The document discusses the agenda of a knowledge management event led by Dr. Michael Nelson, focusing on the hurdles organizations face in knowledge management, including content management, culture change, and collaboration. It explores the application of gamification and behavioral economics to address these challenges and highlights their impact on decision-making processes. The document illustrates various case studies and strategies for enhancing knowledge management practices in the Australian government.

1. SmarterKnowledge
Knowledge Management for the Australian
Government
Taking Knowledge Management in your
organisation to the next level
Dr Michael Nelson, Director, SmarterKnowledge
10-11 October 2013, Rydges Capital Hill, Canberra

2. © 2013 SmarterKnowledge
SmarterKnowledge
Agenda
2
09:00 - 09:30 Introductions and expectations
09:30 - 10:00 Knowledge Management hurdles
10:00 - 10:30 Gamification in Knowledge Management
10:30 - 10:45 Break
10:45 - 11:15 Behavioural Economics in Knowledge
Management
11:15 - 11:45 Knowledge Management and Decision
Making
11:45 - 12:00 Wrap-up and Q & A

3. © 2013 SmarterKnowledge
SmarterKnowledge
Agenda
3
09:00 - 09:30 Introductions and expectations
09:30 - 10:00 Knowledge Management hurdles
10:00 - 10:30 Gamification in Knowledge Management
10:30 - 10:45 Break
10:45 - 11:15 Behavioural Economics in Knowledge
Management
11:15 - 11:45 Knowledge Management and Decision
Making
11:45 - 12:00 Wrap-up and Q & A

4. © 2013 SmarterKnowledge
SmarterKnowledge
Analysis of the most frequently asked KM questions to APQC in
2012 indicates current KM challenges facing organisations
4
COMMON KM HURDLES
Transfer of knowledge 14%
Content management 13%
Strategy & business case 12%
Communities of practice 11%
Culture & change 9%
KM measures & maturity 7%
KM & learning 6%
KM basics 5%
Collaboration 4%
KM challenge statistics adapted from APQC’s analysis of most
frequently asked KM questions to APQC in 2012.
Governance and roles 4%
Enterprise social media 3%
Other 12%
What are the
major KM
Hurdles
facing your
organisation
?

5. © 2013 SmarterKnowledge
SmarterKnowledge
Agenda
5
09:00 - 09:30 Introductions and expectations
09:30 - 10:00 Knowledge Management hurdles
10:00 - 10:30 Gamification in Knowledge Management
10:30 - 10:45 Break
10:45 - 11:15 Behavioural Economics in Knowledge
Management
11:15 - 11:45 Knowledge Management and Decision
Making
11:45 - 12:00 Wrap-up and Q & A

6. © 2013 SmarterKnowledge
SmarterKnowledge
Gamification is the use of rewards and competition to drive
desired behaviours and outcomes, privately and publically
6
GAMIFICATION EXAMPLES
Private Public

7. © 2013 SmarterKnowledge
SmarterKnowledge
Gamification is the use of rewards and competition to drive
desired behaviours and outcomes, privately and publically
7
GAMIFICATION EXAMPLES
Private Public

8. © 2013 SmarterKnowledge
SmarterKnowledge
Gamification is the use of rewards and competition to drive
desired behaviours and outcomes, privately and publically
8
GAMIFICATION EXAMPLES
Private Public

9. © 2013 SmarterKnowledge
SmarterKnowledge
Rewards drive behaviours that address KM hurdles
9
GAMIFICATION IN KM
Identification of errors
Content rating
Expertise profile completion
Star
Answering questions
Inter-team interaction
Strategy from reward data
Transfer session participants
Knowledge contribution
Rewards
• Reward points, badges and/or
prizes for demonstrating
desired behaviours
• Provide rewards relevant to the
behaviours
• Rewards can be used for
recognition or as virtual
currency
• Special campaigns target
specific goals or weaknesses
CRITICAL SUCCESS FACTOR
Somewhere to collect the rewards

