Being the convener for sikm 110816.v6

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To get ahead in today’s business world, leaders understand they must quickly capitalize on the know-how (knowledge) that lives inside their organizations or networks – in the teams, processes and experts that comprise them. You can make this happen by being a boundary-spanner, helping others to surface usable insights, and putting know-how to work. In this presentation to the SIKM global community, Kate Pugh and Roberto Evaristo describe a “convening competency” that addresses these issues through planning, facilitating, and acting upon effective conversations. Paired with appropriate technology and participation, “conveners” use facilitation, conversation and translation to streamline new product development, accelerate merger integrations/ restructurings, enable off-shore and outsource teams, and smooth transitions to new executives, teams, and geographies.

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  • Selection of topics should reflect scarcity, context and business-critical needs for knowledge (also risk management -- ignore this at your peril!), and the convener is the catalyst for boundary-spanning people with people and boundary-spanning ideas.2. Facilitating a genuine, generative conversation is essential, but you have to "plan to improvise". Improvisation / emergence brings out "layers" subtopics or new topics with startling relevance.3. Inviting and partnering with people from the seeking organizations (brokers) is essential to that conversation, and to the actual realization of business benefits.
  • Example: IBM took on employees from a company during an outsourcing deal. One person who was outsourced, while his team was downsized, “You kept the wrong guy. They knew where all of the skeletons were buried and you laid them off.”
  • Example: Yale Global Health Leadership is just discovering the value of change management. All of the same concepts are emerging ten years later. Was there an opportunity lost when the original language was not theirs? In the early 2000s came Kotter’s change management principles, which had immense relevance to the adoption of heath technologies/methods, but it wasn’t understoos
  • This is what gives a bad wrap for knowledge management. Repositories are not that great: Solution may not be in your context, and people turn away from search disillusionedIntranet managers, “My Search Sucks” was the name of a module at a conference
  • Asymmetry – blindspots (planning)No context – mismatch (conversation / collective)Long-term usability/ sustainability – Jail
  • Imaging a scenario where you are merging to companies or operations. Are there efficiencies you’ve promised shareholders? Are there performance issues you promised customersAre there innovations (new markets) in our future revenue we can’t miss?Etc.
  • Comments – This is a challenge!:Showing desktop give people the ability to correct, amplifyTakes concentration to be able to map and listen at the same timeSimpler to do concept mapping when the goal is just to get ideas onto a page and then “deal with the details later.”Can add some of this with little downtimes, or second person
  • "When 3m was designing hearing aids, the engineers pondered how to make the instrument as invisible as possible. Expert in electronics, miniaturization, and the function of the auditory nerve, they nevertheless had little knowledge about aesthetics.  The options they could generate were limited. Who knows about he most matching skin tones with various materials? Cosmetic dentistry, they decided-- and they found a wealth of information by visiting firms in that business." -- Leonard and Swap in Prusak and Matson, 121 
  • You can so some of this, and delvier valueThese are muscles we have as km practitioners. It doesn't need to be delivered inside the knowledge jam or any other particular knowledge transfer method.
