Why Robins Don't Drink Milk And People Don't Share Knowledge - Judith Parker
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Why Robins Don't Drink Milk And People Don't Share Knowledge - Judith Parker
- 1. People and Knowledge Management 1. Why they share & learn 2. How they share and you build 3. What they share Is your KM plug in the socket or have you left it dangling?
- 2. WHY?
- 3. apturing, distributing, and effectively using knowledge Artifacts Codifie nowledge Skills Capabilities Apply knowledge Experiences Context nowledge Customer Knowledge – multi-national sales teams ˆKnowledge oducts – drugs (clinical trials) ˆKnowledge in People – PKM + PDP nowledge in Processes – e.g. risk assessment ˆOrganizational Memory oject knowledge ˆ Knowledge in Relationships – network analysis nowledge Assets – Intellectual capital business intelligence, Collaboratio ompetitive intelligence, Content management, Customer/experien lationship management, Enterprise search and discovery, Big da anagement, Business process management, Adaptive case managemen maging, Workflow, Document management, Cognitive computing Tac plicit communication Best practice Discussing Depositing Filing Readin stening Codification Personalisation Databases, external & internal Conte chitecture Information Service Support (training required) Data minin est practices Lessons learned After action analysis Community & learnin rectories, "yellow pages" (expertise locators) Findings & facilitating too oupware, Response teams, Cultural support, Current awareness profil nd databases, selection of items for alerting purposes / push, Data minin
- 6. Environment •Need to build trust •Performance Contract •Similar motivation to share and learn •Team spirit •Good sportsmanship •Trust •Obligation •Peer pressure •Proof of value to BP •Relationships Self •Recognition for good work / ideas •Self gratification •Self learning •Feedback and evolvement of own ideas •Excitement / enrolment •Receiving personalised information/knowledge •Intellectual curiosity •Feel good •Recognition •Boredom •Asking for help •Reputation •Learn by mistakes •Constructive feedback •Hard cash •Feeling of making progress •Desire for higher performance •Praise •Curiosity •Knowing you have knowledge that other people want •Empowerment •Acceptance into team What motivates us to share? 70% 30%
- 7. Self •Make valuable for me to keep i.e. no cash reward •Ignorance •Time •Negative feedback •Takes too long •Power •Information overload •No money incentives •Risk of exposure Environment •Insecurity •Mistrust •Don’t realise relevance •Poor tools / lack of tools •Fear of boring people •Unsure of importance relevance •Information overload •Crap infrastructure •Discomfort with person / topic •Exclusion •Attention of recipient •Reliance on someone else to do it •Not knowing who to share with (e.g. personalisation of e-mails) •Team interaction What motivates us not to share? 39% 61%
- 8. Summary Why: Knowledge needs to stay attached to the person Behaviour is difficult to change We have to use their self interest to make them want to share We have to provide tools and processes so they know how to share
- 9. What makes people want to learn? Habit Curiosity Time constraints Culture Challenge Control Competition Recognition
- 10. Why they wanted to learn: ‘Secrets’ – intriguing ‘my’ – the person owns the knowledge and the success ‘Success’ – presupposition they were successful Why they wanted to share: •Recognition •Knowledge and personal exposure leads to demand •Senior leaders / strong profiles Backed up with: •Highly visual, interesting and engaging content •Short, catchy intros •Metrics leading to continuous improvement mindset for content Secrets of my Success
- 11. Social network successes • Groups with shared interest and high levels of capability – Drillers @ BP; IT @ GSK • Based on individual profiles • High levels of transparency for owners of knowledge / expertise • Immediate feedback and learning, leading to self regulation (hopefully!) • Short succinct nuggets of knowledge with ongoing dialogue • Simple tool and process
- 12. Summary Why: Knowledge needs to stay attached to the person Behaviour is difficult to change We have to use their self interest to make them want to share We have to provide tools and processes so they know how to share Take a systems approach Think about the attributes of your networks
- 13. HOW?
- 15. Understand individuals in networks Malcolm Gladwell – Tipping Point Connectors, Mavens, Salesmen Johnny M at BP – the glue in the machine Coffee Breaks at BP – 50 of separation
- 18. If you build it, they may not come Put content where people go anyway -Website design -Newsletters -Internal meetings, events -Posters and desk drops -Emails and calendars -Create a trigger to build a habit
- 19. Summary Why: Knowledge needs to stay attached to the person Behaviour is difficult to change We have to use their self interest to make them want to share We have to provide tools and processes so they know how to share Take a systems approach Think about the attributes of your networks How: Create mobility Embrace the natural enthusiasts and think about different KM roles Focus on the end goal and use existing pathways rather than create new ones
- 20. WHAT?
