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Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
Tacit Knowledge Sharing for Emerging Practices
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Tacit Knowledge Sharing for Emerging Practices

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Presented at the 2011 USCG Innovations Expo in Tampa Florida.

Presented at the 2011 USCG Innovations Expo in Tampa Florida.

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  • 1. Developing Emergent Practicesthrough Tacit Knowledge SharingPresented at:The United States Coast GuardHuman Performance Technology ConferenceSeptember 15, 2011 - Williamsburg, Virginia Ms. Janet Cichelli Serco, Inc. LinkedIn: janet-cichelli
  • 2. Today’s Increasingly Complex Work Environment The ability to figure things out, especially wicked problems, is now a key competency. Wicked problems differ from very hard problems. Developing a new weapon system is a hard problem, but its not wicked, because the goal is pretty straightforward. • Righting a troubled economy • Deepwater Horizon Oil Spill • Haiti, Katrina --Now, that’s wicked
  • 3. Knowledge• Knowledge is what people use to make decisions, such as whether to Explicit Knowledge correct a navigation course, or which action to take next. Tacit Knowledge• Knowledge may reside in people’s heads (expertise), information systems (data), or documents (information)• Knowledge can be created (innovation), moved (shared), or destroyed.
  • 4. Knowledge Management• Knowledge can be managed directly, e.g., by embedding knowledge tools and techniques in the work environment• Knowledge can be managed indirectly, by fostering an environment where knowledge activities (e.g., creation and sharing) are encouraged.
  • 5. Most Tasks Involve a Combination of Data, Information & Expertise
  • 6. The Human Element Increases as Knowledge Becomes More Complex
  • 7. The Work & Problem Domain Complex Complicated A way to look at our work environments, in terms of the nature of the problems or tasks we face. Chaotic Simple* Content from jarche.com is protected under a Creative Commons Attribution-NonCommercial License
  • 8. Simple Problems Some problems are SimpleComplex Complicated Subject to simple cause and effect. Predictable: I do this and that always happens.Chaotic Simple
  • 9. Complicated Problems Some problems are ComplicatedComplex Complicated • Requires a body of knowledge • Specialists invest in this body of knowledge. • Trainers seek to transfer this body of knowledge. • This can sometimes beChaotic Simple limiting – get so invested in the Complicated that we can get ―stuck.‖
  • 10. Complex ProblemsThe new cannot be known. New problems tend to be Complex or Chaotic. Complex Complicated • We can only know the cause and effect after the event. • Practices emerge via trial and error, and interaction . with the changing environment and the problem. • We must engage the problem and learn by Chaotic Simple probing. • Requires different approach to training for definedMethods to solve simple and complicated problems problems and measurable will not work with complex ones outcomes.
  • 11. The Work & Problem DomainComplex ComplicatedEmergent Good Practice Practice Novel BestPractice Practice Chaotic Simple
  • 12. Training Challenges Training looks backwards, at whatComplex Complicated worked in the past (good & best practices), andEmergent Good creates a controlled Practice Practice environment to develop knowledge and skills. Novel Best TrainingPractice Practice Chaotic Simple
  • 13. To Address Complexity, Organizations Need to Support Emergent Work PracticesThis means having an environment to support• collaboration,• conversation,• synthesis,• pattern recognition,• and creative tensionall within a secure and trusting environment.
  • 14. The Power of Social Media is Its Potential to Support Emergent Work Practices Tools and social networks: • Enable conversation and collaboration • Has greatest value in sharing tacit knowledge • Can directly support emergent work practicesHow social media tools get used is itself an emergent practice.
  • 15. Methods for Supporting Emergent PracticesSocial Media integrated with Serious Games• Identify expert performer patterns• Convert tacit knowledge to explicit knowledge• Continuously improve trainingSocial Media integrated with Enterprise Portal Applications• Real-time conversation & collaboration• Fostering of communities of practice (CoP)• Provides for communication, synthesis, and creative tension
