1) The document discusses how to distribute process knowledge in organizations through mentoring and adaptive case management (ACM).
2) It describes a case study of an engineer, Leona, who feels overwhelmed by being the only person with knowledge to resolve critical tickets. She decides to mentor her colleague, Steve, by delegating some testing tasks to him and documenting the test procedures.
3) Over multiple iterations, Leona refines her knowledge sharing approach. She creates templates for common testing tasks, documents the procedures, and assigns the tasks to the role of "Test Assistant" in her workflow template, allowing others to take on those tasks. This helps distribute her workload while establishing living, evolving knowledge within the organization
1. The document discusses confronting the threat of an aging workforce and lost knowledge through knowledge retention strategies.
2. It outlines key principles of knowledge retention including determining at-risk knowledge, building organizational support, and prioritizing initiatives.
3. Barriers to knowledge retention like poor communication, lack of motivation to share, and an unstable social context are examined along with future-oriented solutions like linking retention to strategy and reducing uncertainty.
Role of remote leadership in managing challenges of virtual teamsRashmi Barade
This document discusses the role of remote leadership in managing challenges of virtual teams. It begins by outlining how virtual teams are increasingly common due to technologies that enable remote work. Some key challenges of virtual teams include establishing trust, dealing with team dispersion across time zones and cultures, and feelings of isolation. The document then discusses strategies that remote leaders can use to address these challenges, including building trust, selecting candidates with the right skills, shifting to a relationship-oriented leadership style, clear communication of goals and roles, encouraging engagement through tools, and providing feedback and measuring performance. Remote leadership is key to maximizing the benefits of virtual teams while minimizing the challenges.
This document provides information about the Talent Management Solutions 2010 conference, including the schedule, speakers, and topics. The two-day conference will be held on April 14-15, 2010 in Arlington, VA and will focus on strategies for recruiting, engaging, and retaining employees. Topics will include talent management best practices, social media strategies, onboarding programs, employee retention, and succession planning. Speakers will provide case studies and techniques for communication, branding, and leadership development.
This document provides information about the Talent Management Solutions 2010 conference, which will take place April 14-15, 2010 in Arlington, VA. The conference will focus on strategies for recruiting, engaging, and retaining employees. Topics will include understanding the changing talent management landscape, creating effective onboarding programs, using social media to connect the workforce, and revitalizing employee retention. Speakers will provide case studies and techniques for talent management best practices. Participants can learn how to develop comprehensive talent management strategies to build a thriving workforce.
Managing the Risk of Knowledge Loss Due to Workforce AttritionSIKM
Retaining and leveraging the critical and relevant knowledge of the government workforce - Presented on the 16-Jun-09 SIKM Leaders Community monthly call by Bill Kaplan, Chief Knowledge Officer, Acquisition Solutions
This document provides information about the Talent Management Solutions 2010 conference to be held on April 14-15, 2010 in Arlington, VA. The conference will focus on strategies for recruiting, engaging, and retaining employees. Topics will include talent management best practices, social media strategies, employee onboarding and retention. Speakers will provide case studies and techniques for communication, leadership development, and succession planning. The conference aims to help attendees create comprehensive talent management strategies.
Empathic Intervision; A Peer-to-Peer Practice [2nd Ed] - L.W. Niezink & K.J. ...Lidewij Niezink
Leaders and employees agree on the need for empathy in the workplace, yet crucial gaps remain between intentions and implementation. To bridge these gaps, empathy practice in organisations needs to be understood, implemented and studied. In this Ebook we introduce Empathic Intervision, a structured peer-to-peer method to apply empathy in organisation routines. We introduce intervision, combining work and learning, to handle situations, questions and problems with an intent to learn from each other, improve expertise and co-evolve insights and outcomes. We describe how Empathic Intervision supplements the advantages of intervision with five layered empathic capacities: self-empathy, kinesthetic, reflective, imaginative empathy as well as empathic creativity, to aid deeper hearing and understanding and consideration of each other’s perspectives. We contextualize this method within the emergence of practices such as human-centric design, agile self-organizing teams and co-creation with the aim to bridge silos, cross barriers and offer a hands-on practice for organisational development.
With 10,000 employees, this 1,100-bed hospital system is one of the largest not-for-profit teaching health systems in the country. While already ranked among the elite of America’s hospitals, landing on such lists as U.S. News and World Report’s “America’s Best Hospitals” and Thomson Reuters “100 Top Hospitals,” the institution recently embarked on a journey of “transformational change” to reach new levels of clinical and workplace excellence.
1. The document discusses confronting the threat of an aging workforce and lost knowledge through knowledge retention strategies.
2. It outlines key principles of knowledge retention including determining at-risk knowledge, building organizational support, and prioritizing initiatives.
3. Barriers to knowledge retention like poor communication, lack of motivation to share, and an unstable social context are examined along with future-oriented solutions like linking retention to strategy and reducing uncertainty.
Role of remote leadership in managing challenges of virtual teamsRashmi Barade
This document discusses the role of remote leadership in managing challenges of virtual teams. It begins by outlining how virtual teams are increasingly common due to technologies that enable remote work. Some key challenges of virtual teams include establishing trust, dealing with team dispersion across time zones and cultures, and feelings of isolation. The document then discusses strategies that remote leaders can use to address these challenges, including building trust, selecting candidates with the right skills, shifting to a relationship-oriented leadership style, clear communication of goals and roles, encouraging engagement through tools, and providing feedback and measuring performance. Remote leadership is key to maximizing the benefits of virtual teams while minimizing the challenges.
This document provides information about the Talent Management Solutions 2010 conference, including the schedule, speakers, and topics. The two-day conference will be held on April 14-15, 2010 in Arlington, VA and will focus on strategies for recruiting, engaging, and retaining employees. Topics will include talent management best practices, social media strategies, onboarding programs, employee retention, and succession planning. Speakers will provide case studies and techniques for communication, branding, and leadership development.
This document provides information about the Talent Management Solutions 2010 conference, which will take place April 14-15, 2010 in Arlington, VA. The conference will focus on strategies for recruiting, engaging, and retaining employees. Topics will include understanding the changing talent management landscape, creating effective onboarding programs, using social media to connect the workforce, and revitalizing employee retention. Speakers will provide case studies and techniques for talent management best practices. Participants can learn how to develop comprehensive talent management strategies to build a thriving workforce.
Managing the Risk of Knowledge Loss Due to Workforce AttritionSIKM
Retaining and leveraging the critical and relevant knowledge of the government workforce - Presented on the 16-Jun-09 SIKM Leaders Community monthly call by Bill Kaplan, Chief Knowledge Officer, Acquisition Solutions
This document provides information about the Talent Management Solutions 2010 conference to be held on April 14-15, 2010 in Arlington, VA. The conference will focus on strategies for recruiting, engaging, and retaining employees. Topics will include talent management best practices, social media strategies, employee onboarding and retention. Speakers will provide case studies and techniques for communication, leadership development, and succession planning. The conference aims to help attendees create comprehensive talent management strategies.
Empathic Intervision; A Peer-to-Peer Practice [2nd Ed] - L.W. Niezink & K.J. ...Lidewij Niezink
Leaders and employees agree on the need for empathy in the workplace, yet crucial gaps remain between intentions and implementation. To bridge these gaps, empathy practice in organisations needs to be understood, implemented and studied. In this Ebook we introduce Empathic Intervision, a structured peer-to-peer method to apply empathy in organisation routines. We introduce intervision, combining work and learning, to handle situations, questions and problems with an intent to learn from each other, improve expertise and co-evolve insights and outcomes. We describe how Empathic Intervision supplements the advantages of intervision with five layered empathic capacities: self-empathy, kinesthetic, reflective, imaginative empathy as well as empathic creativity, to aid deeper hearing and understanding and consideration of each other’s perspectives. We contextualize this method within the emergence of practices such as human-centric design, agile self-organizing teams and co-creation with the aim to bridge silos, cross barriers and offer a hands-on practice for organisational development.
