Hannah Price - Breaking Resistance to Knowledge Management SITS18
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Your knowledge base is a process, not a product. Breaking our resistance to this concept is the key to ensuring that the knowledge base is useful and continually updates. By ending this resistance, knowledge is able to grow organically without a massive project. Hannah explains how to build a culture of trust to create an advantageous knowledge culture. - How to turn your knowledge manager’s role into more of a knowledge curator - Learn the process flow to follow in kick-starting your knowledge project - Learn how improved customer satisfaction follows when you allow users to solve issues themselves
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Hannah Price - Breaking Resistance to Knowledge Management SITS18
- 1. Breaking Resistance to Knowledge Management Hannah Price – Service Management Consultant
- 4. Non tangible
- 7. Process Create an incident Search the knowledge base Use the knowledge item Close the incident Solve or escalate Close the incident Add to knowledge base Edit Found the answer? Correct? No No Yes Yes
- 8. Simplicity is key - Make a template - Structure - Describes content - Gives examples
- 9. WIIFM - Reduction in durations - Reduction in repetitive tasks - Saves time - Proactive processes enabled - Projects - Problem management
- 11. Content Health • Uniqueness • Complete • Clarity • Title reflects article • Links valid • Metadata correct
- 12. Assessing Value • Reuse • Reference • Feedback
- 13. Measurements to avoid - Number of Knowledge articles created - Number of Knowledge articles modified Goals based on activities will corrupt your knowledge base
- 16. Create a Vision Vision is closely tied to Motivation A vision should include: - A compelling purpose - Approach - Values
- 17. Promoting team work Avoid hero mentality and target practice Leadership should: - Reward team goals and collaboration - Promote trust between employees - Turn heroes into collaborators
- 18. Communication Create a Communication plan - Vision - WIIFM - Timeline - Voice
- 20. Further reading • Book: Collective Wisdom – Transforming Support through Knowledge • KCS® – Knowledge Centred Service • https://library.serviceinnovation.org/KCS • TOPdesk resources
- 21. Thankyou for listening Hannah Price h.price@topdesk.com topdesk hannahcprice
Editor's Notes
- Good morning, welcome to this presentation on Breaking Resistance to Knowledge Management. My name is Hannah and I work for TOPdesk as a Service Management Consultant. In this role I work closely with different organisations helping on projects to improve KM KM has so many far reaching benefits for business, operators and customer. But there is one issue that we see coming up again and again for organisations who want to focus on knowledge management. An issue to do with resistance yes, but also something much more in dpeth than that. I’d like to illustrate what this issue is, with a quick example.
- I have here in my pocket, a pen. It’s a very nice pen … ask the audience, how many pens to I have. If I was to give my pen to X, how many pens do I have. How many pens do you have? This is because a pen, is a tangible fixed thing. I can touch it, measure it, feel it. And when I give it away, I no longer have it. Tangible things are great. It was the creation of tangible things that directly lead to the industrial revolution and modern business as we know it. This is a picture of …
- Women in the 1920s making radios. Radios are tangible things, and when the output is tangible, we can count it discretely. The activity of individuals on the production line is directly linked to the outcome. The number of knobs I put on the radios (and the activity of my peers) is directly related to how many toasters come off the production line. My activity, time, and productivity is directly related to value created: the number of radios. Our management practices in business have evolved over the past 100 years from this model. This is called production line thinking. Which is great for toasters and pens. But what about things that are intangible how does it work then? Intangible things are sometimes hard to define, an easy example of something intangible is love.
- There is not a finite amount of love that you can give. For example if you already have a child, and then a second one is on the way. You do not suddenly love them only 50% each. Ideas. No prizes for guessing another intangible thing … knowledge. Now if we apply production line thinking to intagnblibe things, it doesn’t work. It leads to two things in particular.
- Firstly, target practice. Because we are counting things that shouldn’t be counted, it leads to people hitting targets for the sake of it. It is also a huge source of unmotivated and disengaged employees. They are siply hitting targets because they are told. This is one of the single most damaging thing we can do that can kill a knowledge sharing environment. It is one of the key reasons why there is perceived resistnce. Beause we treat knowledge like it comes straight off a production line. Like it is a tangible thing. People resist sharing it, because they see it as tangible, and if they give it away they will loose it somehows. And organisations push targets and measurements like they would a production line of radios. Our business has evolved from working with out hands, to working with our minds, and creating intangibles. So, what can we do differently. What can you as an organisation change to evolve your thinking around knoweldge management. Well today I would like us to discuss 3 key areas:
- How can we implement knowledge management in a way that keeps employees motivated, and avoids target practice? Firstly we have to ensure that knowledge management becomes an entirely natural part of their normal working life. We want it to become a habit. What are habits? Something we cant avoid doing, something that becomes second nature and that we do without thinking. Did anyone have any habits when they were younger? Or still do now? Biting nails, whilstling, etc. Habits are something that we do without thinking because they are so ingrained in our everyday processes. If we want knowledge management to be a habit too, then we need to engrain it into the processes within our department. This is a common mistake that we see organisations make when implementing knowledge management. A separate process is designed for knowledge, when actually it should be incorporated into your existing ones. And it doesn’t have to be anything complex. Here is an example of knowledge management integrated into a simple incident management process. Walk through process If something because second nature, then there is very little resistnce, because people do it without thinking. Another way we can ingrain a process naturally is to remove the friction …. We need to make their lives as easy as we possibly can. And one way to do this is with a template knowledge item.
