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KM 101

The document outlines key concepts of knowledge management (KM), emphasizing the significance of effective practices, methods, and tools for organizations to leverage critical knowledge. It discusses the evolution of KM, categorized into three generations, and provides frameworks for implementing KM strategies tailored to unique organizational contexts. Moreover, it highlights common barriers to knowledge sharing and the importance of fostering a collaborative culture to enhance productivity and organizational learning.

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Knowledge Management 101 Patti Anklam February 2016 Based on a workshop given to a client in August, 2015. Examples are from user interviews and surveys. This workshop concluded with a tutorial on Value Network Analysis. Those slides are included as well.
Topics • My role – KM Assessment • How to Think about Knowledge Management – Definition – Review of the Key Concepts that have characterized KM as a discipline – Practices, methods, and tools • Implementing Knowledge Management – Standard models – Your context • Work out next steps – KM committee/working group/champions – Work with IT group to integrate KM into their plans 2
What We Do in a KM Assessment • Understand the current state – where you are today – Knowledge sharing habits & needs – Tools in use – Processes and practices • Possibilities for the future – Generate ideas while in conversation – Be specific about next steps – recommendations 3
KM – A Definition Knowledge management is a collection of approaches, methods, work practices, and tools that enable an organization to identify and leverage critical knowledge. 4 Knowledge management is adaptive – the more you learn and apply knowledge management techniques, the more you see how they work together. You don’t have to bite it off all at once. Understand the principles, the range of work practices and tool and get started with the ones that will make the biggest difference NOW.
Why KM May Be Important Problem Impact Help when it’s needed Being able to locate critical expertise at the moment it is needed Not being responsive to community or funder needs Inability to act on innovation Time to Find Amount of time it takes to locate a document, person when needed Staff productivity Quality of reporting to funders Delay in providing services On-boarding Being able to bring new hires or partners up to speed quickly Productivity of new employee Less demand on existing employees Knowledge hoarding Maintaining control of information so as to enhance personal status Needless rework Reduced response times to community and funders Staff productivity & moral Lost knowledge Knowledge leaves the workplace when staff go to new jobs or retire Inability to staff key projects When to share/how to share Staff not knowing what might be valuable to others and providing it in a way that others can find it Staff “reinventing the wheel” People don’t know who can provide needed expertise 5
Three “Eras” of KM 6 1st Generation 2st Generation 3rd Generation Explicit Tacit Emergent Content Collaboration Connection Artifacts Individuals The Network 1995 2015
Explicit/Tacit Distinction 7 Explicit • Identified, codified • Reusable Tacit • In people’s experience • Embedded in practices
Knowledge Transfer – SECI Model 8 • Face to face • Storytelling •Communities •Mentoring • OTJ Training • Recipes • Reports • Post mortem • Video • Database • Report • Portal• Reading • Practicing • Searching • Revision •Blogging
Data  Wisdom 9 https://www.climate-eval.org/blog/answer-42-data-information-and-knowledge
22 February 2016 St-Onge, Armstrong, Petrash & Edvinsson Customer Structural Human Capital -the capabilities of the individuals Structural capital - capabilities of the organization (processes, tools) Customer capital - the value of an organization's relationships Social capital – the stock of relationships, context, trust, and norms that enable knowledge-sharing behavior Human Social Intellectual Capital
Practices, Methods, Tools File sharing Content management; databases Intranet/extranet portals Information architecture/Taxonomies Enterprise discovery and search […] Face-to-face, people practices Videoconferencing/Web meetings Communities of Practice Discussion boards/collaboration tools/instant messaging Lessons learned/peer assists […] Microblogging (Tweeting) Wikis Blogging Working out loud Personal knowledge management […] 1 2 3 [Adapted from Nancy Dixon: http://www.slideshare.net/SIKM/km-3-eras-nancy-dixon-slides
The Challenge 12 Knowledge management is not a “one size fits all” anything. Every organization is unique; the specific approaches, methods, and work practices that drive one organization’s success may not be useful in a different organization.