With 10,000 employees, this 1,100-bed hospital system is one of the largest not-for-profit teaching health systems in the country. While already ranked among the elite of America’s hospitals, landing on such lists as U.S. News and World Report’s “America’s Best Hospitals” and Thomson Reuters “100 Top Hospitals,” the institution recently embarked on a journey of “transformational change” to reach new levels of clinical and workplace excellence.
The document discusses growing people in organizations. It notes that informal learning accounts for 80% of job knowledge but is not well supported by training functions. It also emphasizes that planting the seed of learning through training does not guarantee the fruit of changed performance, as learning is a three phase process involving needs assessment, the learning event, and reinforcement. The best growth occurs when organizations support informal learning, conversations, decision making, and individual development plans.
This document discusses 5 challenges faced by virtual teams and how a company called Sabre addressed them:
1. Building trust virtually rather than in-person through delivering on promises and ability-based trust.
2. Maximizing process gains and minimizing losses through extensive training on teamwork, roles, and norms.
3. Overcoming isolation through work options, team building, frequent manager communication, and face-to-face meetings.
4. Balancing technical and strong interpersonal skills through behavioral interviews and panel interviews.
5. Assessing virtual team performance objectively using a balanced scorecard of growth, profitability, process improvement and customer satisfaction metrics collected through surveys.
Though the tools of modern technology make communicating with your virtual team and customer possible, to successfully manage your project will require you to adapt and rethink previously learned communication, leadership, and customer service techniques as well as employ new techniques designed specifically for working virtually.
PixelCrayons’ Tips and Strategies for a Successful Remote Team ManagementPixel Crayons
Read the full blog here: https://bit.ly/3s9S0O3
Connect with us through:
Contact us : https://bit.ly/2IpPX7w
Facebook : https://www.facebook.com/PixelCrayons
Twitter : https://twitter.com/pixelcrayons
LinkedIn : https://www.linkedin.com/company/pixelcrayons
Instagram : https://www.instagram.com/pixelcrayons/
Pinterest : https://in.pinterest.com/pixelcrayons/
When Slagelse Kommune, a large municipality of 77,000 people in Denmark, instituted a goal of becoming more development focused in 2008, its newly inducted Board of Directors immediately saw that one of the primary obstacles to efficiency and effectiveness within the municipality was the lack of a system for managing projects.
Virtual team management is the ability to organize and coordinate with effect a group whose members are not in the same location or time zone, and may not even work for the organization. The predictor of success is–as always–clarity of purpose. But, virtual team management requires deeper understanding of people, process, and technology, and recognition that trust is a more limiting factor compared with face-to-face interactions.
ASTD ICE 2011 Session W316: Description: By itself, training often is not enough to improve individual or organizational effectiveness. After all, training is only an appropriate intervention when the performance gap is due to a lack of skills and/or knowledge. Solutions that affect real change and fully address business needs typically involve multiple interventions. Learning and performance professionals require basic skills to gauge and stage business readiness to support training sustainability. The speaker will present a step-by-step approach that will allow you to start adding change management tools and techniques to your existing training toolkit.
Objectives:
-Identify common change-management tasks for learning initiatives
-Implement simple tools for creating deliverables
-Integrate change-management tasks with training tasks to create an overall transition strategy.
This document provides information about the Talent Management Solutions 2010 conference, including the schedule, speakers, and topics. The two-day conference will be held on April 14-15, 2010 in Arlington, VA and will focus on strategies for recruiting, engaging, and retaining employees. Day one will cover topics such as talent management strategies, workforce planning, employee branding, and using social media for engagement. Day two will discuss communication strategies, employee retention, leadership development, and succession planning. The document provides details on registration, hotel accommodations, speakers, and session content to help attendees understand how the conference will address current challenges in talent management.
TMA World Viewpoint 14 Leading Virtual TeamsTMA World
The document provides 10 principles for leading virtual teams:
1) Be proactive by understanding challenges and increasing team confidence.
2) Focus on relationships before tasks by building trust through early personal connections.
3) Seek clarity and focus early on by clarifying purpose, roles, and objectives to prevent ambiguity.
4) Create a sense of order and predictability through shared processes, communication norms, and accessibility to reduce uncertainty.
Leading A Virtual Team by Julian E. DippJulian Dipp
A virtual team is a geographically dispersed group that works together using communication technology. Effective virtual team leadership requires mastering principles like clear communication, coordination using technology, and building trust from a distance. Selecting the right technology and training methods are important, as virtual meetings and shared workspaces replace face-to-face interactions. Leading virtual teams presents new challenges for coordinating people remotely.
This presentation gives an introduction to Rio Tinto\'s journey with its Community of Practice initiative, with lessons learned both from the initiative itself and other companies. It features a YouTube CoP success story - contact mark.bennett@learningcollaboration for further details.
This document discusses teams and virtual teams. It defines a team as a group of people who come together to achieve a common purpose, whether short or long term. It then lists factors for building a productive team such as having clear goals and delegating authority. The document defines a virtual team as relying primarily on electronic communication. It discusses challenges of virtual teams including building cohesion and trust without in-person interaction. Overall, the document provides an overview of teams and virtual teams, their characteristics, tools used, and advantages and disadvantages.
Knowledge loss kaplan presentation_wednesday 24th july_1200pm – 1245pm_v3aWorking KnowledgeCSP LLC
This document discusses strategies for capturing organizational knowledge before an experienced employee retires. It recommends determining the employee's most critical and relevant knowledge related to problems their successor will address. It also suggests breaking the employee's role into multiple positions to capture and leverage their knowledge most effectively. The document emphasizes the importance of planning for workforce turnover to routinely capture and retain critical knowledge so an organization can adapt quickly to changes. It notes that lack of leadership commitment and viewing knowledge transfer as extra work are challenges to addressing knowledge loss problems.
The document provides an overview of the Certified Human Resource Intelligence Professional (CHIP) program. The program aims to equip HR professionals with the skills needed to implement HR intelligence technologies that provide real-time insights. This allows for better strategic decision making to align workforce management with business objectives. The CHIP program teaches participants how to perform analytics in areas like workforce planning, employee development, and performance management. Upon completing the course, HR executives will be able to apply technology-based best practices to help their organizations maximize opportunities through HR intelligence.
This document discusses deploying global HR management systems. It covers benefits like improved decision making, connectivity and access to real-time information. However, organizations must have a strategic approach and address issues like winning support from employees. A key challenge is balancing global, standardized processes with local variations to account for cultural differences. The document provides advice on implementation stages and case studies of organizations that have benefited from a unified HR technology approach.
The document outlines an agenda for a national conference on developing self and others in challenging economic times. The conference will present tools to help organizations develop staff with little cost, including an induction process, training matrix, development sessions, and personal reflection toolkit. Attendees will participate in a workshop and learn about additional tools like "step ups" where staff temporarily fill higher roles, and shadowing other employees. The goal is to help organizations continue staff training and development even with limited resources.
This document summarizes IBM's process of updating its leadership development program called Basic Blue for New Leaders (BBNL). IBM partnered with Herrmann International to develop a blended learning solution incorporating online and virtual classroom elements to reduce costs while maintaining quality. The new program includes an online simulation called Thinking Accelerator that uses participants' Herrmann Brain Dominance profiles. Pilots showed high satisfaction rates and superior knowledge gains compared to the previous classroom-only program. The partnership helped IBM globally scale its leadership training while focusing classroom time on real-world applications.