10. © 2013 SmarterKnowledge
SmarterKnowledge
Rewards drive behaviours that address KM hurdles
10
GAMIFICATION IN KM
Identification of errors
Content rating
Expertise profile completion
Star
Answering questions
Inter-team interaction
Strategy from reward data
Transfer session participants
Knowledge contribution
Transfer of knowledge 14%
Content management 13%
Strategy & business case 12%
Communities of practice 11%
Culture & change 9%
KM measures & maturity 7%
KM & learning 6%
KM basics 5%
Collaboration 4%
Governance and roles 4%
Enterprise social media 3%
Other 12%

11. © 2013 SmarterKnowledge
SmarterKnowledge
Competition has a multiplier effect on reward impacts
Competition
• Leaderboards drive competition
and acknowledge leaders
• Peer leaderboards level the
field (by level, role, team)
• Acknowledge immediate and
cumulative achievements
• Use inter-team leaderboards for
teaming
• Reset leaderboards frequently
to renew interest
Knowledge transfer, knowledge
contribution
Levels (SES, EL, APS), role
(admin, corporate, policy)
Drive behaviour today, and
acknowledge long-term effort
Teams compete for bonding,
within or across departments
Encourage new entrants
11
GAMIFICATION IN KM
CRITICAL SUCCESS FACTOR
Somewhere to display the comp

12. © 2013 SmarterKnowledge
SmarterKnowledge
Incentives have a long history with KM, but their complexity
and impact is increasing with gamification approaches
12
GAMIFICATION IN KM – EXAMPLES
• Situation: Cloud based
call centre
• Complication: Motivating
and engaging 20,000
distributed, independent,
competing agents
• Solution: A motivational
social hub where
independent agents learn,
earn and showcase their
accomplishments
• Outcomes: Onboarding
160 to 14 hours,
participants outperform

13. © 2013 SmarterKnowledge
SmarterKnowledge
Incentives have a long history with KM, but their complexity
and impact is increasing with gamification approaches
13
GAMIFICATION IN KM – EXAMPLES
• Situation: 30 years of
supporting customer
communities
• Complication: Moving to a
new community platform,
myCA
• Solution: CA Champions
Program to influence
participation and identify
internal and external
experts
• Outcomes: Unexpected
experts, 57 – 600%
discussion increases

14. © 2013 SmarterKnowledge
SmarterKnowledge
Incentives have a long history with KM, but their complexity
and impact is increasing with gamification approaches
14
GAMIFICATION IN KM – EXAMPLES
• Situation: UK Department
of Work and Pensions
• Complication: Poor
management of ideas
• Solution: An innovation
market game. Points for
ideas and throughout
lifecycle. Use points to
invest in ideas.
Shareholders rewarded.
• Outcomes: Ranked ideas.
> £21m benefits
generated. Adopted
elsewhere

15. © 2013 SmarterKnowledge
SmarterKnowledge
Incentives have a long history with KM, but their complexity
and impact is increasing with gamification approaches
15
GAMIFICATION IN KM – EXAMPLES
Can
Gamification
address your
KM Hurdles
?

16. © 2013 SmarterKnowledge
SmarterKnowledge
Agenda
16
09:00 - 09:30 Introductions and expectations
09:30 - 10:00 Knowledge Management hurdles
10:00 - 10:30 Gamification in Knowledge Management
10:30 - 10:45 Break
10:45 - 11:15 Behavioural Economics in Knowledge
Management
11:15 - 11:45 Knowledge Management and Decision
Making
11:45 - 12:00 Wrap-up and Q & A

17. © 2013 SmarterKnowledge
SmarterKnowledge
Agenda
17
09:00 - 09:30 Introductions and expectations
09:30 - 10:00 Knowledge Management hurdles
10:00 - 10:30 Gamification in Knowledge Management
10:30 - 10:45 Break
10:45 - 11:15 Behavioural Economics in Knowledge
Management
11:15 - 11:45 Knowledge Management and Decision
Making
11:45 - 12:00 Wrap-up and Q & A

18. © 2013 SmarterKnowledge
SmarterKnowledge
Behavioural Economics combines psychology and economics to
take advantage of irrational, but predictable decision making
18
BEHAVIOURAL ECONOMICS EXAMPLES