Your Environment Where are you in each of the three “layers”? 13
Domains of Knowledge • From improving individuals’ capabilities for knowledge sharing and collaboration • To working as a networked set of interdependent units • To becoming a learning organization that creates and shares intellectual property with sponsors and partners and provides thought leadership Organizational Learning & Thought Leadership Team Collaboration and Learning Personal Productivity As the organization matures, the focus shifts from the individual to the organization
A Little Card Game • Pick a card from the pile • Read the description • In groups of 3, discuss your card: – Something new to you? – Something you already do? – Something that you might benefit from? 15 KM Method Cards are available from Straits Knowledge (http://www.straitsknowledge.com/store_new/km_method_cards/)
Elements for Implementing KM 16
Aligning Knowledge & Mission 17 Strategic KM Tactical KM Operational KM View A company is part of a larger ecosystem; knowledge that supports mission, vision, position & uniqueness Configuration of people, functions, roles & relationships; knowledge that supports corporate organization & objectives Activities, processes & systems that keep an enterprise healthy; knowledge that supports functional flow and structural maintenance; Individual productivity Frame Why How What Purpose Connect knowledge to the business model Connect people to knowledge and each other Connect knowledge activities to results Key Questions What is our purpose? How does knowledge create business value? How can we better create, use & apply our knowledge? How can we codify and share knowledge of routine tasks, etc. Supporting Tools & Methods (Examples) Strategy mapping Competency modeling CRM systems Collaboration Expertise location After action reviews Group processes Meeting management Job aids (“How Do I”) Intranet/search tools Verna Allee, The Future of Knowledge
What Knowledge Do You Need? 18
Public Community Partners Social Collaboration (Ask & answer, search & discover, real-time) Structured Collaboration (Creative, coordinated, goal-oriented) Managed (Authoritative, stable, controlled) Mobile Dimension Based on Jane McConnell’s Digital Workplace, NetStrategyJMC Technology: The Digital Workplace Your Stuff
Boundaries in the Digital Workplace • Defined constituencies: – Internal – Community – Partners – Public • Each have potential needs in any of the spaces. Questions to ponder: – Should there be an interactive space on the web site? – What guidelines need to be in place (messaging, standards) for interaction in each space? – How are the spaces managed and constituencies invited in?
Digital Workplace – Spaces Space What Do We Mean By This? Your Current State Example/[Opportunity] Managed (external) “Official” data, some of which is proprietary Web site Facebook Twitter Managed (internal) All documents and mission-critical information systems Z:, R:, drives etc Structured collaboration Project/task management Shared documents (co- editing, co-authoring) [OneDrive] [WIKI] Social collaboration (external) Blogging Microblogging Facebook Social collaboration (internal) Bulletin boards, blogging, activity streaming [Yammer] [WOL]
What your staff say… 0 2 4 6 8 10 12 14 16 I can easily find the information I need to do my job. I am comfortable using the computer system and tools that we have for capturing and storing information. Strongly disagree Disagree Agree Strongly agree
Staff Feedback …we had a tool that connected all-staff in a "real time" manner - other than email …we had a streamlined system of sharing that everyone understands and uses consistently. … we limited our tools and were disciplined in their use. … we had a better and easy way of organizing and categorizing our information; we had a process/practice of not only sharing our info but also storage on our network for files that could be more readily shared and found. … I have a clear understanding when/which tools should be used in any given situation "I could do a lot better at sharing what I am learning if..."
People • Where knowledge really lives • But: – How do we know who knows what? – How do we know who needs to know what? • How do we overcome the barriers of people sharing what they know? • How do we ensure that people are trained and equipped to use the tools and methods that matter?
Dave Snowden’s Principles • Knowledge can only be volunteered, it cannot be conscripted. • We only know what we know when we need to know it. • The way we know things is not the way we report we know things. • We always know more than we can say, and we always say more than we can write down. 25
People & Culture • They don’t know why they should do it • They don’t how to do it • They don’t know what they are supposed to do • They think the recommended way will not work • They think their way is better • They think something else is more important • There is no positive consequence to them for doing it • They think they are doing it • They are punished for doing it • They anticipate a negative consequence for doing it • There is no negative consequence for them not doing it • There are obstacles beyond their control Reasons Why People Don’t Share Their Knowledge Ferdinand Fournies (via Stan Garfield)
Survey Feedback 0 2 4 6 8 10 12 14 16 I am encouraged to share my knowledge and insights with others on staff here at Incourage. I routinely share information, ideas, and insights with others outside my own group or team. Strongly disagree Disagree Agree Strongly agree
Interview Feedback 28 Making it a practice; [we need] to get into the muscle-memory of it. Sometimes I think we are moving too fast and there isn’t time to share, not that people don’t want to. Culture trumps everything. – Tom Davenport on KM, 1994 : "I could do a lot better at sharing what I am learning if..." …I had clarity of who needs what information and to what end …we had more opportunities to connect together as a staff and share knowledge …want to know the org structure and how I fit in.