Adaptive Case Management as a Process of Construction of and Movement in a St...Ilia Bider
Despite having a number of years of experience, adaptive case management (ACM) still does not have a theory that would differentiate it from other paradigms of business process management and support. The known attempts to formalize Case Management do not seem to help much in creating an approach that could be useful in practice. This paper suggests an approach to building such a theory based on generalization of what is used in practice on one hand and the state-oriented view on business processes on the other. In practice, ACM systems use a number of ready-made templates that are picked up and filled as necessary for the case. State-oriented view considers a process instance/case as a point moving in a specially constructed state space. The paper suggests to consider a case template as a definition of a sub-space and piking different template on the fly as constructing the state space along with moving in it when filling the template. The result is similar to what in control theory is considered a state space with variable numbers of dimensions. Beside suggestions to building a theory, the paper demonstrates the usage of the theory on an example.
This document provides an overview of Reactive Extensions (Rx) for .NET, which is a new API that enables "LINQ over Events". It introduces key Rx concepts like Observables, Observers, pushing vs pulling data, and dualizing interfaces like IEnumerable/IEnumerator to provide a standard way to work with pushed data. It also demonstrates how to create Observables from different sources and use important Rx operators like Merge, Zip, GroupBy. Overall it serves as an introduction to understanding and working with the Rx framework for .NET.
Total Quality Management (TQM) aims to meet customer needs through continuous quality improvement involving the entire organization. While TQM was effective for linear systems, modern organizations exhibit nonlinear complexity. To better address this, TQM could integrate principles from chaos theory and view organizations as complex adaptive systems. This would involve statistical tools to analyze variation, methods to promote systemic thinking and dialogue, and experimenting with different quality approaches to advance the field.
Case Management: Where Rules Meet Process And ContentSandy Kemsley
This document discusses case management systems and how they can help knowledge workers. It defines case management as a combination of process, content, rules, and events to support knowledge work in a flexible way. The document outlines how case management provides benefits like improved decision making through contextual information, enforcement of policies and rules, and visibility into work in progress. It provides examples of how case management helps with tasks like loan exception handling, customer support, and insurance claims processing.
The document discusses growing people in organizations. It notes that informal learning accounts for 80% of job knowledge but is not well supported by training functions. It also emphasizes that planting the seed of learning through training does not guarantee the fruit of changed performance, as learning is a three phase process involving needs assessment, the learning event, and reinforcement. The best growth occurs when organizations support informal learning, conversations, decision making, and individual development plans.
This document discusses 5 challenges faced by virtual teams and how a company called Sabre addressed them:
1. Building trust virtually rather than in-person through delivering on promises and ability-based trust.
2. Maximizing process gains and minimizing losses through extensive training on teamwork, roles, and norms.
3. Overcoming isolation through work options, team building, frequent manager communication, and face-to-face meetings.
4. Balancing technical and strong interpersonal skills through behavioral interviews and panel interviews.
5. Assessing virtual team performance objectively using a balanced scorecard of growth, profitability, process improvement and customer satisfaction metrics collected through surveys.
Though the tools of modern technology make communicating with your virtual team and customer possible, to successfully manage your project will require you to adapt and rethink previously learned communication, leadership, and customer service techniques as well as employ new techniques designed specifically for working virtually.
PixelCrayons’ Tips and Strategies for a Successful Remote Team ManagementPixel Crayons
Read the full blog here: https://bit.ly/3s9S0O3
Connect with us through:
Contact us : https://bit.ly/2IpPX7w
Facebook : https://www.facebook.com/PixelCrayons
Twitter : https://twitter.com/pixelcrayons
LinkedIn : https://www.linkedin.com/company/pixelcrayons
Instagram : https://www.instagram.com/pixelcrayons/
Pinterest : https://in.pinterest.com/pixelcrayons/
When Slagelse Kommune, a large municipality of 77,000 people in Denmark, instituted a goal of becoming more development focused in 2008, its newly inducted Board of Directors immediately saw that one of the primary obstacles to efficiency and effectiveness within the municipality was the lack of a system for managing projects.
Virtual team management is the ability to organize and coordinate with effect a group whose members are not in the same location or time zone, and may not even work for the organization. The predictor of success is–as always–clarity of purpose. But, virtual team management requires deeper understanding of people, process, and technology, and recognition that trust is a more limiting factor compared with face-to-face interactions.
ASTD ICE 2011 Session W316: Description: By itself, training often is not enough to improve individual or organizational effectiveness. After all, training is only an appropriate intervention when the performance gap is due to a lack of skills and/or knowledge. Solutions that affect real change and fully address business needs typically involve multiple interventions. Learning and performance professionals require basic skills to gauge and stage business readiness to support training sustainability. The speaker will present a step-by-step approach that will allow you to start adding change management tools and techniques to your existing training toolkit.
Objectives:
-Identify common change-management tasks for learning initiatives
-Implement simple tools for creating deliverables
-Integrate change-management tasks with training tasks to create an overall transition strategy.
This document provides information about the Talent Management Solutions 2010 conference, including the schedule, speakers, and topics. The two-day conference will be held on April 14-15, 2010 in Arlington, VA and will focus on strategies for recruiting, engaging, and retaining employees. Day one will cover topics such as talent management strategies, workforce planning, employee branding, and using social media for engagement. Day two will discuss communication strategies, employee retention, leadership development, and succession planning. The document provides details on registration, hotel accommodations, speakers, and session content to help attendees understand how the conference will address current challenges in talent management.
TMA World Viewpoint 14 Leading Virtual TeamsTMA World
The document provides 10 principles for leading virtual teams:
1) Be proactive by understanding challenges and increasing team confidence.
2) Focus on relationships before tasks by building trust through early personal connections.
3) Seek clarity and focus early on by clarifying purpose, roles, and objectives to prevent ambiguity.
4) Create a sense of order and predictability through shared processes, communication norms, and accessibility to reduce uncertainty.
Leading A Virtual Team by Julian E. DippJulian Dipp
A virtual team is a geographically dispersed group that works together using communication technology. Effective virtual team leadership requires mastering principles like clear communication, coordination using technology, and building trust from a distance. Selecting the right technology and training methods are important, as virtual meetings and shared workspaces replace face-to-face interactions. Leading virtual teams presents new challenges for coordinating people remotely.
This presentation gives an introduction to Rio Tinto\'s journey with its Community of Practice initiative, with lessons learned both from the initiative itself and other companies. It features a YouTube CoP success story - contact mark.bennett@learningcollaboration for further details.
This document discusses teams and virtual teams. It defines a team as a group of people who come together to achieve a common purpose, whether short or long term. It then lists factors for building a productive team such as having clear goals and delegating authority. The document defines a virtual team as relying primarily on electronic communication. It discusses challenges of virtual teams including building cohesion and trust without in-person interaction. Overall, the document provides an overview of teams and virtual teams, their characteristics, tools used, and advantages and disadvantages.
Knowledge loss kaplan presentation_wednesday 24th july_1200pm – 1245pm_v3aWorking KnowledgeCSP LLC
This document discusses strategies for capturing organizational knowledge before an experienced employee retires. It recommends determining the employee's most critical and relevant knowledge related to problems their successor will address. It also suggests breaking the employee's role into multiple positions to capture and leverage their knowledge most effectively. The document emphasizes the importance of planning for workforce turnover to routinely capture and retain critical knowledge so an organization can adapt quickly to changes. It notes that lack of leadership commitment and viewing knowledge transfer as extra work are challenges to addressing knowledge loss problems.
The document provides an overview of the Certified Human Resource Intelligence Professional (CHIP) program. The program aims to equip HR professionals with the skills needed to implement HR intelligence technologies that provide real-time insights. This allows for better strategic decision making to align workforce management with business objectives. The CHIP program teaches participants how to perform analytics in areas like workforce planning, employee development, and performance management. Upon completing the course, HR executives will be able to apply technology-based best practices to help their organizations maximize opportunities through HR intelligence.
