KNOWLEDGE MANAGEMENTA Performance Based ApproachAugust 31, 2011
Agenda•   Introductions and housekeeping•   Key terminology and concepts•   A new approach•   Case study example•   Questi...
Today’s topic• A performance based approach to knowledge  management is based on identifying the  foundational elements of...
Housekeeping           4
Objectives• At the end of this session you will be able to:   – Explain the difference between:      • Information, data a...
Discussion• How many of you are familiar with and/or have  participated in any of the ASTD HPI courses?• How many of you w...
KEY TERMINOLOGY                  7
Key Terminology & Concepts• Knowledge vs. Information  – Knowledge consists of facts, truths and beliefs,    perspectives ...
Key Terminology & Concepts• Knowledge need   – Knowledge and information required to produce a job     outcome• Knowledge ...
Key Terminology & Concepts• Human Performance Improvement  – The theory of human performance improvement (HPI)    focuses ...
Key Terminology & Concepts• ExampleOutcome                   Knowledge Need                                Knowledge Sourc...
Key Terminology & Concepts• Performance portal  – An integrated knowledge solution that allows    users to leverage, captu...
QUESTIONS?             13
A NEW APPROACH                 14
A new approach• A performance based approach  to knowledge management that  links people directly to the  knowledge needs ...
A new approach• A Learn – Do – Share paradigm• INSERT IMAGE                                     16
Social media is nothing - an oxymoron at best:media are simply media, incapable of being atall social. People are social. ...
BUILDING A PERFORMANCE BASEDKNOWLEDGE MANAGEMENT SOLUTION                                18
A 4-step process• Identify critical job outcomes, knowledge needs and  knowledge sources from across the organization   – ...
Identify critical job outcomes• Outcomes link activity to business goal• Identify outcomes using a structured interview  p...
Identify critical job outcomes• Sample outcomes  – Business development     • A completed proposal     • An organizational...
Identify knowledge needs and                                          sources• Using the critical job outcomes –        – ...
VOLUNTEER            23
Create knowledge maps• Knowledge maps provide visual representation  of:  – The outcomes, knowledge needs and sources for ...
Sample knowledge map• Sample  knowledge map  for a given job                                  25
Organizational knowledge map                           26
QUESTIONS?             27
CASE STUDY             28
Case StudyThe Challenge    Facing the challenge of capturing, storing, and reusing critical                 knowledge asse...
Case Study• Knowledge needs  – Knowledge needs align with important    performance portals    • Finding and winning new bu...
Case Study• Additional findings   – Evidence suggests that generally staff are not aware of the     knowledge available to...
Case Study• Results  – A performance based knowledge management system    based on:     • Defined set of employee and orga...
Additional considerations• An environment that supports knowledge  sharing has the following characteristics  – Reward str...
QUESTIONS?             34
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KM Webinar

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A webinar discussing an innovative approach to organizational knoledge built on performance models derived using Performance DNA.

This approach leverages the power of role-based outcomes and introduces a learn-do-share paradigm to a performance portal knowledge solution.

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  • Today’s topic – a performance based approach to KM A non-traditional approach to KM that links employees to the knowledge needs and sources to perform their critical job outcomes An approach and solution to meet the demands of the high tech – information age we currently are in. It is a solution to manage and harness the valuable knowledge generated and held within your organization and also includes an effective social networking component to help tackle the social networking challenge
  • ASK – What do you hope to get out of today’s session?
