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Learn do share 2.0


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Presentation delivered at ASTD's International Conference on Knowpedge Performance. Unlike traditional approached to KM, Beacon's approach pivots off a human performance stance - recognizing that knowledge assets are enablers of performance and not just data to be managed.

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Learn do share 2.0

  1. 1. KNOWLEDGE PERFORMANCELearn/Do/Share – A New Approach for LinkingKnowledge to PerformancePresented by: Mason Holloway, Senior Director
  2. 2. Agenda• Introductions• Key terminology and concepts• A new approach• Case study example• Questions 2
  3. 3. Today’s topicA performance based approach to knowledgemanagement based on identifying the criticaloutcomes in the organization, linking thoseoutcomes to knowledge needs andsources, aligning them in a learn-do-shareparadigm and ordering it all within aperformance portal. 3
  4. 4. Well said…"If only HP knew what it knows it would make three times more profit tomorrow" -- Lew Platt, ex CEO Hewlett Packard 4
  5. 5. 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? 5
  7. 7. 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 7
  8. 8. 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 8
  9. 9. 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
  10. 10. 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 10
  11. 11. 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 11
  12. 12. LEARN-DO-SHARE 12
  13. 13. A new approach• A performance based approach to leveraging knowledge that links people directly to the knowledge needs and source they need to produce critical job outcomes• The framework is organized first on what the performer is trying to achieve to create value for the organization 13
  14. 14. The a priori, a posteriori problem• A priori knowledge is knowledge that is known independently of experience (that is, it is non- empirical, or arrived at beforehand, usually by reason).• A posteriori knowledge is knowledge that is known by experience (that is, it is empirical, or arrived at afterward). 14
  15. 15. 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 15
  17. 17. A 4-step process1. Identify critical job outcomes, knowledge needs and knowledge sources from across the organization a) Use a structured performance analysis process like Performance DNA™2. Create knowledge maps for each job role/function based on outcomes3. Develop an organizational knowledge map to identify knowledge needs and sources and map the flow and exchange of knowledge4. Analyze results and identify major centers of performance, to structure Performance Portals 17
  18. 18. Identify critical job outcomes• Outcomes link activity to business goals• Identify outcomes using a structured performance analysis 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? 18
  19. 19. 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 19
  20. 20. 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 20
  21. 21. 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 21
  22. 22. NodeXL DataA qualifed and appropriately utilized staff 1 5 917.000 0.005A strategy to build the practice 1 3 545.509 0.005A strong reputation of the practice 1 3 565.205 0.005A successfully managed project 1 5 754.000 0.005A talented and capable junior staff 1 2 358.654 0.005A technical approach for a current project 1 3 661.076 0.005A technical approach for a proposal 1 4 811.710 0.005A well designed research project 1 2 348.029 0.005An informed senior management team 1 3 613.000 0.005Assignments of staff 1 1 36.000 0.004Awareness of partner activities 1 2 40.400 0.004Awareness of staffing issues 1 1 128.000 0.004Benchmarks 1 2 40.400 0.004Contacts/networks 1 0 0.000 0.003 22
  23. 23. Organizational knowledge map 23
  24. 24. Organizational knowledge map 24
  25. 25. Sample knowledge map• Sample knowledge map for a given job 25
  26. 26. CASE STUDY 26
  27. 27. Case Study – The Challenge• 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 death 27
  28. 28. Data Gathering Process• Overview – 31 interviews conducted with individuals from across the organization • Backstops • Business Development • COPs • Division Directors • Field Operations & Security • Finance & Contracts • HR • IT • Practice Area Leads • Project Directors • Senior Director 28
  29. 29. Data Gathering Process• Overview – Individuals asked to describe: • Critical outcomes they produce in their role • Knowledge needed to produce those outcomes • Sources of the knowledge 29
  30. 30. Analysis Approach• All outcomes, knowledge needs and sources discussed were mapped into role specific knowledge maps• Focus groups were conducted to validate outcomes, knowledge needs and sources captured• All data categorized to allow us to analyze the top knowledge needs and sources – Knowledge sources were categorized into explicit and tacit knowledge sources 30
