Using Expertise - The Story So Far


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Using Expertise - The Story So Far

  1. 1. Using Expertise - The Story So Far Matt Moore Innotecture April 2010
  2. 3. Our purpose <ul><li>Human expertise critical to organisations (if we believe management rhetoric)... </li></ul><ul><li>...and yet very little research carried out on how organisations manage this expertise (or fail to). </li></ul><ul><li>Joint project between Straits Knowledge in Singapore (Patrick Lambe & Edgar Tan) & Innotecture in Sydney (Matt Moore). </li></ul>
  3. 5. Our methods <ul><li>Narrative collection & sense-making (based on Cognitive Edge). </li></ul><ul><ul><li>Blog for collecting & sharing stories. </li></ul></ul><ul><ul><li>Workshops with anecdote circles & archetype/issue extraction (outputs available on wiki). </li></ul></ul><ul><li>Online survey. </li></ul><ul><li>All outputs are publically available under CC. </li></ul>
  4. 7. Blog <ul><li> </li></ul><ul><li>Seeded with stories from previous projects. </li></ul><ul><li>Responses from all over the world (Singapore, USA, Australia, UK, India). </li></ul><ul><li>Supplemented with anecdotes collected in workshops. </li></ul><ul><li>180+ stories so far. </li></ul><ul><li>Some commenting. </li></ul><ul><li>Press interest (Australian Financial Review). </li></ul>
  5. 8. Workshops <ul><li>Workshops completed so far: </li></ul><ul><ul><li>Melbourne, Australia </li></ul></ul><ul><ul><li>Canberra, Australia </li></ul></ul><ul><ul><li>Sydney, Australia </li></ul></ul><ul><ul><li>San Jose, USA </li></ul></ul><ul><ul><li>Washington DC, USA </li></ul></ul><ul><li>15-40 participants per workshop </li></ul><ul><li>Happy to do more (just pay for travel)‏ </li></ul>
  6. 9. Anecdote circle <ul><li>8-20 people per circle, 45-90 mins </li></ul><ul><li>Focusing question – e.g. “Can you remember a time when you saw expertise being valued – or not?” </li></ul><ul><li>Guide participants away from generalised opinions or facts – otherwise sit back and let them talk. </li></ul><ul><li>Starts slowly but difficult to stop. </li></ul>
  7. 10. Sensemaking <ul><li>Stick stories on the wall - from participants and other sources (e.g. blog). </li></ul><ul><li>Ask participants to identify characters & incidents -then apply adjectives. </li></ul><ul><li>Remove adjectives & ideas then mix. </li></ul><ul><li>Create archetypes & challenge statements. </li></ul><ul><li> </li></ul>
  8. 12. Survey <ul><li>Web-based (Surveymonkey). </li></ul><ul><li>Promoted through emails lists (e.g. actKM, SI KM Leaders, KM4Dev). </li></ul><ul><li>132 responses so far. </li></ul><ul><li>Australia & US heavily represented. </li></ul><ul><li>Significant responses from those in non-commercial (government, development, NFPs), services firms (consulting & law) and education. </li></ul><ul><li>Respondants predominantly KM, IM, L&D, HR or IT. </li></ul>
  9. 13. What have we found?
  10. 14. Scoring 0-3: Mostly public sector organisations “ The organisation is so large that our piece is invisible until there is a catastrophe.” “ It could be much more important if the value and importance of human resources is recognised.”
  11. 16. Challenges: Sector Differences
  12. 17. Challenges: Regional Differences
  13. 21. Role Knowledge Relational Knowledge Experience Technical Knowledge Skill Memory Know-how Templates, procedures, routines, practice, OJT Know-who Directories, introductions,networking, trust-building Can-do Training, coaching, practice Remember-why Documentation habits, storytelling, team-based working Can Diagnose and Decide Repeated and improving practice, career planning, placements, OJT, mentoring, shadowing, cognitive task analysis Know-what Training, study, qualifications What do we need to retain? Source: Patrick Lambe
  14. 23. Scoring 0-3: Mostly public sector organisations “ The organisation is so large that our piece is invisible until there is a catastrophe.” “ It could be much more important if the value and importance of human resources is recognised.”
  15. 25. Expertise Failures <ul><li>Inexperienced person misinterprets rules, doesn’t check with experienced staff </li></ul><ul><li>CEO gets 2 different answers to same question, gives to public 6 weeks apart </li></ul><ul><li>2 lead experts leave organisation, several clients lost, 3 years to recover </li></ul><ul><li>Inexperienced person chosen to lead project, client loses confidence, cancels project </li></ul><ul><li>New manager has his own agenda, pushes out expertise, leading to loss of capability and morale </li></ul><ul><li>Not knowing what expertise is available leads to substandard work and missed opportunities </li></ul><ul><li>Senior manager declared medically unfit, too dependent on him, lost staff, clients and suppliers </li></ul><ul><li>Environmental spills and plant accidents </li></ul><ul><li>Time lost re-learning lessons we learned ten years ago </li></ul><ul><li>Cross-site expertise does not transfer, not taken seriously: “we know best” </li></ul><ul><li>Buying same expertise in multiple times because we can’t retain it </li></ul>
  16. 28. Risk Mitigation <ul><li>Succession planning </li></ul><ul><li>Knowledge transition/ handover process </li></ul><ul><li>Documentation </li></ul><ul><li>Team-based working </li></ul><ul><li>Job rotation </li></ul><ul><li>Contracts: notice periods, non-competes </li></ul><ul><li>Post retirement contracting </li></ul>
  17. 31. Expertise Development Processes <ul><li>Personal/ career development plans </li></ul><ul><li>Job rotation </li></ul><ul><li>New starter training, OJT </li></ul><ul><li>Lessons learned processes </li></ul><ul><li>Mentoring </li></ul><ul><li>Succession planning </li></ul><ul><li>Team-based working </li></ul>
  18. 33. “ Everybody knows” - consulting and research “ Everyone has access to a skills database … across several hundred areas of technical & soft skill knowledge. Everyone in the firm has access to everyone's scores.” “ Nobody knows” - government & healthcare “ Most people know about the expertise in their local 'silo'. Not much cross-dept under-standing of broader expertise available. Also expertise is misunderstood to be associated with roles rather than with individuals.”
  19. 34. Ways of Improving Expertise Management (Respondents talked about how they could improve the way they managed expertise. Their responses were coded into common themes. Theme statements are scaled by frequency of occurrence in responses)‏
  20. 35. Participative research project: “ Using and leveraging expertise in organisations” Organised by Patrick Lambe Straits Knowledge and Matt Moore of Innotecture N.B. Matt Moore in the UK in July Take our “Managing Expertise” Survey!