  • Why is it important to know the difference- We rely greatly on other people’s knowledge and experience to produce critical job outcomes A knowledge worker is 5 times more likely to turn to another person for information rather than an impersonal source such as a database or KM system *When we turn to another person, we not only end up with the information we are looking for but we also get more information and feedback. We learn where it is to be found, how to reformulate our question or query, whether we are on the right track, and where we strayed.Additionally and perhaps most importantly, the information is coming to us from a known and usually trusted, credible source. In other words, people are the best means of getting not only a direct answer but additional critical and important knowledge about the knowledge or information we are seeking. Talking to other people provides a highly valuable learning activity that is primarily tacit-tacit knowledge transfer, for this type of knowledge is seldom rendered explicity, nor is it captured in any form of document. ….learning is a predominantly social event*Taken from Mishra, J. K. 2009. Knowledge Management Complexity, Learning & Sustainable Innovation. Global India Pubns. What this means for our knowledge management solutionClassifying knowledge sources as explicit or tacit helps us to better organize and arrange our KM system (we will talk more about this process later) Will helps us to identify and map the knowledge flows between people to see where people seek and share knowledge
  • Ask someone for an outcome, kn and ks
  • Traditional KM systems/solutionsADD Are organized by knowledge ‘type,’ or some other organizational schema, information taxonomy which requires an individual to know all of the various types of knowledge, multiple variations of the schema and taxonomy ASK But what if you are new to the organization – how to you find what you are looking for? ASK How do I find out who are experts in what I need to do – experts are people with valuable tacit knowledge that can teach me more
  • Why is L-D-S important Individuals only need to know what they are trying to accomplish in order to useThe direct organizing framework is first on what the performer is trying to achieve in order to add value for the organization, instead of on the knowledge ‘type,’ or some other organizational schema, information taxonomy typically used in many other knowledge management systems. Systems built on knowledge types or org schemas, are really just data and information management systems – this LDS paradigm links users directly with the information they need to produce key outcomesConnects people with people and people with information (explicit and tacit knowledge) – includes a social networking component that allows people to share information freely. Remember we said earlier that people are 5x more likely to turn to another person for information – so it is any wonder that social networking, tweeting, blogging etc has taken over the way we exchange information and communicate?
  • An interesting thought to consider
  • How many of those who have taken Analyzing HP have access to and or use PDNA?
  • Review definition of outcomeThe output or end result of a set of actions by a performer that is directly linked to producing a desired business resultThis process to identify critical job outcomes is a core skill taught in ASTDs Analyzing Human Performance class. As a side note: Knowledge Management is one of the many solutions an HPI or performance based approach can help you to solve. It is important to start with the identification of outcomes when building a knowledge management solution, because the outcomes define the critical outputs or artifacts people produce in their job that drive business results. Critical to provide people with the knowledge they need, and easy access to this knowledge so that they are able produce these critical outcomes successfully
  • ASK – for a volunteer to provide a critical outcome they produce in their job and their knowledge needs and knowledge sources – so we can help connect to this idea of outcomes to our current daily livesASK what are the constraints to the access to the knowledge needs and or sourcesTransition then to discuss the next step – Knowledge Maps
  • How ID performance portalsTop knowledge needs and knowledge sources – should in theory align with the important job outcomes produced within the organization – these top job outcomes can be categorized into major centers of performance or performance portalsExamples – from one of the worlds largest high tech companies – sample performance portal Delivering world class results on-time – individuals in R&D and engineering, logistics and sales and marketing all have key outcomes to deliver world class results on timeFrom a state DNRPromoting and maintaining health partnerships with other state, federal and private businesses – state foresters as well as scientists and central office staff all have an accountability to produce outcomes related to….