People and Culture: The Shift • From “I know” to “We know” • From “Knowledge is mine” to “Knowledge is ours” • From “Knowledge is owned” to “Knowledge is shared” • From “Knowledge is personal property” to “Knowledge is collective/community property” • From “Knowledge is personal advantage” to “Knowledge is company advantage” • From “Knowledge is personal” to “Knowledge is inter-personal” • From “I defend what I know” to “I am open to better knowledge” • From “not invented here (i.e. by me)” to “invented in my community” • From “New knowledge competes with my personal knowledge” to “new knowledge improves my personal knowledge” • From "other people's knowledge is a threat to me" to "our shared knowledge helps me" • From “Admitting I don’t know is weakness” to “Admitting I don’t know is the first step to learning” 29 http://www.nickmilton.com/2010/12/top-7-reasons-why- km-implementations.html#ixzz3iZ09jYxD
Processes: Two Perspectives • Embed knowledge capture into existing processes: – One of the top reasons that knowledge management programs fail is that organizations do not embed knowledge capture and learning into their everyday processes. – If one part of the organization is doing well at capturing knowledge, make sure they share how they do it with others – Add “Plus-deltas” at the end of every meeting • Institutionalize “standalone” knowledge capture processes: – Lunch & Learns – Monthly focused sessions to improve knowledge sharing and capture practices 30 Knowledge lives in three places in organizations – in its artifacts, in its people, and in its processes. – Larry Prusak on KM c. 1994
Survey Feedback 31 0 2 4 6 8 10 12 I know how to capture and share information from external sources (e.g. from residents) that is important to our work. We naturally capture insights and learnings as part of our operational processes. When I have an idea or insight, I know how to share it and whom I should share it with. Strongly disagree Disagree Agree Strongly agree
Survey Feedback 32 0 5 10 15 20 When I have an idea or insight, I know how to share it and whom I should share it… We naturally capture insights and learnings as part of our operational processes. I know how to capture and share information from external sources (e.g. from… Strongly disagree Disagree Agree Strongly agree
Survey Feedback 33 [debriefings] the organization is getting very comfortable with went well/didn’t go well/do next time [We need to be] realistic about the time it takes to capture information. If it takes twice as long as it should, how can we support each other? We attend others’ debriefings but need to strengthen how we capture and share these. Staff meetings have fixed agendas but no informal sharing at meetings.
Organization: Two Perspectives • Defined job positions, roles and responsibilities – Knowledge management strategy & leadership – Knowledge stewardship: help capturing and re-using – Training and communication & user support • It’s everyone’s job! – But are they measured on how well they do? – Do they know what they are supposed to do? – Have they had adequate training? – Do they have time to do what they know they should be doing? 34
Interview Feedback 35 Biggest barrier is the question of autonomy and knowing what our roles are so we can share appropriately. ….there was a change in [presidency] of a nonprofit and it wasn’t changed [in our database]. Need to ask whose responsibility it is that it be changed.
Implementation Choices BIG KM • Strategic, mission-oriented initiatives • Top-down, organization-wide Little KM • Focused introduced of KM methods and tools • Bottom up improvements using existing infrastructure • Things that just make sense for groups PKM • Personal productivity • Self-service information management • Personal network management
Big KM Elements • Information architecture – Digital Workplace – Taxonomy – Templates and forms – Vocabulary • Mindset – Drive KM practices into work processes – Provide ample opportunity for staff to learn new tools and exercise new skills 37
• What are the space and what tools are used for each? • How does each space use the defined taxonomy? • Who has responsibility for the tools? – What does responsibility mean? • Who are the users of the tools? – Do staff have the training needed to use them effectively and consistently? – How do the community and partners participate? • How does information move from private to public? – What processes? Who owns the processes? Information Architecture 38
Your Options • Incremental deployment of Office 365’s features/options – SharePoint – Intranet – OneNote – Personal notes plus shareability – OneDrive for Business – shared files and co-editing options – Yammer • Rollout individual/group productivity tools – Good Meeting • Pilot systemic KM for one project – Collaborative Intranet – Working out loud – Ecosystem mapping 39
Collaborative Intranet Elements • Home Page – Daily blog(s) – Newsletter – Staff listing – links to personal pages and profiles – Search button for shared documents, Z drives, media • Calendar • Personal pages and profiles – About me – My documents (my work in progress) – Blogs 40
Working Out Loud • What it is: – Using private (to organization) activity streams to narrate, ask, share, think out loud – Sharing project information with joint responsibility for managing it – Peripheral vision – on what’s going on inside the company – that alerts you to something you might need to know – Searchable archive of who has been doing what – Maintaining your personal online profile so that others can find our expertise 41 Working Out Loud = Observable Work + Narrating Your Work
How WOL is used • Observable and discoverable work: – Get an answer to a question – Answering a question directed to you – Answering a question not directed to you – Collecting input before starting a work task – Sharing who you are planning a meeting with • Narrating work: – Taking meeting notes and sharing them live – Capturing brainstormed ideas – Capturing snippets of “good practices” or good ideas and collecting them • Purposeful network building – Developing relationships – Fostering collaborations 42
What this looks like 43 You don’t have to know who might be interested or needs to know. But someone who is interested will see it or be able to find it.
