Social Learning & Knowledge Transfer @ Speed


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social learning and knowledge transfer at the speed of need

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  •, July–August 2009, “The Big Shift” The forces of change impacting economic value and transforming the competitive landscape: 1. Foundational wave: Extraordinary changes in digital infrastructure that enable vastly greater productivity, transparency, and connectivity 2. Second wave: the increasing flow of knowledge, talent & capital 3. Exploiting the foundational improvements in in digital infrastructure by creating and sharing knowledge to impact markets, companies and people
  • Many tasks & decisions that could be effectively handled by an individual in earlier times now exceed the scope of a single person….
  • This model is intended to show the potential value that can be added by enabling KT with social media. It’s also intended to serve as a guide for identifying relevant SM tools to help deliver the intended value.   Key Elements of the framework:   The x-axis represents the communication intent between people. Connecting with someone requires little or no commitment. Collaboration requires some amount of commitment. Think of the difference between a network of people and a team or community.   The y-axis represent the social ties or level of 'connectedness' between people. Strong ties exist between people you know well such as close family members and people you trust. Weak ties exist between people you know something about, such as acquaintances.   Each box represents the value added by enabling the transfer of knowledge through the use of various social media. For instance, a social networking site such as Facebook or LinkedIn can be used to identify people you don't know very well, such as acquaintances (weak ties), with some knowledge or experience that could inform your thinking about an ambiguous problem you are trying to solve.  Business drivers & potential benefits Ability to extend collaboration in a de-centralized environment Contribute to organizational goals by promoting sharing of best practices Eliminate redundancy Be considered an employer of choice by Gen Y job seekers Shifting workforce (40% Yers or millennial) that is more dependent on social media Industry shifting to virtual design; external social networking is standard part of business (applying knowledge)
  • 1 Giving Learning an Agenda, Apr 2011, TRAINING & DEVELOPMENT IN AUSTRALIA 2 IBM Training Solution Speeds Learning at Shell, Apr 2011, PR Newswire 3 A model lessons learned system, Nancy Dixon blog: , Feb 2011 4 Meet ambiguity head-on and win, by Knight & D’Arcy,, May 2011 5 Building Experiential Learning About Quality Improvement Into A Medical School Curriculum, by Ogrinc, Nierenberg, Batalden, Health Affairs, Apr 2011 6 Collective Learning: Interaction and a Shared Action Arena by DÖÖS and WILHELMSON, Dept of Education, Stockholm Univ, 2011 7 The world is my school, by Anderson, The Futurist, Feb 2011 8 Learner-centric design, , Feb 2011 9 Not Without Purpose, by Jay Cross 2006 10 L&D Innovation and Ideation, by David Hooton, 2011 11 Learning integration: can informal learning be formalised? by Gareth Walters, Training Journal. Ely: Mar 2009 12 The power of the conversation architect, blog by Nancy Dixon, 2011 13 Conversation as experiential learning, Ann C Baker; Patricia J Jensen; David A Kolb, Management Learning; Dec 2005 14 A Case Study of Micro-blogging in the Enterprise by Cook, Apr 2010 15 Wiki in Your Company_SIM_2006 16 Communities Making Fluor Distinctive, pg. 104, Knowledge Transfer in a Digital World, TCB RWG Report, Nov 2010 17 Peer Assist: Learning Before Doing, Greenes, NASA ASK Magazine, 2010 18 Knowledge Jam for Conf Board, presentation by Kate Pugh, May 2011 19 After Action Reviews During Operations, Appendix B, Knowledge Management Section US Army Field Manual 20 AAR How to Guide, by Kent Greenes, updated 2010, 21 Governance, Section VII, Knowledge Transfer in a Digital World, TCB RWG Report, Nov 2010 22 The Future of Learning, Powerpoint presentation by Daniel Wilson, Mar 2011 23 Social Learning Unleashed, by Meister & Willyerd, , Apr 2010 24 BT’s Dare2Share’s award-winning program where engineers capture and document their own experience and knowledge for access by others; brief podcast Sept 2009 25 Google’s EngEDU approach for enabling user-generated content; 26 Formalizing informal learning, Chief Learning Officer, March 2010, 27 US Army Leader Challenge, presentation by Tony Burgess, TCB Knowledge Series, March 2011 28 Harvard Collaboration Glue, “The Convener Role”, by Kate Pugh, HBS Insight Center Article for Collaboration Issue, 5/24/11 29 Action learning accelerates innovation: Cisco’s Action Learning Forum, Organization Development Journal; Winter 2007 30 “Where social learning thrives”, by Maricia Conner in Fast Company and her blog, : 31 A New Culture of Learning by Douglas Thomas And John Seely Brown, 2011 32 12 Brain Rules, by John Medina, Affiliate Professor of Bioengineering at the University of Washington School of Medicine and Director of the Brain Center for Applied Learning Research at Seattle Pacific University 33 How we learn in organizations, blog by Nancy Dixon: 34 Speeding Up Team Learning, by Edmonson, Bohmer , and Pisano , HBR Online magazine, 2001,