This document discusses deploying global HR management systems. It covers benefits like improved decision making, connectivity and access to real-time information. However, organizations must have a strategic approach and address issues like winning support from employees. A key challenge is balancing global, standardized processes with local variations to account for cultural differences. The document provides advice on implementation stages and case studies of organizations that have benefited from a unified HR technology approach.
The document outlines an agenda for a national conference on developing self and others in challenging economic times. The conference will present tools to help organizations develop staff with little cost, including an induction process, training matrix, development sessions, and personal reflection toolkit. Attendees will participate in a workshop and learn about additional tools like "step ups" where staff temporarily fill higher roles, and shadowing other employees. The goal is to help organizations continue staff training and development even with limited resources.
This document summarizes IBM's process of updating its leadership development program called Basic Blue for New Leaders (BBNL). IBM partnered with Herrmann International to develop a blended learning solution incorporating online and virtual classroom elements to reduce costs while maintaining quality. The new program includes an online simulation called Thinking Accelerator that uses participants' Herrmann Brain Dominance profiles. Pilots showed high satisfaction rates and superior knowledge gains compared to the previous classroom-only program. The partnership helped IBM globally scale its leadership training while focusing classroom time on real-world applications.
Adaptive Case Management as a Process of Construction of and Movement in a St...Ilia Bider
Despite having a number of years of experience, adaptive case management (ACM) still does not have a theory that would differentiate it from other paradigms of business process management and support. The known attempts to formalize Case Management do not seem to help much in creating an approach that could be useful in practice. This paper suggests an approach to building such a theory based on generalization of what is used in practice on one hand and the state-oriented view on business processes on the other. In practice, ACM systems use a number of ready-made templates that are picked up and filled as necessary for the case. State-oriented view considers a process instance/case as a point moving in a specially constructed state space. The paper suggests to consider a case template as a definition of a sub-space and piking different template on the fly as constructing the state space along with moving in it when filling the template. The result is similar to what in control theory is considered a state space with variable numbers of dimensions. Beside suggestions to building a theory, the paper demonstrates the usage of the theory on an example.
This document provides an overview of Reactive Extensions (Rx) for .NET, which is a new API that enables "LINQ over Events". It introduces key Rx concepts like Observables, Observers, pushing vs pulling data, and dualizing interfaces like IEnumerable/IEnumerator to provide a standard way to work with pushed data. It also demonstrates how to create Observables from different sources and use important Rx operators like Merge, Zip, GroupBy. Overall it serves as an introduction to understanding and working with the Rx framework for .NET.
Total Quality Management (TQM) aims to meet customer needs through continuous quality improvement involving the entire organization. While TQM was effective for linear systems, modern organizations exhibit nonlinear complexity. To better address this, TQM could integrate principles from chaos theory and view organizations as complex adaptive systems. This would involve statistical tools to analyze variation, methods to promote systemic thinking and dialogue, and experimenting with different quality approaches to advance the field.
Case Management: Where Rules Meet Process And ContentSandy Kemsley
This document discusses case management systems and how they can help knowledge workers. It defines case management as a combination of process, content, rules, and events to support knowledge work in a flexible way. The document outlines how case management provides benefits like improved decision making through contextual information, enforcement of policies and rules, and visibility into work in progress. It provides examples of how case management helps with tasks like loan exception handling, customer support, and insurance claims processing.
A Case for Declarative Process Modelling - Slides on Adaptive Case Managment ...Thomas Hildebrandt
We present the use of Dynamic Condition Response Graphs (www.DCRGraphs.net) developed at Exformatics.com and researchers in the Process and System Models Group at IT University of Copenhagen (www.itu.dk/research/models) for modelling and implementing an Adaptive Case Management system for a grant application process.
This document discusses adapting to case management and the challenges of predefined processes, constant change, and fitting business needs into process models. It proposes adapting by:
1) Predefining only necessary/repeatable aspects and giving guidance for unpredictable work.
2) Empowering users to adjust solutions for ad hoc work and change over time.
3) Moving beyond only process maps to identify core business entities and describe relationships to provide a foundation for various solutions.
Adopting adaptive case management strategies can be successful by centering on describing a business in its own terms rather than changing how the business thinks. The tool then adapts to fit the business needs.
The document discusses the management theories of Taylorism and Fayolism. It provides examples of how Frederick Taylor's scientific management principles were applied through experiments and case studies. It also explains Henri Fayol's 14 principles of management. The key differences between Taylor and Fayol are discussed, with Taylor focusing on workers as machines and Fayol treating workers as capital assets. An example is given of how Tata Consultancy Services applied Fayol's principles to become a leading technology company.
scientific management by taylor and fayolism- Administrative management(theor...Reon Zedval
The document discusses different perspectives on scientific management approaches proposed by Taylor and Fayol. Taylor focused on improving worker efficiency from the bottom up through careful analysis of tasks. Fayol took a top-down perspective, emphasizing educating managers first to improve processes and then workers. While Taylor viewed work scientifically and objectively, Fayol considered more human and behavioral factors, focusing on training management and ensuring fair treatment of employees.
The document provides an introduction to business process management (BPM). It defines BPM as both a management methodology and enabling technology. The goals of BPM include improving efficiency, compliance, agility, and visibility of business processes. Benefits include process improvement, increased business agility, and self-documenting processes. The document discusses the evolution of BPM technology and trends, including the emergence of BPMN standards and model-driven development. It also outlines how BPM relates to service-oriented architecture.
Taming The Unpredictable: Real-World Adaptive Case ManagementKeith Swenson
The document discusses the shift from deterministic "push" models of work to non-deterministic "pull" models driven by goals and outcomes. It argues that as knowledge work becomes more important, management needs to move from Newtonian to quantum views that embrace unpredictability. Case management and adaptive case management (ACM) are presented as tools to support goal-driven, event-based work that allows knowledge workers flexibility.
The document discusses knowledge sharing among manager assistants as a way to increase their skills and help their organizations. It proposes that manager assistants can share knowledge through a network across different companies. A 4-phase process is outlined to implement training modules to share knowledge theoretically, practically, and technologically. The goals are to create "knowledge workers" and promote a knowledge sharing culture where individuals understand knowledge sharing benefits their jobs and careers.
Role of hr in knowledeg management final hard copy 2003Tanuj Poddar
HR plays a pivotal role in knowledge management by aligning key HR processes like corporate education, performance management, and culture development to foster knowledge sharing. HR can help create a knowledge-sharing culture by developing mentoring systems, job rotations, and networked organizations to transfer knowledge between employees. HR processes like training, knowledge communities, and e-learning can also help disseminate knowledge across the organization when integrated with knowledge management strategies. When these HR practices encourage open knowledge sharing over knowledge hoarding, they can help leverage the collective knowledge of the entire organization.
Knowledge workers are critical for innovation and economic progress. Their work is difficult to structure into processes due to its collaborative and iterative nature. There are different types of knowledge workers including transaction workers who need guidance on workflows, integration workers whose work can be documented in processes, expert workers with high autonomy, and collaboration workers requiring a gentle process approach. Managing knowledge workers involves enabling knowledge sharing, providing a suitable work environment and relevant information, and combining process and practice orientations through worker involvement in designing new processes and observing their current work practices.
The document discusses knowledge management, including definitions of data, information and knowledge; types of knowledge like tacit and explicit; components of a knowledge management system; factors that affect knowledge sharing; the importance of training, development, and education; and strategies to improve the transfer of training back to the job. It provides an overview of key concepts in knowledge management with a focus on knowledge sharing, training, and individual and organizational learning.