19. 19
Source:
Six ways our brains make
bad financial decisions
DAN ARIELY AND NINA
MAZAR
The Globe and Mail January
25 2013

20. © 2013 SmarterKnowledge
SmarterKnowledge
Behavioural Economics influences decisions, driven socially, by
willpower, or by risk/reward
20
BEHAVIOURAL ECONOMICS EXAMPLES

21. © 2013 SmarterKnowledge
SmarterKnowledge
Guilt and nudges are two ways Behavioural Economics can
subtly encourage the desire to contribute knowledge …
21
BEHAVIOURAL ECONOMICS IN KM
Conditional Cooperation
• Individuals sacrifice their own
interests for the sake of the
greater good, but only if others
will too
Nudges
• Nudging individuals towards
making particular choices by
changing the environment and
information, without restricting
freedom of choice
Guilt employees into
contributing by communicating
what the average employee
has contributed
Show real-time contributions
on the intranet homepage,
and reward first contributions
of the week
… similar to …
… similar to …

22. © 2013 SmarterKnowledge
SmarterKnowledge
… while convenience and choice simplification minimises
aborted efforts
22
BEHAVIOURAL ECONOMICS IN KM
Convenience
• People do what is easy, and
don’t do what is difficult
Choice Overload
• Too many choices impacts
decision quality
When staff log-on ask them if
there are KM tasks they need
to complete
Make the most important
knowledge (e.g. policies and
procedures) the easiest to find
… similar to …
… similar to …

23. © 2013 SmarterKnowledge
SmarterKnowledge
Behavioural Economics addresses similar KM hurdles to
Gamification, but in a more subtle manner
23
BEHAVIOURAL ECONOMICS IN KM
Transfer of knowledge 14%
Content management 13%
Strategy & business case 12%
Communities of practice 11%
Culture & change 9%
KM measures & maturity 7%
KM & learning 6%
KM basics 5%
Collaboration 4%
Governance and roles 4%
Enterprise social media 3%
Other 12%
Can
Behavioural
Economics
address your
KM Hurdles
?

24. © 2013 SmarterKnowledge
SmarterKnowledge
Agenda
24
09:00 - 09:30 Introductions and expectations
09:30 - 10:00 Knowledge Management hurdles
10:00 - 10:30 Gamification in Knowledge Management
10:30 - 10:45 Break
10:45 - 11:15 Behavioural Economics in Knowledge
Management
11:15 - 11:45 Knowledge Management and Decision
Making
11:45 - 12:00 Wrap-up and Q & A

25. © 2013 SmarterKnowledge
SmarterKnowledge
Supporting Decision Making is an implicit Knowledge
Management goal, and a focal point for research
25
KNOWLEDGE MANAGEMENT AND DECISION MAKING
However, Decision Making is not
currently an explicit focus for KM

26. © 2013 SmarterKnowledge
SmarterKnowledge
An increased role in Decision Making support is the next frontier
for Knowledge Management
26
KNOWLEDGE MANAGEMENT AND DECISION MAKING
Suggestion Structuring

27. © 2013 SmarterKnowledge
SmarterKnowledge
An increased role in Decision Making support is the next frontier
for Knowledge Management
27
KNOWLEDGE MANAGEMENT AND DECISION MAKING
Suggestion Structuring

28. © 2013 SmarterKnowledge
SmarterKnowledge
An increased role in Decision Making support is the next frontier
for Knowledge Management
28
KNOWLEDGE MANAGEMENT AND DECISION MAKING
Is KM
improving
decisions in
your
organisation
?

29. © 2013 SmarterKnowledge
SmarterKnowledge
Agenda
29
09:00 - 09:30 Introductions and expectations
09:30 - 10:00 Knowledge Management hurdles
10:00 - 10:30 Gamification in Knowledge Management
10:30 - 10:45 Break
10:45 - 11:15 Behavioural Economics in Knowledge
Management
11:15 - 11:45 Knowledge Management and Decision
Making
11:45 - 12:00 Wrap-up and Q & A