  • Using a tool like NodeXL you canBuild the organizational knowledge map to map the flow and exchange of knowledgeIdentify the top knowledge needs and sourcesIdentify the major centers of performance produced within the organization – ie the Performance PortalsAll of this information helps to build the KM solution in line with what people need to produceSTOP HERE AND ASK FOR QUESTIONS
  • Some additional – notable findings we identified were….These were used to help us focus and validate our proposed solution
  • As with any new system built an introduced into an organization, there is much more that needs to be in place and considered when introducing it – it will likely not be “build it and they will come” It is important that use is measured ie, by some sort of perf management system, rewarded, and supported.Individuals need to see what’s in it for them and trust that using it will be safe and help them to achieve what they need to achieveAll of these are important cultural characteristics – so it’s important to assess your organizations culture and readiness and develop a change management strategy to help introduce a new system like a KM system into your organization
  • KM Webinar

    1. 1. KNOWLEDGE MANAGEMENTA Performance Based ApproachAugust 31, 2011
    2. 2. Agenda• Introductions and housekeeping• Key terminology and concepts• A new approach• Case study example• Questions 2
    3. 3. Today’s topic• A performance based approach to knowledge management is based on identifying the foundational elements of data and information required to achieve organizational objectives and what knowledge is created by that process 3
    4. 4. Housekeeping 4
    5. 5. Objectives• At the end of this session you will be able to: – Explain the difference between: • Information, data and knowledge • Tacit and explicit knowledge – Apply a performance based approach to identify critical job outcomes, knowledge needs and sources – Learn the various tools and methods to help map job outcomes, knowledge needs and sources – Define the appropriate performance portals needed in a knowledge management system 5
    6. 6. Discussion• How many of you are familiar with and/or have participated in any of the ASTD HPI courses?• How many of you work for an organization that currently has a knowledge management strategy and/or tool in place? – What results or changes has your organization’s knowledge management strategy or tool brought to the organization?• Does your organization have a social networking strategy? 6
    7. 7. KEY TERMINOLOGY 7
    8. 8. Key Terminology & Concepts• Knowledge vs. Information – Knowledge consists of facts, truths and beliefs, perspectives and concepts, judgments and expectations, methodologies and know-how • Knowledge is accumulated and integrated and held over time to solve specific challenges and handle specific situations – Information consists of facts and data organized to describe a particular situation or condition • Knowledge is applied to interpret information about the situation and how to handle it 8
    9. 9. Key Terminology & Concepts• Knowledge need – Knowledge and information required to produce a job outcome• Knowledge source – From where the knowledge or information is obtained – Knowledge sources can be explicit or tacit sources• Explicit vs. Tacit knowledge – Explicit knowledge is often times documented knowledge and information that can be accessed and stored easily – Tacit knowledge is undocumented experiential knowledge that exists within people’s heads 9
    10. 10. Key Terminology & Concepts• Human Performance Improvement – The theory of human performance improvement (HPI) focuses on the outcomes, results and accomplishments achieved by a person, group or organization• Outcome – The output or end result of a set of actions by a performer that is directly linked to producing a desired business result – Sample outcomes are: • A strategic plan • A quarterly report • A succession plan • A successful proposal
    11. 11. Key Terminology & Concepts• ExampleOutcome Knowledge Need Knowledge Source Current news 24/7 Crisis Travel Service Critical current security information Overseas Security Advisory CouncilSecurity briefings Project staff Department of Defense Regulations on security industry operations Department of State Industry groups 11
    12. 12. Key Terminology & Concepts• Performance portal – An integrated knowledge solution that allows users to leverage, capture and share knowledge in the context of their performance on the job 12
    13. 13. QUESTIONS? 13
    14. 14. A NEW APPROACH 14
    15. 15. A new approach• A performance based approach to knowledge management that links people directly to the knowledge needs and source they need to produce critical job outcomes• The direct organizing framework is first on what the performer is trying to achieve in order to add value for the organization 15
    16. 16. A new approach• A Learn – Do – Share paradigm• INSERT IMAGE 16
    17. 17. Social media is nothing - an oxymoron at best:media are simply media, incapable of being atall social. People are social. Information isntsocial either - but it is everything. With that inmind, its important to understand whatinformation people need and how they accessthat information in order to achieve results.Adapted from Phil BaumannSocial Media Anxiety DisorderNext Gen Pharma 17
    18. 18. BUILDING A PERFORMANCE BASEDKNOWLEDGE MANAGEMENT SOLUTION 18