- 22. NEWSROOM Timely - weekly Accurate – data driven Relevant – all contributors involved PLUS Exposure for non-learners Identified barriers to learning Relevant Accurate Timely
- 23. Summary Why: Knowledge needs to stay attached to the person Behaviour is difficult to change We have to use their self interest to make them want to share We have to provide tools and processes so they know how to share Think about how you create your networks How: Create mobility Embrace the natural enthusiasts and think about different KM roles Create the path where users go Take a systems approach WHAT: Make everything relevant, useful, timely Investigate barriers to sharing or learning
- 24. ASSUME NOTHING FIND EVIDENCE BE OPEN AND CURIOUS USE WHAT EMERGES DON’T WASTE ENERGY CHANGING BEHAVIOUR - USE EXISTING ENERGY TO POWER YOUR MACHINE
- 25. Thank you
Editor's Notes
- Not going to focus on technology – lots of stuff on that I’m going to focus on a few things about behaviour with examples You build a big KM system, with technology and processes and it’s very fancy. But many people don’t plug it in to the socket of human behaviour and that’s where the energy is that will make it happen. So they have this fancy machine and nothing happens – literally nothing. Take a much smaller machine and plug it in, and it will work. What I can tell you is that by applying simple behavioural principles that I apply in every job that I do, and those things are always, always successful. People are mystified as to why things work When you implement a new system or process you always need to get people to do something differently You have to create the connection between what you do and the behaviours that you want from them I will give you nuggets that are relevant to KM – hope at least one is useful. The how and the why and what are very interlinked in the examples I hope its interesting, I hope its relevant and I really hope no one falls asleep.
- Knowledge management is a huge space Everyone was defining it, creating language, from very hard financially driven KM like managing intellectual property to softer side – learning and collaborating But as a I learnt more I heard one message loud and clear….
- Talked to lots of people KNOWLEDGE IS POWER KNOWLEDGE IS POWER KNOWLEDGE IS POWER How do we get people to give up their knowledge? It soon became evident that trying to overcome this was like banging your head against a brick wall!
- So, one day showering, ironing or something mundane when my internal dialogue was on screen saver – my subconscious got the chance to offer a solution. The logic is that people need knowledge for security so taking it away is crazy…. The solution was quite simple “flip the problem on its head” Same mystical voice as field of dreams Instead of fighting the knowledge is power behaviour – why not embrace it? Its reality And say “that’s ok” Instead of taking away knowledge, what if we made people more powerful the more knowledge they had. Instead of the centre of the world being the knowledge, the centre is the person That was pretty radical – that was pre-facebook!!!!
- Of course there are other factors – culture, environment, family, etc. The controlled interest view of sharing There are three types of users of KM systems Suckers – Quite happy to continue sharing and giving selflessly Cheaters – Want to take continuously and don’t make any effort to give Grudgers – controlled self interest. Will give once, if there is no reciprocation, they won’t give again Grudgers are the ones that should be encouraged, but they should be encouraged to give twice before they do not volunteer again. To share successfully the self interest of the individuals should be addressed before the organisational benefits.
- People need
- Exceptionally successful – people engage with them – metrics prove that Change the name by promoting the individual, you are giving them exposure and recognition Demand driven – they want to be included in the group of successful people Start of with A listers in the organisation Not dumbed down but it should be clear and engaging and easy to read and understand
- What are the similar attributes of people? Firstly – not a homegenous group of people Proud of what they did More credibility for showing off their knowledge First connection was critical Barriers to entry of using it are very low
- Evolution of a species is not linear, but determined by a series of genetic ticks (think clock face). The more genetic ticks, the more evolved the species. Species with highest number of genetic ticks is man Next, at equal second are chimpanzees and songbirds. A study was made of why Blue Tits but not Robins (i.e. songbirds) had adapted to exploit milk bottles as a food source Back in the day, milk came in bottles on doorsteps with an open top Then birds started drinking it and that’s when they added foil The following conditions were noted to prevail within the Blue Tit society: Mobile individuals – each flock consists of 8 birds which change with no discernable pattern Innovative individuals They learn from the innovators and then change their habits and the innovation spreads to other flocks Its like little atoms which crash into each other – you need to create the environment for that to happen… which is….
- For epidemics: Connectors – make introductions Mavens – are information specialists Salesman – are persuasive negotiators They may not appear to do any significant work in the organisation – or be that visible If you have an advocate – enthusiast around this – do every thing you can to keep them Research – why they were so successful when not every one attended When you are thinking about how knowledge flows – its quite lumpy and disorganised and chaotic So what – invest in the glue of the organisation Create systems that allow for individual traits – back to connecting Be careful not to lump people in together Johnny Martin at BP – social glue for a huge network and he was the key – he went, it failed
- University Christopher Alexander (1977)
- Air traffic control example Do the exercise This is how change works in the west, we push and resist There is a different way and I’m going to talk about somethings that will reduce that resistance
- How – path of least resistance user defined paths Put content into the path of where people go anyway Websites at GSK – paths to get content, knowledge KM is normally somewhere new that you have to go to learn, put it where people go anyway GMS shared lessons on leader calls – one each session (with a resouce attached) James Clear – how to build habits – first thing is a trigger, reminder.
- Tell the story of the speech – open with this Imagine I’m sitting with you and having a coffee And I say to you I can’t boil an egg And you say – I make the best boiled eggs And then this is how it goes Kitchen Cupboards Family Activities When they eat the egg What they eat it off How they feel about the egg I just think – tell me how to boil the damn egg… Then they explain the heston blumenthal method However, we are having a coffee in the alps at 1800m … and so I need to adjust for altitude But I make a fantastic boiled egg What have I learnt? The most valuable attribute of knowledge is relevance (e.g. personalisation of e-mails research) The next most important attributes are accuracy and timeliness
- Situation Communications - people collected metrics on content to drive improvement and lessons learned, things didn’t improve Relevant Right people in the room – people who done the writing Accurate Data on each item which was discussed Timely Weekly We discussed the results, then what we were going to do differently Applied lessons learned immediately What else? Behavioural factors - Everyone created the improvement including the person who did the initial work and the person who follow on - Exposure for person who didn’t learn from the past – they would have to come back and explain why