Professional knowledge and the management of it is important to building a sustainable and competitive business.
For more content like this, check out Acorn Labs: https://acornlms.com/enterprise-learning-management
Executive development refers to systematic efforts to help managers improve their skills and abilities in order to perform current and future leadership roles more effectively. The document discusses various on-the-job and off-the-job techniques used for executive development, including coaching, job rotation, case studies, role playing, and sensitivity training. It emphasizes that executive development aims to not only improve current job performance but also prepare managers for higher level positions by developing their conceptual skills and awareness of human behavior.
This material is for PGPSE / CSE students of AFTERSCHOOOL. PGPSE / CSE are free online programme - open for all - free for all - to promote entrepreneurship and social entrepreneurship PGPSE is for those who want to transform the world. It is different from MBA, BBA, CFA, CA,CS,ICWA and other traditional programmes. It is based on self certification and based on self learning and guidance by mentors. It is for those who want to be entrepreneurs and social changers. Let us work together. Our basic idea is that KNOWLEDGE IS FREE & AND SHARE IT WITH THE WORLD
This document discusses various topics related to fundamental managerial skills for entrepreneurs, including:
1. The relationship between organizational change and development, and the different levels of change managers may face.
2. Factors that affect decentralization within an organization.
3. Forces that drive change both within and outside an organization.
4. Ways to overcome people's resistance to change, including communication and training.
5. Using organizational development as a way to plan and implement change.
This document discusses various fundamental managerial skills for entrepreneurs, including organizational change and development, levels of change within organizations and overcoming resistance, decentralization, forces of change, delegation, types of organizational structures, job analysis and other human resource concepts. It provides explanations of key terms and comparisons of different approaches.
Knowledge Management & Organizational Learningaparlogean
Andrew O. Parlogean explores combining knowledge management and organizational learning to efficiently transfer knowledge within an organization. By capturing both tacit and explicit knowledge from best practices using technologies like monitoring, simulation and virtual reality, the combined approach aims to train employees experientially in a low-risk environment, delivering applicable skills much faster than traditional learning methods alone. The goal is to leverage existing collective knowledge within a company and disseminate it throughout the workforce in an accelerated manner.
Global organizations recognize knowledge as a source of strength. Knowledge management involves acquiring, organizing, sharing, and renewing both tacit and explicit employee knowledge to improve performance and create value. At Walmart, effective knowledge management has enhanced efficiency, customer service, and competition by strengthening staff through leadership development and motivating long-term employee retention.
knowledge management detailed document - meaning , types, knowledge management system lifecycle, Nonaka,s model , KM myths, KM cycle, KM Audit, km matrix, km components , Knowledge application system, Knowledge capture system, Knowledge sharing system, Knowledge discovery system, codification, personalization , 5ikm3 maturity model , CMM maturity model,1. Distinguish between brainstorming and consensus decision making
2. Protocol analysis and Delphi method
3. Repertory guard and nominal group
4. Black boarding and electronic brain storming
The traditional model of classroom training is becoming outdated as organizations demand that learning be immediately applicable and measurable. On-the-job training, coaching, and learning approaches that allow for rapid skill application and feedback are replacing lengthy classroom sessions. Effective learning focuses on developing the specific skills needed to achieve business goals and occurs through practice within work contexts rather than theoretical classroom discussions.
This document discusses the role of organizational culture in knowledge management. It begins with definitions of knowledge management and discusses how it can benefit organizations by increasing efficiency, effectiveness, expertise and customer satisfaction. It then explains how knowledge in organizations can be either explicit or tacit. The document also discusses different frameworks for understanding organizational culture, such as the competing values framework, and how culture can impact a organization's approach to knowledge management, whether it takes a process-based approach that relies on formal systems or a practice-based approach that focuses on informal knowledge sharing. Finally, the document analyzes some case examples of knowledge management initiatives within a company and how cultural factors may have influenced their success or challenges.
This document provides information about pre-conference workshops being held on June 26th, 2012 prior to the IWP Conference on Work, Well-being and Performance. There will be 7 half-day workshops held between 10:30am-5pm at the Novotel Hotel and Millennium Gallery in Sheffield, England. Workshop topics include generating effective innovations, social innovation, working with diverse teams, assessing 21st century careers, and the power of positive psychological resources. Attendees can register for individual workshops costing £100 each online.
Journey to wisdom slide share - learning programmes for executives and lead...Dr. Ted Marra
This is the second part of what I hope you will determine as being an extraordinary set of learning programmes designed to take you and your organisation to the next level of performance, competitiveness and profitable growth. Included is a totally unique 'Leaders of Tomorrow' programme and a Transformation programme ((12 Steps to Greatness) which I guarantee will produce positive results
This document provides an overview of knowledge management. It discusses how knowledge management is a cross-disciplinary domain that involves managing an organization's knowledge through systematic sharing and creation of knowledge. The general knowledge model outlines the key processes of knowledge creation, retention, transfer, and utilization. Knowledge management techniques help organizations explicate tacit knowledge and share it to gain competitive advantages.
This document discusses the evolution of knowledge management (KM) from KM 1.0 to KM 3.0. KM 1.0 focused on collecting knowledge, KM 2.0 focused on sharing knowledge using social media tools, and KM 3.0 focuses on using existing knowledge to help employees do their jobs. The key difference between KM 2.0 and 3.0 is that 3.0 recognizes the need to filter out irrelevant information. Effective KM requires a cultural shift towards openly sharing knowledge and making KM part of employees' regular work.
Similar to Distribute Process Knowledge in Adaptive Case management through Mentoring (20)
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdf
Distribute Process Knowledge in Adaptive Case management through Mentoring
1. Distribute Process Knowledge in
ACM through Mentoring
Frank Michael Kraft, AdaPro GmbH and
Hajo Normann, Accenture
1. INTRODUCTION:
New and improved knowledge needs to be captured, enhanced and applied constantly for any
organization to adapt and grow. Knowledge harvesting from workshops in business
departments and interviewing process veterans is a means of keeping knowledge but not
sufficient to survive and thrive. The mine in which the nuggets of knowledge are buried is the
place where the bulk of the work gets done every day, where people are finding clever
workarounds to cope with an imperfect world. It is their ideas that need to be mined, shared
and leveraged in order to constantly adapt and improve as an organization. Thus, Adaptive
Case Management thinking should be applied not only towards improving the knowledge
workers tasks. Routine workers in the operational units do have the potential to take on some
characteristics of knowledge workers – in the moment they are creative and find new ideas on
how to improve their work.
To manage knowledge mining from both knowledge and routine work, organization need to
establish a «knowledge creation factory» to ensure that knowledge gets unburied, made
explicit and drives the way the enterprise runs its business, constantly improving.
ACM is the right approach to capture this knowledge permanently. It needs to be
complemented with a mentoring approach that is discussed in this chapter.
The first sections introduce the concept of living knowledge and are followed by a case study
that delves into the details of how to approach it.
2. THE NEED TO EXTERNALIZE KNOWLEDGE WORKERS’ EXPERIENCE
One main unsolved problem in companies that employ knowledge workers is that single
knowledge workers quickly become bottlenecks in the overall process of work: The
individual knowledge worker has special knowledge that is needed in many workstreams.
On the one hand the company can be proud of employing such good people and the
knowledge worker can pe proud of being needed in so many workstreams. But on the other
hand the knowledge worker is overloaded. Therefore his work becomes frantically busy. Thus
the reach of his influence is limited, because he can only do so much within a working day.
This causes delays in projects and workstreams, if the needed knowledge worker is not
available.
To address these issues, there are many efforts to externalize knowledge from the knowledge
worker. Organizations build up knowledge in process models, in databases, in portals, in
wikis and the like and make it available to everybody in the organization. Often complaints
rise: It is difficult to use this knowledge, because it is difficult to find exactly what is needed
for a special problem.