    19. 19. A 4-step process• Identify critical job outcomes, knowledge needs and knowledge sources from across the organization – Using a structured interview process and Performance DNA desktop• Create knowledge maps for each job role/function• Develop an organizational knowledge map to identify to knowledge needs and sources and map the flow and exchange of knowledge• Analyze results and identify major centers of performance, i.e. Performance Portals 19
    20. 20. Identify critical job outcomes• Outcomes link activity to business goal• Identify outcomes using a structured interview process• Sample questions – What do you produce in your job that is the most important? – When your day (and job activities) has gone very well and everything has fallen into place, what do you leave behind when you are done with everything? 20
    21. 21. Identify critical job outcomes• Sample outcomes – Business development • A completed proposal • An organizational business plan • A bid/no bid decision – Project Director • A strategy paper • An analysis of current trends • A successful country strategy 21
    22. 22. Identify knowledge needs and sources• Using the critical job outcomes – – Identify the knowledge needed to produce each outcome – Identify the source from which that knowledge is obtainedOutcome Knowledge Need Knowledge Source Current news 24/7 Crisis Travel Service Critical current security information Overseas Security Advisory CouncilSecurity briefings Project staff Department of Defense Regulations on security industry operations Department of State Industry groups 22
    23. 23. VOLUNTEER 23
    24. 24. Create knowledge maps• Knowledge maps provide visual representation of: – The outcomes, knowledge needs and sources for a given job role – Complex relationships• Use a tool like NodeXL to – Build the organizational knowledge map to map the flow and exchange of knowledge – Identify the top knowledge needs and sources – Identify the major centers of performance produced within the organization 24
    25. 25. Sample knowledge map• Sample knowledge map for a given job 25
    26. 26. Organizational knowledge map 26
    27. 27. QUESTIONS? 27
    28. 28. CASE STUDY 28
    29. 29. Case StudyThe Challenge Facing the challenge of capturing, storing, and reusing critical knowledge assets, Beacon Performance Group was approached by a mid-size international development organization whose major commodity is thoughts, solutions and ideas that help people around the world realize the positive changes they desire in their everyday life. The knowledge within the organization and important ideas generated often have implications far beyond the numbers on the balance sheet; they often mean changes in the fundamental quality of life of entire communities or in some cases the difference between life and deathThe Solution & In order to identify and harness the critical knowledge and information requirements within the organization, aApproach performance based approach to knowledge management was applied. This performance based approach focuses first on understanding the important outcomes that are produced by employees within specific roles across the organization and second, on identifying the important knowledge requirements and sources of that knowledge, employees need access to, to be able to produce those outcomes effectively. 29
    30. 30. Case Study• Knowledge needs – Knowledge needs align with important performance portals • Finding and winning new business • Implementing and supporting current programs • Developing and advancing the organization’s intellectual position within the market • Managing and supporting the business • Managing my career (for internal employees) • Working with the organization (for external partners) 30
    31. 31. Case Study• Additional findings – Evidence suggests that generally staff are not aware of the knowledge available to them • Most notable example is Past Performance Reports (PPRs) – Roughly 27% of the knowledge sources are tacit knowledge sources • People rely on other individuals for their knowledge based on past experiences and their individual expertise in order to – Develop a technical approach for a proposal – Locate information on past projects – Assess what is going on in a country – Some tacit knowledge sources can easily be transformed into explicit knowledge sources • Examples – Trip reports – Knowledge of staff education, credentials, past experiences, published articles or papers 31
    32. 32. Case Study• Results – A performance based knowledge management system based on: • Defined set of employee and organizational performance requirements • A detailed map of the flow and exchange of knowledge throughout the organization – Top knowledge needs and knowledge sources identified – Identified choke points to the flow and exchange of information • A Learn – Do – Share paradigm • SharePoint 2010 32
    33. 33. Additional considerations• An environment that supports knowledge sharing has the following characteristics – Reward structure – recognition for knowledge sharing with peers – Openness/transparency – no hidden agendas – Sharing supported – communication and coordination between groups – Trust – shared objectives – Top management support – upward and downward communication Mishra, J. K. 2009. Knowledge Management Complexity, Learning & Sustainable Innovation. Global India Pubns. 33
    34. 34. QUESTIONS? 34

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