One of the core capabilities required in today’s world is the ability to learn from and with each other. Sadly, we are often still stuck with presentations as the primary mode of learning and knowledge-sharing. There is however a wide repertoire of knowledge-sharing methods that could be utilised to create meaningful and engaging experiences where we can share experiences and co-create knowledge. It is about creating social energy intertwined with spaces for reflection and enquiry. You are cordially invited to join a session where various methods that can be used to create ‘high value for time’ events will be introduced. You will gain new ideas for activities to facilitate team learning; forums; brown bag lunches; communities of practice; colloquiums; and tea room sessions. We will also look to exploring activities suitable to communities dealing with difficult times such as, when people are just too busy to participate or where participation and interest are dwindling. A useful tool that will help you to understand which activities will be best suited to your team or community at certain stages will be demonstrated.
Broadcast mode with QAPresentation = Pre-defined agenda;Information flow; limited sense-making, learning. Awareness, can stimulate future knowledge sharing. Series of presentations could be regarded as information pooling, albeit without synthesis
Business is conversation.Conversation is creative.Understanding is more important than knowing more.Dialogue is key to quality conversations.Conversation is a powerful learning tool.(David Gurteen)‘Knowledge workers’ are simply those whose job consists of having interesting conversations. (David Weinberger, The Cluetrain Manifesto)KNOWLEDGE SHARING = SHARED KNOWING…
Rendering KnowledgeBy Dave Snowden · October 10, 2008 · Knowledge ManagementI may have finally broken a writing block. Aside from two book chapters in the last couple of months I more or less completed a paper length opinion piece for a report ARK are producing on KM in the Legal Profession. The title includes one of those words which has multiple and different meanings namely render which is allowing me to play games between the poetic meaning and that of rendering something down to fat. As a part of that paper I updated my original three rules of knowledge management to seven principles which I share below.Knowledge can only be volunteered it cannot be conscripted. You can’t make someone share their knowledge, because you can never measure if they have. You can measure information transfer or process compliance, but you can’t determine if a senior partner has truly passed on all their experience or knowledge of a case.We only know what we know when we need to know it. Human knowledge is deeply contextual and requires stimulus for recall. Unlike computers we do not have a list-all function. Small verbal or nonverbal clues can provide those ah-ha moments when a memory or series of memories are suddenly recalled, in context to enable us to act. When we sleep on things we are engaged in a complex organic form of knowledge recall and creation; in contrast a computer would need to be rebooted.In the context of real need few people will withhold their knowledge. A genuine request for help is not often refused unless there is literally no time or a previous history of distrust. On the other hand ask people to codify all that they know in advance of a contextual enquiry and it will be refused (in practice its impossible anyway). Linking and connecting people is more important than storing their artifacts.Everything is fragmented. We evolved to handle unstructured fragmented fine granularity information objects, not highly structured documents. People will spend hours on the internet, or in casual conversation without any incentive or pressure. However creating and using structured documents requires considerably more effort and time. Our brains evolved to handle fragmented patterns not information. Tolerated failure imprints learning better than success. When my young son burnt his finger on a match he learnt more about the dangers of fire than any amount of parental instruction cold provide. All human cultures have developed forms that allow stories of failure to spread without attribution of blame. Avoidance of failure has greater evolutionary advantage than imitation of success. It follows that attempting to impose best practice systems is flying in the face of over a hundred thousand years of evolution that says it is a bad thing.The way we know things is not the way we report we know things. There is an increasing body of research data which indicates that in the practice of knowledge people use heuristics, past pattern matching and extrapolation to make decisions, coupled with complex blending of ideas and experiences that takes place in nanoseconds. Asked to describe how they made a decision after the event they will tend to provide a more structured process oriented approach which does not match reality. This has major consequences for knowledge management practice.We always know more than we can say, and we will always say more than we can write down. This is probably the most important. The process of taking things from our heads, to our mouths (speaking it) to our hands (writing it down) involves loss of content and context. It is always less than it could have been as it is increasingly codified.
As part of knowledge sharing event, also conditions for future knowledge sharing.
Knowledge sharing may not only reduce uncertainty or ambiguity, it may even contribute by creating uncertainty and ambiguity. Tempt one to think further on a topic or to reflect upon an unforeseen question. Knowledge sharing my increase the need for reflection in stead of reducing it.Learn also about the problems the presenter works on, and the expertise he or she has. Not only the results. Create the conditions for future knowledge sharing.Make knowledge travel: available, accessible, applicable (CCIAR Triple A Framework)
Keep the momentum and rhythm.Energy, meaningful – if it matters, then they will be there
Push and pull knowledge sharing!Build your repertoire. Become a reflective practitioner.
Knowledge sharing events – moving beyond presentations A Street-smart conversationElmi Bester12 April 2012CSIR Knowledge Commons
“… move beyond the mere presentation of data and information, typified by one-way, show-and-tell sessionspunctuated by the phrase „next slide please‟” From: Knowledge Sharing Solutions for a CGIAR without boundaries, 2005
Conversation is a meeting of minds withdifferent memories and habits.When minds meet, they don‟t just exchangefacts: they transform them, reshape them, drawdifferent implications from them, engage in newtrains of thought.Conversation doesn‟t just reshuffle the cards: itcreates new cards Theodore Zeldin
7 heuristics (Dave Snowden) Knowledge can only be volunteered it cannot be conscripted. We only know what we know when we need to know it. In the context of real need few people will withhold their knowledge. Everything is fragmented. Tolerated failure imprints learning better than success. The way we know things is not the way we report we know things. We always know more than we can say, and we will always say more than we can write down.
Fishbowl conversationEstablishing a Community of Practice around Resilience in Social Ecological Systems. November 2011Agenda for a Community event: focus is on relationships and community cultivation
Lets to a PEER ASSIST forknowledge sharing… Decide on scenario Plan the event Why – outcomes Who How – methods, flow Ritual dissent Can work Cannot work What about
Potential topics for Peer Assist Internalcolloquiums/ seminar series Tea room sessions (series) A morning session about a specific funding stream (e.g. FP7) Brown Bag sharing sessions Project meetings
Knowledge sharing = Access to (tacit) knowledge Cross-fertilisation Individual and collective learning Learn from and with each other Connections and relationships
What if… We are just so busy… Interest is dwindling…
Spend at least just as much time on flow and process, as on slides! Facilitator vs presenter Outcomes and process should re-inforce each other Follow the method… and adapt… Build a repertoire of knowledge sharing methods – mix and match Experiment! And reflect And lastly, stock your goodies bag
Sharing knowledge aboutknowledge sharinghttp://knowledgecommonswiki.csir.co.za It is a living knowledge base – ask if it is not there Share your reflections Contribute to the Knowledge BaseFacilitation Group on YammerGoogle it! And remember YouTube andhttp://images.google.com (a picture is worth athousand words)Convene a peer assist!