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Considerations for Choosing the Best Knowledge Transfer Approach


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Identifying work complexity and its impact on staffing, training and knowledge management

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Considerations for Choosing the Best Knowledge Transfer Approach

  1. 1. Considerations for Choosing the Best Knowledge Transfer Approach 1. Identify knowledge requirements - i.e. the type of knowledge people need to acquire. 2. Understand the nature of the work, in particular the level of complexity. 3. Choose knowledge capture and knowledge transfer tools that match type of knowledge needs and support the level of complexity.Sunday, May 22, 2011
  2. 2. What do people need to learn? 1. Facts, data or information “about” - Declarative Knowledge 2. Procedure(s) or process for completing a task - Procedural Knowledge 3. Mental model (multi-dimensional model of how something works) - Declarative, Procedural, Contextual, Social and Systemic Knowledge Match learning requirement with appropriate knowledge capture and knowledge transfer tool(s).Sunday, May 22, 2011
  3. 3. How complex is the work? • Number and nature of tasks. • Level and impact of decision- Single task at a time or making multiple, simultaneous tasks? • Need for recognizing subtle • Number of factors, cues interactions and relationships • Frequency and predictability • Level of uncertainty or of change ambiguity • Amount of supporting • Amount of sensemaking technology, its complexity required and frequency of change The complexity of the work influences the choice of knowledge capture and knowledge transfer tools.Sunday, May 22, 2011
  4. 4. JOB COMPLEXITY MODEL: LEVELS OF WORK 1 2 3 Simple Complicated Complex Straightforward, easy to define Complicated but knowable (a Complex relationships and and proceduralize Ferrari) interactions; difficult to know (The Rainforest) Predictable Mostly Predictable Unpredictable Few unknowns Mostly predictable with some Frequent unpredictable events; unknowns High degree of unknowns Slow or No Change Regular Change Frequent & Rapid Change Change is infrequent and slow Regular, but manageable change Change is constant Routine Mostly Routine Non-Routine Same tasks done Some routine, some non- High variety and differentiation repeatedly, very little variation routine tasks, moderate of tasks; rarely do the same variation tasks the same way twice Tactical Tactical Strategic Short time horizon Short to medium time horizon Long time horizon Low Impact Medium Impact High Impact Contribution has low impact; Contribution has low to Contribution has high impact; Impact of mistakes is low medium impact, Impact of Impact of mistakes is high mistakes is medium to highSunday, May 22, 2011
  5. 5. STAFFING, TRAINING & KM FOR COMPLEXITY Simple 1 Complicated 2 Complex 3 Type of Work Straightforward, easy to define Complicated but knowable (like Complex relationships and and proceduralize; predictable, a Ferrari); Mostly predicable, interactions; difficult to know knowable, minimal and/or regular but manageable change (The Rainforest); Change is infrequent change constant and unpredictable Mostly Routine: Some Non-Routine: High variety Routine: Same tasks done routine, some non-routine and differentiation of tasks; repeatedly, very little variation tasks, moderate variation rarely do the same tasks the same way twice Knowledge Management Smart Procedures & Support Quick reference work Principles and Heuristics & Work Support instruction, online references, Visualizations (Multi-dimensional) Stories, Case Studies procedures, checklists Troubleshooting Guides Discussion/Exchange with other Heuristics people in similar role Diverse experiences and Traditional Training methods, On Simulations, Apprenticeships Training opportunity to build mental the Job Training model Longer time to competency, Scenario Design for practice and Easy to learn, quick ramp-up requires more opportunities, reinforcement of high level hands-on experience cognitive skills Staffing DNA: Sensor, Procedures DNA: Systemic thinking DNA: Design Thinking Easy to staff, minimal off-map Direct experience is important DNA match is critical decision makingSunday, May 22, 2011