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Measuring KM Measures, targets & rewards David Gurteen Gurteen Knowledge Bogota, June 2010
Begin with the end in mind ,[object Object],[object Object],[object Object]
The context ,[object Object],[object Object],[object Object],[object Object]
Start with the business issue The measures will then naturally follow
Business issues and outcomes ,[object Object],[object Object]
Business issues and outcomes ,[object Object],[object Object]
Business outcomes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Measure against business outcomes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Understanding measures Understanding KM measures
Two things can be measured ,[object Object],[object Object],[object Object],[object Object],[object Object]
Some considerations when measuring things
Beware the word “Measure” ,[object Object],[object Object],[object Object],[object Object],[object Object]
What is the ROI of KM? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why measure? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Keep asking the question why! ,[object Object],[object Object]
Beware not measuring ,[object Object],[object Object],[object Object],[object Object],[object Object]
Plan to measure before you start ,[object Object],[object Object],[object Object]
There are multiple stakeholders ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Prime stakeholders ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Two types of measure ,[object Object],[object Object],[object Object],[object Object],[object Object]
Focus on outcomes not activities ,[object Object],[object Object],[object Object]
Examples of measure of activity ,[object Object],[object Object],[object Object],[object Object],[object Object]
Examples of measure of outcome ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Activities v Outcomes ,[object Object],[object Object],[object Object],[object Object]
Some things cannot be measured ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Measures distort ,[object Object],[object Object],[object Object],[object Object],[object Object]
Softer measures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Better measures ,[object Object],[object Object],[object Object],[object Object]
When a measure becomes an objective it ceases to be a good measure!
Targets
Do not set targets Do not set targets
Do not set targets ,[object Object],[object Object],[object Object],[object Object],[object Object]
Examples of poor targets ,[object Object],[object Object],[object Object]
Beware of gaming of targets ,[object Object],[object Object],[object Object]
Rewards
Do you believe we need to reward knowledge sharing?
Do not reward Do not reward people for sharing their knowledge
Alfie Kohn and Dan Pink ,[object Object],[object Object]
Rewards ,[object Object]
Do not reward To the best of my knowledge, no controlled scientific study has ever found a long-term enhancement of the quality of work as a result of any reward system. Credit: Alfie Kohn
Do not reward ,[object Object],[object Object],[object Object],[object Object],[object Object],Loving what you do is a more powerful motivator than any goody including money Credit: Alfie Kohn
Rewards Punish ,[object Object],[object Object],[object Object],[object Object],[object Object],Credit: Alfie Kohn
Rewards rupture relations ,[object Object],[object Object],[object Object],[object Object],Credit: Alfie Kohn
Rewards ignore reasons ,[object Object],[object Object],[object Object],[object Object],Credit: Alfie Kohn
Rewards deter risk-taking ,[object Object],[object Object],Credit: Alfie Kohn
Rewards undermine interest ,[object Object],[object Object],[object Object],[object Object],Credit: Alfie Kohn
So how do you encourage people to share their knowledge and work better together?
Alfie Kohn ,[object Object],[object Object],[object Object],Incentives, bonuses, pay-for-performance-plans and other reward systems violate this last principle by their very nature!
Bob Buckman Our approach to KM is far more than stick or carrot.  We say, "Knowledge Sharing is your job. Do it!"  As a reward you may keep your job.
Intangible Rewards ,[object Object],[object Object],Loving what you do is a more powerful motivator than any goody including money
David Gurteen ,[object Object],[object Object],[object Object],[object Object]
How do we understand better? Through being involved and engaged in the world and through open  conversation !