- Such a simple thing to do, but will be used over and over by you operators. To take out some of the hard work. So make a template for a knowledge item, put it somewhere easy to find. There are certain things in the template you should specify consistent, simple structures help with readability and findability, and simplify the process of creating new articles or modifying existing articles. we do not want to start with lots of different templates for different types of articles. Start with one, keep it simple, and let our experience drive the need for additional templates. Mention TD template. Another key tip, especially if you are in the early days of implementing your new knowledge management process. Is to highlight throughout the implementation, the Wiifm. Wiiffm, otherwise known as …
- As human beings, we are inherently selfish creatures. We cant help it, its part of our DNA. And we are much more likely to take something on board if we can see the benefit for us. So when you are implementing your new knowledge management procedures, how will you sell it to your agents and your operators? Earlier I mentioned that its not very often that we see so many benefits of one process to so many different layers. And your operators and agents are very much included in these benefits. Be sure to communicate these benefits, not just cost reductions, shift left or other things. That why your operators can see not only what the new process is that you are implementing, but why its beneficial to them as an individual.
- Now the slight issue about meansuring intangible things is, because they are not tangible, therefore not qualtifyable, they are very difficult to measure! However, it is very important that we do not believe in measurement for the measurements sake, Much better to get fewer but more useful measurements, than lots of pointless ones. 2: Not quantity and quality. Different, because one of them, measuring quantity is actually very damaging as we will see later The two measurements are … Health and Value. Lets start by looking at health.
- Health refers to the health and wellbeing of the knowledge article itself. How does it measure up compared to other knowledge articles, and the standard of content that you as a business want to achieve? Bearing in mind your target audience? There are so many different ways that you can measure how good a knowledge article is. It is something that you as a department should decide beforehand and will depend on your priorities and your target audience. But here are a few that we recommend to get you started. Unique - not a duplicate article, no other article with same content whose create date preceded this articles created date (this is a critical part of the AQI) Complete - complete problem/environment/cause/resolution description and types Content Clear - statements are complete thoughts, not sentences Title Reflects Article - title contains description of main environment, and main issue (cause if available) Links Valid - hyperlinks are persistently available to the intended future audience Metadata Correct - metadata set appropriately: article state, visibility, type or other key metadata defined in the content standard quality is assessed against a standard or criteria. Quality is not a standalone, universal thing; it is specific to a purpose. In order to manage the quality of our output, we have to know the criteria for what is acceptable and what is not. And the best part is, there is somewhere where you can define what that standard should be, you guessed it, the template! The second
- he knowledge base will grow. We will want a way to assess the value of the articles in the knowledge base. There are three perspectives to keep in mind when assessing the value of articles: Feedback, operators and customers Reuse: The value of any particular article can be measured by the number of times it is used to resolve an issue. If we are linking articles to incidents, we can easily calculate the reuse count. Reference: Article may not provide the exact solution, but may provide insight or remind us of an approach or diagnostic technique. Remember knowledge does not have to be the fix. Reference is extremely valuable but hard to measure. Page views, hyperlinks, and interviews or audits with operators. Feedback – from operators and customers. Customer feedback is crucial because of all the value measurements, assessing the value to your customers is by far the most tricky? How do you know if they are reading articles? Now although these measurements are very important to assess the value and health of your knowledgebase, there are some measurements that we do need to be wary of.
- Remember that in this knowledge centered world, we are working with our minds, not our hands. So outcomes are intangible and cannot be counted discretely. Things such as number of activities, time spent and productivity are only loosely related to value. Putting goals on activities will: Create unwanted results Destroy the value of the measure as an indicator of behavior Distract people from the real objective Relieve people from using judgment Make leadership look dull Disenfranchised unmotivated people Create a hero mentality
- Vision is closely related to motivation. It gives people a purpose and is much more compelling that the carrot on a stick method because it creates a foundation of feeling good about your contribution as an employee. A sense of accomplishment is an incredibly powerful motivator. So we create a vision, from leadership that gives knowledge workers the purpose they need to keep motivation for knowledge management. A compelling purpose - a simple value proposition (a phrase, 1-5 words) A mission statement - our approach to achieving the purpose (a paragraph) Explicit values - defines acceptable behavior in achieving the purpose (a list) we will be asking people to change how they do their. The degree to which individuals understand the bigger encourages participation, gives them a sense of belonging, and enables them to feel good about their contribution and accomplishments. It is the foundation for what motivates us. Leaders must model the values and live the brand promise. The fastest way to render the vision impotent and negate all the ripple effect benefits is for leadership to live by different standards than what they espouse and to make decisions that do not align with the vision.
- Historically, organizations have focused so heavily on individual contribution the shift to valuing collaboration and teamwork can be a challenge. For example, the old management practice of stack racking individuals is hugely dysfunctional if we want create a knowledge sharing, collaborative environment. We can see this trend changing slowly in business though by new trends such as adoption of the agile methodology. Promote trust through face to face meetings
- The first step in engaging people is communications. Communicate your awesome vision WIIFM, do not focus on the business ones. Remember your target audience Project plan and timeline Voice – for any objection handling. When we ask organizations that have successfully adopted KCS what they would do differently next time.... they almost always say "we should have done more communications." So lots of different mediums and styles.
- Implement: Simple process, integrated naturally, templates to remove the tought, showing the clear benefits to the operatprs Measure: Avoid setting goals on number of articles created, focus on the value and health of your knowledge Lead: use a clear vision and communication to ripple motivation for knowledge management throughout your department. Promote team work and collaboration. The title was a bit of a trap – you might well have come in thinking it was about breaking resistance in people – but it’s not; it’s about breaking the points of resistance – those obstacles. As you might have seen, it’s about smoothing out the process – making it as frictionless a process for your people as possible Its about treating knowledge as the intangible, complex yet hugely beneficial thing that it is, rather than just another statistic to be counted. Further reading
- KCS – drew on, inspiration. The topics we have covered to day can be found here in even more detail.