  • Accelerating New Product DevelopmentAccelerating merger integrationOffshoring/Outsourcing EfficienciesOvercoming Info-GlutSmoothing Executive, Team Transitions Tapping Into Sales insightsJumpstarting Social Media initiatives
  • Spans boundaries Brings people and ideas togetherPrioritizesCoordinatesSurfaces usable insight Sets TonePresidesModelsProbesCapturesPuts knowledge to workSummarizesNudgesMeasuresNote: Convener could be a group of people
  • Being the convener for sikm 110816.v6

    1. 1. Being the Convener ―Being a catalyst for sharing hidden know-how‖ August 16, 2011 To get ahead in today’s business world, leaders understand they must quickly capitalize on the know-how (knowledge) that lives inside their organizations or networks – in the teams, processes and experts that comprise them. You can make this happen by being a boundary- Kate Pugh spanner, helping others to surface usable insights, and putting know- AlignConsulting how to work. www.alignconsultinginc.com katepugh@alum.mit.edu We describe a ―convening competency‖ that addresses this through Sharing Hidden Know-How (Jossey-Bass, 2011) planning, facilitating, and following through from effective conversations. Paired with appropriate technology and participation, Roberto Evaristo ―conveners‖ use facilitation, conversation and translation to 3M Corporation, streamline new product development, accelerate merger integrations/ Knowledge Management Program Office restructurings, enable off-shore and outsource teams, and smooth revaristo@mmm.com transitions to new executives, teams, and geographies. Jroberto.evaristo@gmail.com (These ideas expand upon and apply many of the concepts in the book Sharing Hidden Know-How (by Katrina Pugh, Jossey- Bass/Wiley, 2011.)(c) 2011 AlignConsulting 1
    2. 2. Agenda • What’s wrong with traditional tacit knowledge-transfer approaches? • You can help! • Deep dive on the competencies • How (where) do you get those competencies? • What’s animating you?(c) 2011 AlignConsulting 2
    3. 3. Three Knowledge Transfer Cases Large Med Device Strategy Case 3M Manufacturer Consulting Firm Experienced IT team missed Fleeting case teams operators suddenly deadline, quality Business Issue retire in crucial objectives manufacturing site Story telling, After action review Template-based, K transfer preceded by (project team only) filled by junior Approach rudimentary ―critical consultant with event‖ assessment senior review Lack of planning not a Self-improvement, Repository slow to handicap, but warning but no big probes get used (still going Result about future K into systemic issues to personal transfer investments networks) Knowledge Knowledge Knowledge Blind spot? Mis-match? Jail?(c) 2011 AlignConsulting 3
    4. 4. What’s the problem? Knowledge • We need to probe past ―Where’s the scarcity?‖ to “Blind ―What matters to the Spots” organization?‖ – Issue is a team-change, new project or product start up • We don’t know who knows, or who needs to know – What organization might be holding back for political reasons? Job-security? Fear of recrimination?(c) 2011 AlignConsulting 4
    5. 5. Addressing the unknown unknowns [T]here are known knowns; there are things we know we know. We also know there are known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknowns – the ones we dont know we dont know. Donald Rumsfeld, Feb 12, 2002(c) 2011 AlignConsulting 5
    6. 6. What’s the problem? (cont’d) Knowledge • We fail to see the relevance of the lesson learned to our “Mismatches” context (discipline jargon) • Documents rather than dialogues – Omissions, summaries, acronyms, implications for original audience (The cryptic PowerPoint) – Alternatively, detail, when need a simple answer(c) 2011 AlignConsulting 6
    7. 7. What’s the problem? (cont’d) Knowledge • High effort to create repositories, and difficult to “Jails” achieve quality, build credibility • Info glut and poor search – 107 Trillion emails in 2010 (12T real); 153 million blogs – Unstructured data mining expensive, time-consuming • Unidirectional: Too much push and not enough pull!(c) 2011 AlignConsulting 7
    8. 8. Roberto’s regret • ―My only surprise is the surprise by other people that it (traditional repositories) didn’t work!‖ • It could not possibly work – BY DESIGN – Didn’t address inherent asymmetry of cost-benefit in provide/retrieve processes -- blindspots – Didn’t get context, insight (try to be all things to everyone) -- mismatches – Didn’t address long-term sustainability issues -- the ability of the system to be relevant over time -- jail(c) 2011 AlignConsulting 8
