learn before, during and after (30 mins)
    • 16:00 - 16:30 Story Telling (30 mins)
    • 16:30 - 17:00 Review of the day (30 mins)
  • 214. Agenda – Day 2
    • 08:30 – 09:00 Review of day 1 (30 mins)
    • 09:00 – 09:30 Rewarding knowledge sharing (30 mins)
    • 09:30 – 10:00 The Role of Social Tools
    • 10:00 - 10:30 Coffee (30 mins)
    • 10:30 – 11:30 Using Social Tools (60 mins)
    • 11:30 - 12:00 Action Cafe (30 mins)
    • 12:00 – 13:30 Lunch
  • 215. World 2.0
    • Web 2.0
    • Enterprise 2.0
    • Education 2.0
    • Management 2.0
    • Managers 2.0
    • Politics 2.0
    • Military 2.0
    We are no longer consumers: of goods, services- we are prosumers - we have the opportunity to create and consume. For the first time we are participants in everything and not the “victims”. Fundamentally it is about "freedom". We are moving from a world where we were told to do things and where things were structured or planned for us to one where we get to decide what works best for us. We are moving from a mono-culture to a highly diverse ecology.
  • 216. World 2.0 The world is recognized to be complex and that different approaches are needed The world is seen through a Newtonian cause and effect model People decide the information they need and subscribe to it Information is pushed to people whether they have asked for it or not Everyone is open to new ideas People especially those in authority are closed to new ideas and new ways of working People write in the first person in their own voice People tend to write in the third person, in a professional voice People think out loud together People think quietly alone Context is retained in the form of stories Context is stripped from information Anyone can publish what they want Publishing is centrally controlled Information is distributed freely and uncontrolled Information is centralized, protected and controlled People are given freedom in return for accepting responsibility People are controlled out of fear they will do wrong People select the tools that work best for them IT Tools are imposed on people Work takes place transparently where everyone can see it Work takes places behind closed doors Knowledge sharing and social learning is a welcome natural part of people's everyday work Knowledge sharing and learning is imposed additional work World 2.0 World 1.0
  • 217. Share actionable insights
  • 218. www.gurteen.com David Gurteen Gurteen Knowledge Tel: +44 1252 812 878 Email: david.gurteen@gurteen.com
  • 219. Licence
    • You may use these slides under the following Creative Commons Licence
    • Attribution-Share Alike 2.0
    • http://creativecommons.org/licenses/by-sa/2.0/uk/