  • Just as there is a general capability to perform a broad range of work — individual intelligence, there is a similar general capability that can be a measure of a group of people working together. The authors call this “collective intelligence” Collective intelligence is not primarily a function of the intelligence of the individual members of the group (or of the ‘smartest’ person in the group). The strongest predictor of measured “collective intelligence” is the social *sensitivity* of the members and the equality of distribution of conversational turn-taking? Science 29 October 2010: Vol. 330 no. 6004 pp. 686-688 DOI: 10.1126/science.1193147 Report Evidence for a Collective Intelligence Factor in the Performance of Human Groups Anita Williams Woolley 1 , , Christopher F. Chabris 2 , 3 , Alex Pentland 3 , 4 , Nada Hashmi 3 , 5 and Thomas W. Malone 3 , 5
  • Confront the reality of the organization’s capability in a rapidly changing environment Convene enterprise-wide conversation to develop a ‘burning platform’ for change Demonstrate the power of collective knowledge practices, tools, roles and incentives Keep L&KM on the agenda Ensure all learning & KM initiatives directly support strategic & operational objectives Align and leverage internal stakeholders to optimize resources allocated to organizational learning Model knowledge sharing and collaborative behavior Create demand for learning thru stretch performance Use performance-based inquiry to drive learning & knowledge transfer Convene conversations that brings diverse thinking & perspectives together Constructively re-frame difficulties as opportunities Help knowledge sharing survive the tyranny of day-to-day operations Make it safe for people to ask questions, share openly and trust the answers they receive Invest in the digital infrastructure to enable flow of knowledge & talent Provide resources in the form of space (physical as well as mental) and expertise in facilitating change Reward exceptional knowledge sharing behavior Quickly respond to challenges and requests
  • Social Learning & Knowledge Transfer @ Speed

    1. 1. SIKM Sept 20, 2011 Kent Greenes Slide Source:, July–August 2009, “The Big Shift” Knowledge Transfer in a Digital World: The shift is on!
    2. 2. Topics <ul><li>Context & concepts </li></ul><ul><li>Some cool tools & practices </li></ul><ul><li>Staying relevant </li></ul>Slide
    3. 3. How we got here… 1995 2000 2005 <ul><li>Leveraging Explicit Knowledge </li></ul><ul><li>Capturing documents & specific/analytical content </li></ul><ul><li>Leveraging Experiential Knowledge </li></ul><ul><li>Communities of Practice </li></ul><ul><li>Expertise locators </li></ul><ul><li>Team processes for Learning before, during, and after </li></ul><ul><li>Leveraging Collective Knowledge </li></ul><ul><li>Social learning & knowledge transfer - informal & dynamic </li></ul>2010 Collection Learning in private Need to know Management control of content Conversation Learning in pubic Transparency User control of content Connection Source: 2008 AOKM Conference, Nancy Dixon & Kent Greenes Slide
    4. 4. Page Shifting Business Drivers & Needs Current <ul><li>Repeatable processes </li></ul><ul><li>Authoritative knowledge </li></ul><ul><li>Interpretations </li></ul><ul><li>Answers </li></ul><ul><li>Drivers for Change: </li></ul><ul><li>Cost of business </li></ul><ul><li>Regulatory changes </li></ul><ul><li>Digital infrastructure </li></ul><ul><li>Competition </li></ul><ul><li>Client demand </li></ul><ul><li>Increased tempo of operations </li></ul><ul><li>Four-generation workforce </li></ul><ul><li>Organization as community </li></ul>FUTURE <ul><li>Diversity of thinking </li></ul><ul><li>Agility </li></ul><ul><li>Speed </li></ul><ul><li>Innovation </li></ul><ul><li>Know what should be done </li></ul>Accelerated learning and knowledge transfer are required to meet these new needs! New Slide
    5. 5. Source: Nancy Dixon, Common Knowledge Associates Slide A B C D E F Right Answer B C D E F
    6. 6. Shift in Learning & Knowledge Transfer <ul><li>Demand for doing things right </li></ul><ul><li>User-generated knowledge content </li></ul><ul><li>Participative learning </li></ul><ul><li>Collective intelligence </li></ul><ul><li>Learning @ speed of need </li></ul><ul><li>The social networking that brings it all together </li></ul>L&KT past L&KT now & next Slide
    7. 7. Social Networking: A Force Multiplier for KT <ul><li>Narrating your work </li></ul><ul><li>Cognitive diversity </li></ul><ul><li>Increased connections </li></ul><ul><li>Increased frequency of </li></ul><ul><li>interactions </li></ul><ul><li>Mass conversation </li></ul><ul><li>Transparency </li></ul><ul><li>Timely flow of learning </li></ul><ul><li>from experience </li></ul>KT * = Next Level of Performance SM Multipliers Slide