    9. 9. What are the competencies a convener needs? Knowledge Knowledge Knowledge “Blind Spots” “Mismatches” “Jails”(c) 2011 AlignConsulting 9
    10. 10. 1. Facilitation: Prioritizing Knowledge Impact Sharing Feasibility • Improve efficiency? • Participants available? • Single points of failure? (Stand-in available?) • Product/mkt innovation? • Participants ready? • Job satisfaction? • Facilitator available? • Experts/veterans leaving • Know-how is or moving? accessible? • Surprisingly successful? • Appropriate ―cover‖ or • Surprisingly not? safety? • Knowledge absorption rate?(c) 2011 AlignConsulting 10
    11. 11. 1. Facilitation (cont’d): Boundary Spanning not just people, but also ideas Strengthening weak ties Connecting ideas Boundary spanning between knowledge creates ―uncommon connections,‖ one of the sources of 3M Innovation Extra-organizational knowledge can also be connected (say, Twin Cities Knowledge Management Forum members who benchmark across industries) Models can be used to abstract and relate previously unconnected areas of knowledge (e.g., the DMAIC, systems thinking archetypes)Source: Andrew Parker, Stanford University (Thank you, Stan Garfield)(c) 2011 AlignConsulting 11
    12. 12. / 2. Conversation: Evoking conversation Posture of Openness Glen Beck! Robert Paul Reich! Krugman! Pursuit of Diversity Voice Sense of agency or authority (opposite: Idolatry) Sarah Lady Palin! Gaga! Suspension Listening Not judging Not assuming (opposite: Certainty ) (opposite: Abstraction Practices of Dialogue Respect Appreciating what is (opposite: Violence)(c) 2011 AlignConsulting 12
    13. 13. 2. Conversation (cont’d): Helping people ask right questions, right tone Indirect Probe—― And the Direct Probe—― reason you Tag Question— Why is that did that is. . . ―That’s important?‖ .‖ important, isn’t it?‖ (warms people up) Prompt Redirect— Question—– ―What else ―Good point. might come Can we put that in the Playback— into play?‖ ―Let me try to parking lot?‖ restate that. . . .‖ Leading Question— Float—– ―Are there solutions in ―What about. . . the area of. . ? What are the Thank You! .?‖ benefits?‖Michael Wilkinson’s’ generic information gathering moves (Secrets of Facilitation, Jossey-Bass, 2004)(c) 2011 AlignConsulting 13
    14. 14. 2. Conversation (cont’d): Visualizing knowledge using text, concept mapping, systems thinking Concept Mapping Systems Thinking Cats Canary - population [Eat] Balancing Loop Canaries + Steady Canaries state Canary Meals [provide] - Time Balancing Calories to Loop Cats Cat Fat+(c) 2011 AlignConsulting 14
    15. 15. 3. Translation: Help others put the knowledge to work Help the ―brokers‖ (seekers’ reps) with: • Representing the ―Seekers‖ • ―Remixing‖ Content • Promoting learning • Handling perish-ability • Measuring impact • Being a change agent!(c) 2011 AlignConsulting 15
    16. 16. 3. Translation (cont’d): Have a repertoire of translations Build a repertoire of translations relevant to you. Some examples: • Amyris Technologies: fermentation processes in drug development applied to produce ethanol • ―Subscription model‖ (publishing, members’ Starts organizations) adopted by community farms during • 3M’s hearing aid group learned about aesthetics from Boundary dental prosthetics spanning! • Recreational ammunition cartridges became oxidized (―looked old‖), so they benchmarked with L’Oreal cartridges for lipstick • US Postal Service leveraging Nordstrom’s customer service(c) 2011 AlignConsulting 16
    17. 17. Convener Competency Summary: Transcend any individual process Spans boundaries • Brings people and ideas together • Prioritizes • Coordinates FacilitationPuts knowledge to work Surfaces usable insight • Summarizes • Tone of common curiosity • Translates • Models • Measures and Nudges • Probes, Captures Translation Conversation(c) 2011 AlignConsulting 17
    18. 18. You can grow the convening competency… • Identify the risk implications of Start a knowledge portfolioFacilitation blindspots (―feasibility and impact‖ 2x2) • Evoke serendipitous Social NW analysis, social media connections planningConversation • Convene break-through Facilitation, dialogue, systems conversations thinking • Inspire responsibility for shared Change management, Stakeholder learning, and collective change mgt., impact communicationTranslation • Model common curiosity instead of Story telling, relevant case competing development(c) 2011 AlignConsulting 18