3. MENTORING AS A KEY TOOL FOR REALIZING ACM’S AIM OF CONSTANT, DECENTRALIZED
PROCESS IMPROVEMENT
So, how can we distribute knowledge within an organization in a sustainable way? For that
we need process software to support constant, decentralized learning as advocated by ACM
on the one hand. On management level a new understanding of mentoring is the most
important tool to distribute knowledge across an organization on the other hand. Mentoring is
the passing on of knowledge and experience from one knowledge worker to another
knowledge worker over a period of time. This has many advantages:
1
2. DISTRIBUTE PROCESS KNOWLEDGE IN ACM THROUGH MENTORING
There is more capacity to contribute knowledge to a certain workstream
There is less overload for the experienced knowledge worker
Overall quality of work increases, because knowledge is where it is needed
The knowlege can be used actively – i.e. the mentee can combine the knowledge and
bring forth new knowledge and experience
The knowledge can be adapted to current circumstances, while it is passed on
Knowledge has always been passed on from one person to the next in history – only
the means have been different. So it is a successful pattern of knowledge work, that
has been successful even for thousands of years.
But the most important advantage is, that knowledge, that has been passed on from
the mentor to the mentee becomes externalized, "living" knowledge. It is does not re-
side within the mind of the one knowledge keeper, but starts to become reproduced
in different ways and grows organically inside a peer group. Over time it can be mul-
tiplied after that, because the mentee can also become mentor after some time.
4. BETWEEN BEGINNER AND EXPERT: EMBRACING THE CONSTANT LEARNER
It is important to understand that not all knowledge workers have the same level of expertise.
Some are experts with long years of experience and some are beginners. Beginners need more
guidance in what they do while experts need less guidance and have the need for more
autonomy. Experts in turn can provide guidance.
Yet, we see the need to be a bit cautious with an oversimplification that comes with a bi-polar
categorization of the type of skills of process participants: The mere distinction between
“beginners” and experts” we find very often with existing process-supporting software. Here,
for a given process step one front end addresses the beginner and another the expert. We want
to motivate though, that this is not a feasible approach in many cases: The distinction between
a beginner on the one hand and an expert on the other misses the point that in reality process
participants are not to be found in these extreme spots but in various levels of expertise in
between them. A beginner who participates in a given process step becomes gradually more
and more proficient: He starts to "know his way", becoming more and more familiar and
confident. The task more and more becomes routine for him. His stress level decreases, since
the part of his brain which deals with new situations (the pre-frontal cortex), which takes high
levels of energy, thus causing stress, gets less involved. (Rock, 2009)
At this point of intermediary expertise, we often observe a very different behavior and
approaches to the task at hand, based on the nature of the process participants. Many of them
will embrace the sound level of expertise they gained so far and the routine that comes with it
and would stop thriving for higher level of proficiency. Most software is currently built for
this type of person: The process participant received the training on the software, approaches
it over time in his daily work life and is quite happy about it. This type of process participant
is the "routine worker".
Some of these routine worker will not be satisfied with accepting a mere passive role.
Instead, they constantly think about how to improve the process and get more efficient on it.
We want to motivate a new approach towards software creation in which this type of process
participant is embraced. This new type of software constantly learns with the process
participant.
In this new approach we do not stop looking at how a process participant as a singular person
can achieve higher level of excellence in his daily work, but look at how a group of people
who are assigned to a specific joint type of task can collaboratively achieve higher levels of
productivity, quality and proficiency on this task. This group of people understands
themselves as taking part in an ongoing journey of constant learning. They organize the
passing of knowledge in through mentoring. In this new culture the relationship between a
mentor and a mentee is not strictly hierarchical: A mentee is welcome to contribute based on
2
3. DISTRIBUTE PROCESS KNOWLEDGE IN ACM THROUGH MENTORING
his common sense to the continuing improvement of the process. Ideas for process
improvement are constantly tried out individually of each process participant.
By measuring or by assessing process performance, the best ideas that proved most successful
are retrieved by business analysts and baked into “canonical” solutions that benefit all process
participants: This bears some resemblance to biological organisms that have the capability to
adapt to different environmental circumstances by specializing their appearance and processes
and to spread that by inheritance. It also bears resemblance to the century old method of
knowledge transfer, that has been proven to be very successful: discipleship or mentoring.
Thus, we motivate software that helps the organization as a holistic organism, a system, a
knowledge creating factory in order to constantly learn and improve – with less centralized
control. Still, a business analyst department has it`s place in such a culture as a competence
center and guiding entity.
5. WHAT IS “LIVING KNOWLEDGE”?
Adaptive case management helps to solve cases in an adaptive – and not prescribed way.
Living knowledge applies the same principle to knowledge transfer. Instead of creating and
maintaining knowledge centrally in a business department and then impose it on passive
operational units, knowledge is captured where it occurs and adapts while being passed. Tom
Debevoise describes this in his blog: “’Knowledge’ and the ‘creation of new knowledge’ in
all its domains and forms are the critical success factors in all modern firms. Knowledge
needs to be identified, defined, and incorporated into the decisions that create and maintain
agile enterprise strcutures”. (Debevoise, 2010)
To supplement capturing knowledge in automated forms such as rule engines, BPMN engines
or ACM engines, we advocate adaptive mentoring as a means to permanently adapt
knowledge while passing it on. This is the essence of living knowledge. This is the key to
sustain knowledge work on a higher level within organizations. In other words, cooperative
learning by doing is enabled with this pattern.
6. PRESCRIBED PROCESS KNOWLEDGE BAKED INTO SOFTWARE IS STALE KNOWLEDGE
To better understand living knowledge, let’s have a look at its opponent, “stale knowledge”,
as often found in standard software and current “Classical BPM” projects. Here knowledge is
centralized in Business Departments, baked into rigid process and flow models and passed on
to process participants who are forced into a rigid corset, leaving no room for creativity and
ad hoc process improvement.
The user currently is then forced into a prescribed flow of micro steps that dictate every
action, thus making him a passive and externally controlled process participant. This
communication style resembles the way how computers like to interact, not humans. They
open their task list and are confronted with the same tasks “enter customer data”, approve
credit”, each popping up the same flow of screens every day a hundred times and tomorrow
again. They start to feel like a machine. Good for them if they do not reflect on their work.
This kind of process design resembles the Taylor-style assembly line, all process instances are
structurally identical, can be easily measured and centrally improved - just like the classical
factory.
The impacts and drawbacks of this approach can be observed throughout our daily
experience:
process participants can not react on corner cases, if they are not baked into the pre-
defined process.
Process participants feel alienated and helplessly at the mercy of extrinsic forces -
control lies in the centralized business department
Process improvement can not be triggered from the workers in the field but must be
achieved solely from the business department in their ivory tower
3
4. DISTRIBUTE PROCESS KNOWLEDGE IN ACM THROUGH MENTORING
Still, process beginners will embrace this prescribed flow, routine workers tend to "live with
it", while a intelligent and proactive person, who is forced again and again into that same flow
of screens and process steps, will soon experience alienation that is associated with a
Tayloristic style of work design.
7. USE CASE: WELCOME BACK LEONA – DEVELOPER, CONSTANT LEARNER, CONSTANT
SHARER
The use case we have chosen is a similar use case as in (Swenson, et al., 2010) with the key
protagonist Leona, the engineer.
Leona is an engineer whose responsibility sometimes is to resolve critical tickets based on
customer bug reports. She uses ACM to create templates that allow for tracking the tickets
and for constant process improvement for development and testing. Still she feels like a
bottleneck and suffers from her workload becoming unbearable: She is the only person
knowing how to test a critical component and she sees herself testing until late evenings and
weekends. So, she decides to start sharing her knowledge in order to enable her peers to
participate in the same task. Also she hopes for a positive effect on her work-life balance.