  31. 31. Findings• Top knowledge needs Past performance Budget for a project or internal initiative Corporate financial information Contract informationTop knowledge needs Knowledge of relevant topical information around the world Project environment information An actionable set of business intelligence External sources for professional development Proposal Backlog assessment 31
  32. 32. Findings• Top knowledge sources Field staff Internal (HQ) project staff Division Directors Networking/Intelligence Top tacit knowledge Partners sources Country visits USAID Networks Consultants Ministry Research SOW RFP Contracts Top explicit knowledge External literature sources An institutional model Country information Organizational goals HR staff Project plan 32
  33. 33. Clustering Knowledge Needs• Aligned knowledge needs into 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) 33
  34. 34. Additional findings• Staff were generally not aware of the knowledge available to them• Roughly 27% of the knowledge sources were tacit 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 could easily be transformed into explicit knowledge sources • Examples – Trip reports – Knowledge of staff education, credentials, past experiences, published articles or papers 34
  35. 35. Our soultion– 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 35
  36. 36. Performance Portal Design• Structured performance portals on the findings of PDNA™ Analysis to enable users to leverage, and share critical knowledge through a consistent and structured platform 36
  37. 37. Performance Portal Design• LEARN/DO/SHARE paradigm – Allows the user to define their experience within the performance portal – Does not require the user to know anything about the context of the knowledge or information, but instead only the needs and context of their particular situation 37
  38. 38. Performance Portal Design• The importance of SHARE – A core component of the value and adoption of a knowledge management system is the ‘living’ nature of the system as a resource – To accomplish this, users are encouraged to share back valuable lessons learned and knowledge components through the SHARE section of the portal – Knowledge components that are shared back into the system are vetted through a formal knowledge nomination process 38
  39. 39. Before – Main Intranet portal 39
  40. 40. Before - Traditional Document Library and forms 40
  41. 41. Before – KM Portal site 41
  42. 42. After – Knowledge Management Portal 42
  43. 43. Taxonomy – the final pieceMetadata Specification Cardinality Administrator Editor Author Field Description / Function dc.equivalent Data Format / Source Min Max Set By Note Read Write Read Write Read WriteDOCUMENT DESCRIPTIONFIELDS Use to record the file name of the content SP should autmatically assign the filenamefilename item. dc.identifier text 1 1 SP of the file being uploaded. Y N Y N Y N SP should automatically assign the Use to record the file format of the filename extension of the file beingformat content. dc.format text 1 1 SP uploaded. Y N Y N Y N Use to record the size of the uploaded file SP should automatically generate the bytebytecount in bytes. dc.extent integer 1 1 SP count for the file being uploaded. Y N Y N Y N SP should copy title from the content. People should be allowed to change the Use to record the title for the content, title (or copy it from the content) if it is suitable for display in search result listings, not correct. SP must not overwrite thistitle bookmarks, window headers, etc. dc.title text 1 1 SP once it has been manually changed. Y Y Y Y Y Y Use to provide a short description,description summary or abstract of the content. dc.description text 1 1Manual Y Y Y Y Y Y SP should copy the type from the template if a template has been used to generate the content. People should be allowed to change the type. SP must not overwritecontentType Use to identify the genre of the content. dc.type controlled vocabulary 1 1Manual this once it has been manually changed. Y Y Y Y Y Y 43
  44. 44. Additional considerations• Support structure and governance – Reward structure – recognition for knowledge sharing with peers – Integrated into performance management – Openness/transparency – no hidden agendas – Sharing supported – communication and coordination between groups – Trust – shared objectives – Top management support – upward and downward communication 44
  45. 45. Questions?• For more information, contact:• Mason Holloway Senior Director, Consulting Group Beacon Associates•• 443-995-4797 45
  46. 46. For more information, contact:Mason HollowaySenior Director, Consulting GroupBeacon Associatesmholloway@beaconassociates.net443-995-4797 46