    19. 19. Take it to the bank  New Product Development  Merger integration  Offshoring/Outsourcing  Overcoming Info-Glut  Exec./Team Transitions  Sales insights  Making social Media initiatives succeed(c) 2011 AlignConsulting 19
    20. 20. Who is the ―convener‖? Like the waterfall’s structure, You: • Guide, channel, • Manage the flow, • Enrich with minerals, • Re-mix different sources • Help nourish the flora and fauna, recycle(c) 2011 AlignConsulting 20
    21. 21. Questions about the ―convener‖: What ―convening‖ do you admire in others? What obstacles do you see? What are you already doing?(c) 2011 AlignConsulting 21
    22. 22. Appendix(c) 2011 AlignConsulting 22
    23. 23. Kate Pugh, AlignConsulting • Kate has 17 years of consulting and seven years of industry experience. She held leadership positions with Intel Corporation, JPMorgan, and Fidelity. Kate helped run Intel Solution Services’ Knowledge and Process Mgt Group, led Fidelity Personal & Workplace Investments KM, and initiated and ran the JPMorganChase’s Finance Portal Program. • Kate has helped launch and/or run over 20 communities of practice, including Intel’s award-winning Enterprise Architects’ community. Sample clients include ClearChannel, Fidelity Investments, The Gates Foundation, Institute for Healthcare Improvement, Medtronic, Mitokine Bioscience, Motorola, State Farm, and The World Bank. Kate is on the Board of Knowledge Mgt. Institute Canada and on the faculty of Columbia’s Inforamation and Knowledge Strategy Masters program. • Kate has an MS/MBA from MIT Sloan, a BA in Economics from Williams College, and certificates in Dialogue, Facilitation, Mediation, Project Mgt., and LEAN Six Sigma. • Kate wrote the book Sharing Hidden Know-How (Jossey-Bass, 2011). She has articles in Harvard Business Review, NASA Ask Magazine, The European American Business Journal, IBM Syn.Chrono.us Blog and DashboardInsight.(c) 2011 AlignConsulting 23
    24. 24. Roberto Evaristo, 3M • Prior to joining 3M in late 2006, Roberto was on the faculty of the Liautaud Graduate School of Business at the University of Illinois, Chicago. He has researched and consulted extensively for over fifteen years in many of Forbes’ 500 largest worldwide companies, including Dell, Petrobras, Baxter Healthcare, Fujitsu, Toshiba, and IBM. • At 3M, Roberto has continued to work on a methodology he created: strategic knowledge mapping (SKM). SKM addresses those strategic questions that CEOs and other high level managers absolutely need answers to and that existing resource allocation solutions have struggled to offer enterprise-wide transparency, such as ―Where are your firm’s capability strengths and vulnerabilities? Where should you be deploying resources to strengthen your capabilities? How will restructuring affect your capabilities? What business opportunities are you missing out due to gaps in your capabilities?‖ SKM enables new perspectives on traditional issues such as succession planning, staffing strategies, global R&D knowledge transfer, planned expertise growth path across the workforce, and increasing transparency of knowledge location in mergers and acquisitions. • He has published over 100 book chapters, conference proceedings and refereed articles in both academic and practitioner journals. He has also been a frequent keynote speaker in worldwide meetings and conferences. Roberto earned his Doctor of Philosophy in Management Information Systems from the University of Minnesota.(c) 2011 AlignConsulting 24
    25. 25. Some Reading • Sharing Hidden Know-How (Jossey- Bass, April 2011) • Case Study: 3M Uses Storytelling to Uncover Tacit Knowledge, 7-Jan 2009, G00162392 (by request from Gartner) • Jamming with the Institute for Healthcare Improvement ― (NASA Ask Magazine, Winter, 2011) • ―Don’t Just Capture Knowledge – Put It to Work,‖ Katrina Pugh and Nancy M. NASA Ask Magazine Magazine NASA Ask Dixon, Harvard Business Review, May 2008. • Sustainable Communities: Top 10 CSFs for Keeping the Faith, IBM Synch.rono.us Blog, July 19, 2010(c) 2011 AlignConsulting 25

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