Thus she leaves her glorified status of being the sole owner of this secret knowledge behind,
opens the door to her experience for her peer Steve and thus forms a team that collaboratively
learns on how to improve their telephone solution and meet demanding project goals.
8. THE FIRST STEP TOWARDS LIVING KNOWLEDGE: LEARNING BY DOING
The tool Leona uses for „learning by doing“ is case templates. This has already been
described in (Swenson, et al., 2010).
In adaptive case management case instances emerge as they are necessary. This means the
knowledge worker can start the work without any templates: Just with the empty ACM
system. A knowledge worker enters the first case, just as the working day requires from them.
If they want, they can work in that way forever adding case by case. It also has been shown in
(Swenson, Kraft, Palmer, & al., 2011) how the timeline can be managed by defining sprints
and assigning work to these sprints, and how the performance can be managed by using the
burndown diagram. So this is not repeated here.
The problem ticket is created with account details and contact information in the ACM
system.
At the beginning with a plain vanilla ACM project, each case looks different than all the
others. As work becomes repeated, the individual knowledge worker identifies snippets of
cases that he might want to convert into a personal template and reuse. Then, and this is at the
core of living knowledge, these personal templates become commoditized, so they can be
used by others in the same role.
9. THE SECOND STEP TOWARDS LIVING KNOWLEDGE: BAKING PROCESS KNOWLEDGE INTO
TEMPLATES
At a certain stage Leona has created a lot of cases and respective templates to solve specific
customer problems. Now she finds that some parts of these cases are similar with other cases.
Leona finds, that the remote software checks are repeated in many cases, because they have
proven to be useful. This is the identification of best practices.
Now, a first step towards process improvement is to create a template for these tests,
including attachments and links for detailed test instructions. These test instructions might be
simple at the beginning, some scanned paper notes, because the template is only for Leona,
only for herself to use it. Still it helps her to remember the exact steps that have to be
performed when executing the tests. The template has become her process memory.
So from now on, the work for Leona has become even easier.
4
5. DISTRIBUTE PROCESS KNOWLEDGE IN ACM THROUGH MENTORING
10. THE THIRD STEP TOWARDS LIVING KNOWLEDGE: SHARING KNOWLEDGE THROUGH
MENTORING
Of course it is possible to maintain responsibility within a case for workitems, and in this
phase Leona maintains herself to be responsible for these tests. She doubts that anybody else
has enough knowledge to perform these tests apart from her.
Figure 1 Leona delegates work to Steve
Over time Leona thinks that it makes sense to include Steve into the work – so Steve can
relieve some work from her. Steve is her colleague. He does not know as much as Leona,
because he is relatively new in the area. But Leona thinks: “If I describe the test steps better,
then Steve can do these”. So Leona creates some documentation about the test steps and
attaches the documentation to the first case, where Steve helps her. She assigns two tests,
namely Test Module B and Test Module C to him, because she thinks these tests are easy
enough for him to do. The has a meeting with Steve, explains a little bit about the tests and
she tells him, that there is documentation, that she has written attached to the case worktitems
for the respective tests.
After maintaining the case responsibilities in the ACM software, she uses the “Send To”
action of the case, that informs Steve about the case by an email and gives him the link to find
the right place and a reminder.
Steve performs these tests, when he has questions he asks Leona, and finally succeeds. Now
Steve has learned something and Leona has somebody else who can help her. From now on,
Leona is not the bottleneck any more for Test of Module B and Test of Module C.
11. THE FOURTH STEP TOWARDS LIVING KNOWLEDGE: SHARING KNOWLEDGE THROUGH A
PROCESS TEMPLATE REPOSITORY AND ASSIGNING TASKS TO LOGICAL ROLES
“This is great”, she thinks. Why not change the template, so that in the future Steve or any
other Test Assistant can support me in doing these tests, and I can reuse this as a best practice
baked into software? Said and done – Leona changes the case template in the template library,
so that now the responsible role for Test Module B and Test Module C is the role of “Test
Assistant” – after she has defined the new role of “Test Assistant” in the workstream. Of
course the roles are shared within the same workstream as well as the knowledge workers.
This has already been described in (Swenson, et al., 2010). It is also possible to invite new
5
6. DISTRIBUTE PROCESS KNOWLEDGE IN ACM THROUGH MENTORING
knowledge workers to the workstream by email and after he has joined to assign to him one or
many roles.
As long a Steve is the only test assistant he will be selected, if the template is used in the case,
otherwise responsibility determination is done to find the right person.
It is a natural pattern of knowledge work that the assignment of roles and responsibilities to
tasks is not fixed once and for all time: This type of constant change is a good sign of a
healthy development of an organization. The same applies to the creation of new roles that did
not exist before.
Figure 2 Steve becomes better: Role "est Assistant" the Template
T in
12. THE FIFTH STEP TOWARDS LIVING KNOWLEDGE: ACKNOWLEDGE THE MENTEES’
AUTONOMY
It is important to recognize that autonomy is a key attribute of knowledge work. That is also
true in the mentoring relationship. Yes, the mentee is not as autonomous as the mentor, but
step by step – of course – the mentee also has to learn to become more autonomous.
In our example Steve, the test assistant, has his own idea as of how to perform the test he is
asked to do. In certain case instances he decides that it does not make sense to test module B –
after he has done it many times without success – but instead – it makes sense to test Module
D instead. He – as a responsible knowledge worker – decides this and takes responsibility for
it. So Steve updates the case, that he is assigned to.
6
7. DISTRIBUTE PROCESS KNOWLEDGE IN ACM THROUGH MENTORING
Figure 3 Steve uses his autonomy to decide independently
13. THE SIXTH STEP TOWARDS LIVING KNOWLEDGE: REVIEW AND CONSOLIDATE DISTRIBUTED
KNOWLEDGE
Leona does not know about the variations, because she trusts Steve that he performs the
needed checks in the area of responsibility that she has delegated to him. So after some time
the actual cases deviate from the template.
However Leona wants to check if Steve does do the work as he should have done it after
some time – just as a kind of review. For that she wants to know all the cases where the
template has been used and if it has been used in the way it was defined or not.
So Leona can use the “where-used” list of the Template and thus identify all the places, where
the template for the checks has been used. ACM helps her to identify where the template had
been used as they were (1:1) and where the case has a deviation from the template and how
the deviation looks like (difference function). Thus she can compare the original plan with the
actual executions and check, if she is fine with it or not.
A compare function of the ACM system shows Leona which parts of the case deviate from
the original template and a statistic function shows how many cases used the same template
and how many deviated, also how the deviations were distributed based on quantity (for
example 80% add Check D while 20% remove Check B). This is very important, because it
shows the main path to success – the statistics shows the real best practices. This is a simple
kind of process mining, but not in the “fully automated” way as many propose. Of course
fully automated process mining techniques sound interesting, but in our scenario it is more
feasible to use natural knowledge and discretion of the knowledge worker instead of artificial
intelligence or arbitrary algorithms. This is in agreement with the philosophy of the
knowledge worker as an autonomous worker, who decides what to do and when based on her
goals and within the area of her constraints.
7
8. DISTRIBUTE PROCESS KNOWLEDGE IN ACM THROUGH MENTORING
Figure 4 Where-used list of template
Figure 5 Consolidation of cases to templates
After comparing the case deviations with the templates, Leona can discuss with Steve: “What
were the reasons for the deviations?” They might also discuss whether to change the template
or not. Doing this, they have different options. One option is to change the original template
completely, so that only Steves new way of doing it is contained. Another option is to create a
template variant containing the new way of doing it, while keeping the old template as well.