    8. 8. SN * KT = Added Value More informed thinking Strong ties Weak ties Accelerate incubation of ideas Rapid answers Optimize innovation & effectiveness Connection Collaboration Slide Source: Aug 2010 Kent Greenes
    9. 9. C 3 :Social Learning @ the Speed of Need Prize 1: Fast, trusted, highly relevant learning Prize 2: Accelerates how organizations think, decide & act <ul><li>User- generated </li></ul><ul><li>Contextual, brief & repeated </li></ul><ul><li>Leverage the power of video </li></ul><ul><li>Collaborative authoring </li></ul><ul><li>Convened but not controlled </li></ul><ul><li>Sense-making and reflection </li></ul><ul><li>Most effective in small groups </li></ul><ul><li>Timing is everything: learning has most meaning in the moment of need </li></ul><ul><li>Leverage social ties to optimize personal networks & knowledge communities </li></ul><ul><li>Participative learning </li></ul>Source: Sept 2010 Kent Greenes TCB RWG Slide Collaboration Content Conversation
    10. 10. What it takes to Learn at the Speed of Need <ul><li>Learn from training: </li></ul><ul><li>Get it when you need it </li></ul><ul><li>Engage pre- & post- instruction </li></ul><ul><li>Incorporate latest learning from practitioners </li></ul><ul><li>Learn from observation: </li></ul><ul><li>Convene conversations without controlling them </li></ul><ul><li>Ask open questions & why </li></ul><ul><li>Learn from experience: </li></ul><ul><li>Recognize what you need to learn </li></ul><ul><li>Seek learning from others to inform your thinking </li></ul><ul><li>Make sense of & apply new learning </li></ul><ul><li>Reflect & analyze to learn from doing </li></ul><ul><li>Share what you learn with those who may need to know </li></ul>Right Means Right Conditions Peer-to-peer learning (ex. Peer Assist) 17,21,34 Group learning (ex. After Action Review) 19,20,21,27 Group sharing & discovery (ex. Knowledge Jam ) 18 Action Learning Teams 6,29,34 Learning Communities 16,21 Social Networking 10,21,22,23 Crowdsourcing 14,15,21 Right Actions User-Generated Content 10,22,24,25 Simulation 2 Just-in-time delivery Learning Integrators 3,5,11,26 Learner-centric 7,8,9,10 Self-guided, life-long learner Shift in L&D from provision of learning to facilitation & enablement of learning 4,9,10,23,26 Governance that optimizes publication & transparency of digitally persistent learning content 21 Leadership that demonstrates and creates demand for lifelong learning 7,10,21,23,30 Technology that embeds fast access to relevant people and content in the flow of work 20 Learning Through Conversations 12,13,27,28 Source: July 2010 Kent Greenes TCB RWG Slide
    11. 11. Social Sensitivity …trumps individual IQ when it comes to performance of small groups Slide What are the implications for sharing and transferring knowledge in teams and groups? Sources: Science 2010, Evidence for a Collective Intelligence Factor in the Performance of Human Groups, Woolley and Malone et al; TCB Mar 2011, Daniel Wilson, Harvard LILA
    12. 12. Enabling L&KT Conversations <ul><li>Convening without controlling </li></ul><ul><li>Conditional vs assertive </li></ul><ul><li>Turn-taking </li></ul><ul><li>Some simple enablers: </li></ul><ul><ul><li>I don’t have the answer, but… </li></ul></ul><ul><ul><li>What if we… </li></ul></ul><ul><ul><li>In what ways… </li></ul></ul><ul><ul><li>Help me understand… </li></ul></ul><ul><ul><li>What stands out for you? </li></ul></ul> Slide
    13. 13. Slide
    14. 14. Want to learn something quick? Take a skill pill! <ul><li>Our brain learns best from short, small chunks of info & knowledge </li></ul><ul><li>If a picture is worth a thousand words, imagine how powerful a video can be for conveying knowledge </li></ul><ul><li>The right videos are fun, interesting and hold your attention </li></ul> Slide There’s reason uTube is so popular… … and why people are searching for relevant videos based on their length of time
    15. 15. Slide
    16. 16. Learning & Knowledge Integrators Slide <ul><li>Training & education </li></ul><ul><li>Authoritative knowledge </li></ul>L&KI <ul><li>Experience </li></ul><ul><li>Observation </li></ul>“ The Edge” “ The Schoolhouse”
    17. 17. Knowledge Leadership <ul><li>“ Leadership that creates demand for leveraging the collective experience of stakeholders along an organizations entire value chain, and beyond, to create step-change in performance” </li></ul> Slide Source: Oct 2010 AOKM Kent Greenes
    18. 18. Great Knowledge Leaders… Organizational Capability Next Organizational Capability Today Support & recognize Create & maintain attention Source: Oct 2010 Kent Greenes AOKM Slide Prioritize & align Shape behaviors & performance
    19. 19. Staying Relevant <ul><li>How can we as L&KM practitioners… </li></ul><ul><li>Enable regular interaction with people working on different problems? </li></ul><ul><li>Accelerate idea incubation by the collective? </li></ul><ul><li>Enable social sensitivity to accelerate learning & knowledge transfer? </li></ul><ul><li>Help people convene learning conversations without controlling them? </li></ul><ul><li>Help knowledge sharing survive the tyranny of day-to-day operations? </li></ul> Slide