  • 16. Methods for Supporting Emergent PracticesSocial Media integrated with Serious Games• Identify expert performer patterns Crowdsourcing• Convert tacit knowledge to explicit knowledge• Continuously improve trainingSocial Media integrated with Enterprise Portal Applications• Real-time conversation & collaboration• Fostering of communities of practice (CoP)• Provides for communication, synthesis, and creative tension
  • 17. What is Crowdsourcing?Crowdsourcing is• a social networking method that leverages the collective experience and intelligence of a group.• the act of outsourcing tasks, traditionally performed by an employee or contractor, to an undefined, large group of people or community (a "crowd"), through an open call (www.wikipedia.com).
  • 18. Crowdsourcing Emergent Practices for Fighting Somali PiratesSomalia has complex economic,social, and political problemsThe complexity and uncertaintymake it difficult to arrive atsimple solutions.The diversity of interests andperspectives will confound futuresolutions, military or otherwise.MMOWGLI (Massive Multiplayer Online WarGame Leveraging the Internet)marks the first major effort by the American military to help "crowdsource" new ideas and different opinions to look at hard problems.
  • 19. First: The Challenge is Presented
  • 20. Next: Play Your IdeasEach card is a ―micro-strategy‖—140 characters of your best thinking about how to meet this challenge.
  • 21. Micro-Strategies Build up to Breakthrough StrategiesScan ideas from others and respond with ideas that build on theirs.
  • 22. Crowdsourcing Spurs “Out-of-the-Box” Thinking Encourages ―novel combinations and complex interactions of ideas‖ on anti- piracy strategy that ―otherwise might not emerge from more traditional wargame approaches.‖
  • 23. Methods for Supporting Emergent PracticesSocial Media integrated with Serious Games• Identify expert performer patterns• Convert tacit knowledge to explicit knowledge• Continuously improve trainingSocial Media integrated with Enterprise Portal Applications• Real-time conversation & collaboration• Fostering of communities of practice (CoP)• Provides for communication, synthesis, and creative tension
  • 24. Methods for Supporting Emergent PracticesSocial Media integrated with Serious Games• Identify expert performer patterns• Convert tacit knowledge to explicit knowledge• Continuously improve trainingSocial Media integrated with Enterprise Portal Applications• Real-time conversation & collaboration Micro-Blogging• Fostering of communities of practice (CoP)• Provides for communication, synthesis, and creative tension
  • 25. What is Micro-Blogging?Micro-blogging is• A form of blogging that allows users to write brief text updates (usually less than 140 characters) and publish them.• Can be viewed by anyone or by a restricted group chosen by the user.
  • 26. What Micro-Blogging Looks LikeTwitter Yammer
  • 27. Integrating Micro-Blogging with CoPsEmbed Micro-Blogging tools on an enterprise portal to make conversation, groups and profiles social, real time, and mobile. • Integrate content with context • Support conversation and experiential learning • Spawn ad hoc conversations and groups • Enable communication from remote locations • Support photo uploads, ratings, polls, comments • Mobile availability and continuity
  • 28. Support Mobile Availability & Continuity Always-Carried, Always-On Access via iPhone/iPad – Blackberry - Android • Anytime, anywhere access • Support and knowledge- sharing at the point of need • Potential for location-based learning • Supports/enhances two-way interaction • Reach-back to experts & support
  • 29. Enabling Conversation and Performance Example: Incident Response Capability: Alert and mobilize an entire workforce, across all communicationchannels. Ensure safety, awareness, and accurate information sharing. • Create Crisis Comms Group • Launch Group with Events, use for planning activities • Crowd-source ideas, coordinate • Create, align, and publish across Groups and Communities
  • 30. Bringing Together Learning & WorkThe integration of learning and work is no longer just an ideal. It is a necessity in today’s complex world.
  • 31. In Summary• New work problems are increasingly complex• Less about trying to determine a lock-step process toward a predictable outcome• More about supporting and influencing possibilities• Falls squarely into the Human Performance domain• Requires tacit knowledge that cannot be documented as best practice• Social media tools and methods can support 31 emergent practices
  • 32. Questions? Conversation. Janet CichelliPractice Manager, Advanced Learning & KM Serco North America 240-778-1223 janet.cichelli@serco-na.com

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