Questions
The Gurteen Knowledge Cafe
Conversational Cafés ,[object Object],[object Object],[object Object],[object Object],[object Object]
Different forms of Café ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The birth of the  Gurteen Knowledge Cafe London, Sept 2002
Conversation The most powerful knowledge sharing and learning tool that we have at our disposal
Business is a conversation Business is a conversation because the defining work of business is conversation - literally. And 'knowledge workers' are simply those people whose job consists of having interesting conversations. David Weinberger The Cluetrain Manifesto ,[object Object],[object Object]
Conversation is a learning technology Conversation is the most powerful learning technology ever invented. Conversations carry news, create meaning, foster cooperation, and spark innovation. Encouraging open, honest conversation through work space design, setting ground rules for conversing productively, and baking conversation into the corporate culture spread intellectual capital, improve cooperation, and strengthen personal relationships.  Jay Cross, Informal Learning Jay Cross
Conversation is a meeting of minds Conversation is a meeting of minds with different memories and habits. When minds meet, they don't just exchange facts: they transform them, reshape them, draw different implications from them, engage in new trains of thought. Conversation doesn't just reshuffle the cards: it creates new cards.  Theodore Zeldin Conversation Theodore in an Oxford Historian
Dialogue The kind of conversation I’m interested in is one in which you start with a willingness to emerge a slightly different person. Theodore Zeldin Conversation Theodore in an Oxford Historian
Principles of Dialogue ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Dialogue is based on the work of the physicist David Bohm
Summary ,[object Object],[object Object],[object Object],[object Object],[object Object]
Conversation? What is the role of conversation in business? How important is it? How would you encourage more?
The Gurteen Knowledge Café Process
Café Process ,[object Object],[object Object],[object Object],[object Object]
Key Aspects of  Gurteen Knowledge Cafes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Knowledge Café Examples ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Questions
“ How do we measure the impact of KM?”
www.gurteen.com David GURTEEN  Gurteen Knowledge  Fleet, United Kingdom  Tel:  +44 7774 178 650  Email: david.gurteen@gurteen.com If you would like to receive my free monthly Knowledge Letter that is now in its 11 th  year and is distributed to over 17,000 people world-wide then just send me an e-mail.
Licence ,[object Object],[object Object],[object Object]

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Measuring KM: Measures, Targets and Rewards

  • 1. Measuring KM Measures, targets & rewards David Gurteen Gurteen Knowledge Bogota, June 2010
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  • 4. Start with the business issue The measures will then naturally follow
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  • 11. Some considerations when measuring things
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  • 29. When a measure becomes an objective it ceases to be a good measure!
  • 31. Do not set targets Do not set targets
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  • 36. Do you believe we need to reward knowledge sharing?
  • 37. Do not reward Do not reward people for sharing their knowledge
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  • 40. Do not reward To the best of my knowledge, no controlled scientific study has ever found a long-term enhancement of the quality of work as a result of any reward system. Credit: Alfie Kohn
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  • 47. So how do you encourage people to share their knowledge and work better together?
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  • 49. Bob Buckman Our approach to KM is far more than stick or carrot. We say, "Knowledge Sharing is your job. Do it!" As a reward you may keep your job.
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  • 52. How do we understand better? Through being involved and engaged in the world and through open conversation !
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  • 57. The birth of the Gurteen Knowledge Cafe London, Sept 2002
  • 58. Conversation The most powerful knowledge sharing and learning tool that we have at our disposal
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  • 60. Conversation is a learning technology Conversation is the most powerful learning technology ever invented. Conversations carry news, create meaning, foster cooperation, and spark innovation. Encouraging open, honest conversation through work space design, setting ground rules for conversing productively, and baking conversation into the corporate culture spread intellectual capital, improve cooperation, and strengthen personal relationships. Jay Cross, Informal Learning Jay Cross
  • 61. Conversation is a meeting of minds Conversation is a meeting of minds with different memories and habits. When minds meet, they don't just exchange facts: they transform them, reshape them, draw different implications from them, engage in new trains of thought. Conversation doesn't just reshuffle the cards: it creates new cards. Theodore Zeldin Conversation Theodore in an Oxford Historian
  • 62. Dialogue The kind of conversation I’m interested in is one in which you start with a willingness to emerge a slightly different person. Theodore Zeldin Conversation Theodore in an Oxford Historian
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  • 65. Conversation? What is the role of conversation in business? How important is it? How would you encourage more?
  • 66. The Gurteen Knowledge Café Process
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  • 71. “ How do we measure the impact of KM?”
  • 72. www.gurteen.com David GURTEEN Gurteen Knowledge Fleet, United Kingdom Tel: +44 7774 178 650 Email: david.gurteen@gurteen.com If you would like to receive my free monthly Knowledge Letter that is now in its 11 th year and is distributed to over 17,000 people world-wide then just send me an e-mail.
  • 73.