Another possibility is to change the original template in a way so that it contains both
variations and leaving it to Steve to choose which of these he needs in the certain case.
If variant 1 and variant 2 are created in a way that each variant has individual checks, then it
is possible after case creation to choose the right template variant. This might be a manual
selection or – and that is also an important requirement that has been put on ACM many times
8
9. DISTRIBUTE PROCESS KNOWLEDGE IN ACM THROUGH MENTORING
– the selection of the template variant depends on the case type – i.e. on some attributes of the
case. For example if it is a service case or a quality assurance case of the engineering or
production of the telephone system, then one attribute of the case will be the product – the
product number or the product group. The product group may also be a hierarchy, which is
defined in the product catalogue system and is imported into the ACM system by means of a
user defined case field and value list for the field This makes sure that the application
business semantics can be used to choose the right case template. Depending on the product
or the product group automatically the right case variant is chosen and thus the right number
and type of check is chosen, that fit to that product or product group.
14. LIVING KNOWLEDGE ON THE TASK LEVEL
We discussed already that we have to take different personalities of process participants into
account. The majority of them has no interest in taking part of or claim responsibility for
constant process improvement but are happy to execute what ever the screen in front asks
from them. For this type of process participants and for beginners in general, the approach
based on predefined screens and flows is perfectly feasible - if we tolerate the potentially low
quality of customer service involved: “You did not react on my personal requests”.
We could start our design based on screens in the defined way as the default templates for the
case. Following the guidelines described in the knowledge worker case study we then add
features for more ambitious process participants that allow them to customize, improve and
change their templates. A good way to do that is to enable the user to reassemble the fine
grained screens on a broader portal as they wish. The result could be a more complex screen
that consists of finer grained screens. The flow controller could still make sure to have all
relevant data gathered before the customer submits a use case and the data is sent to an
appropriate transactional SOA Service.
Additionally the user gets the option to provide feedback for his task in terms of missing
functionality or in terms of suggestions for improvement. Examples are
fields that are currently only presented in read mode and the user feels that a write
option would make him more productive
the user needs to copy/paste certain data again and again between different applica-
tions and he suggests to auto populate that field.
The user has come across a variance that is not yet supported by the system and he
needed to find workarounds.
We can use the template approach discussed in the previous case story in order to make that
kind of feedback part of the living knowledge of our organization. Then it becomes not only
visible at the business department, but also with other peers in the same role. We can use
social media technology to create vivid discussions on certain improvements.
Based on this approach the process participants become parts of a peer group and mentor/
mentee relationship can emerge. The mentor is just a bit more experienced, explains the
characteristics of templates and uses the beginner template to start the thought process.
Regularly he interacts with the mentee to reflect the learning curve and apply more advanced
templates.
We see how this work environment has very different characteristics from the factory kind of
routine work.
It allows different ways of interaction styles with the customer or client. Management can
begin to think about innovative ways to improve customer satisfaction for challenging tasks.
Complex and demanding tasks can be assigned to more experienced agents who use their
knowledge to react on more complicated and challenging requests, while more basic tasks are
assigned to rather beginner or routine type of process participants.
15. ESTABLISHING SHARED LIVING KNOWLEDGE THROUGH GOVERNANCE
In our Knowledge worker case study, consolidation of process improvements takes place
while Leona and Steve are meeting and talking about it. In this case no governance process is
9
10. DISTRIBUTE PROCESS KNOWLEDGE IN ACM THROUGH MENTORING
necessary. But it is not always feasible or practical to meet over the topic, and thus it is better
to include a collaboration function that allows for governance. This makes it possible that
consolidation is an autonomous action of one knowledge worker, and the other knowledge
worker merely approves or rejects the changes. In our example Steve might want to
consolidate the changes of cases to the template library and Leona approves or rejects these
changes. Or – the other way around – Leona takes the opportunity to consolidate the changes
in the cases to the template library – and Steve is the one to approve or reject.
How this is done? Simply by automatically creating a review case whenever a change to the
template library is released. The case consists of two (in other examples many) approval items
– one for Leona and one for Steve.
Using this kind of governance is also a kind of mentoring tool. Why? If Leona repeatedly
rejects the changes that Steve makes to the template library, Steve might want to ask himself,
what he is doing wrong – or better ask Leona. Then he will have the possibility to learn more
about the subject, and he feels urged to learn this. At the same time it is a tool for Leona to
give Steve some autonomy, but still be in control of the overall result and thus making sure,
that the quality is assured. She identifies learning needs of Steve and thus can teach him what
he needs to know.
Figure 6 Review case for creating new template
16. IMPACT OF THE PROPOSED MENTORING APPROACH FOR THE ORGANIZATION
The new style can have a large impact on the success of the organization as a whole. This new
organization can excel in customer satisfaction and thorough better quality of work. The
question is a broad one: Do we aim for cheap or for quality.
Given we understand the human nature in the described ways, how can we achieve a cultural
shift towards collaborative learning, establishing living knowledge that is shared among team
members?
Management has huge impact. Its hierarchies need to be assessed. A classical
mechanical management style that is based on a superior boss who micromanages his
"underlings" is not supportive for the living knowledge culture. Instead we need to establish a
management style that is based on the mentor/mentee relationship. Then formal power is
losing impact while new factual hierarchies emerge through trust in the specific competences
of certain team members. Managers begin to think on how they can enable team members in
any way in order to excel on each of their jobs.
10
11. DISTRIBUTE PROCESS KNOWLEDGE IN ACM THROUGH MENTORING
Each knowledge worker then is encouraged to leave his status as sole owner of knowledge
and tools and start forming a team of like-minded peers who collaboratively work on
establishing a shared understanding of best practices for an important task and documenting
that knowledge.
If we look at the organization that evolves from a systemic point of view, we will be able to
observe that work changes to be shaped and done not any more by mavericks or loners who
work as isolated cells but by small organisms, a "compound of cells". The chemistry between
the participants of such a composite team is pretty interesting and needs to be managed in
order to bring the synergetic results aimed for in our new mentoring culture. This type of
work organization is requiring team members who are self aware and mature enough to
understand the greater goal in order to give up constant self celebration. He still can be
rewarded: A major suggestion for improvement in a process template can be associated with
it's founder and can be advertised as such, generating a culture of competitiveness that is in
line with the greater goal of establishing living knowledge.
This new mentoring culture will draw attention from co-workers and management, ideally
forming a new momentum that creates a nucleus of attraction. It allows to experiment and
experience a new approach that deploys time proven patterns of success.
17. SUMMARY
Applying ACM principles and tools in a new approach towards mentoring is the key strategic
pattern of knowledge work to ensure that living knowledge is distributed across the
organization as it emerges and is required.
18. REFERENCES
Debevoise, Tom (2010, November 7) “Business Agility and a Meta-Knowledge Framework”,
blog post at www.tomdebevoise.com, as cited in Fish, Alan
Fish, Alan (2011, December). Knowledge Automation: How to implement decision
management. Wiley.
Hamel, G. (2011, December). First, Let's Fire All the Managers. Harvard Business Review.
Rock, D. (2009). Your Brain at Work: Strategies for Overcoming Distraction, Regaining
Focus, and Working Smarter All Day Long. HarperBusiness.
Swenson, K. D., Jacob P. Ukelson, J. T., Khoyi, D., Kraft, F. M., McCauley, D., Palmer, N.,
et al. (2010). Mastering the Unpredictable. Tampa, FL, USA: Meghan-Kiffer Press.
Swenson, K. D., Kraft, F. M., Palmer, N., & al., e. (2011). Taming the Unpredictable.
Lighthouse Point Florida : Future Strategies Inc.
11