WOL vs Email 44 http://ipadcto.com/2011/02/28/email-is-where-knowledge-goes-to-die/ “Email is where knowledge goes to die.” -- Bill French
Working Out Loud 45
Mapping the Ecosystem • How does the work actually get done? • What do we exchange with others? • In which transactions is valuable knowledge being created? • Are we capturing the knowledge that is created? Where and for whom? • Where are opportunities for improving value and efficiency? 46
Exchanges Occur Among Roles • A role is not necessarily the same as a group, company, or function – One person or group might play 2- 3 key roles – Roles are different from job descriptions or job titles • If people are not clear about their roles, they can miss value-creating opportunities and are vulnerable to competition
Getting Started Options • Pick a Pilot – Existing or new project – Team members commit to working in a new way – Map the ecosystem – Try a few new tools • Start a KM team – Work with IT in reviewing, testing, selecting tools – Develop schedule for roll out – Champions in their own groups to mentor, coach others – Reflect and learn on a continual basis 48
Critical Success Factors • Leadership commitment • Embedding KM in the work processes – not something extra • Defined roles and responsibilities • Aligning KM initiatives with the mission 49
VNA DETAIL 5
Basic elements for mapping value
Value Network Modeling © 1997-2011 Value Networks, LLC All rights Roles Intangible (Informal) Interactions Tangible (Formal) Deliverables
Tangible Deliverables Goods, services, revenue (traditional value chain) – all contractual or mandated activities that directly generate or deal with revenue or funding. Value Exchanges © 1997-2011 Value Networks, LLC All rights reserved. Knowledge and support offerings – strategic information, collaborative design, plans, processes, policy development, etc. Benefits that go beyond actual service such as exchanging business contacts, image enhancement, recognition, co-branding opportunities, etc. Intangible Deliverables
ValueNet Works™ Methodology • Purpose • Boundaries • Determine the level of detail Scope • Ecosystem players • Stakeholders Roles and participants • Tangibles • Intangibles • Sequence Transactions and deliverables • Participants and roles • Exchange analysis Analysis
(1) Scope and Boundaries • Purpose – What does a successful outcome look like? – What is the scope? – Current state and/or desired future state? • Business drivers • Current situation • Environment 55
(2) Understand the roles • A role is not necessarily the same as a group, company, or function – One person or group might play 2- 3 key roles – Roles are different from job descriptions or job titles • If people are not clear about their roles, they can miss value-creating opportunities and are vulnerable to competition
(3) Identify value exchanges and interactions • What are the deliverables? • How does the deliverable move through the network? • What are the intangible exchanges that flow through the network? http://www.valuenetworksandcollaboration.com/mapping/tangiblesandintangibles.html
(4) Analysis • Insight level – “Aha’s” that occur through the mapping process • Exchange analysis – Looking at the structure of the network – Redundant and overlooked activities • Impact analysis/process improvements 58
A Big “Aha” A senior VP in the professional services arm of a large telecommunications equipment provider said that it was “scary” that the customer feedback from the delivery of services went only to the operational arm of the company and not the organization charged to innovate in service development.
Unnecessary transactions 60
Detailed Analysis 61

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KM 101

  • 1.
    Knowledge Management 101 PattiAnklam February 2016 Based on a workshop given to a client in August, 2015. Examples are from user interviews and surveys. This workshop concluded with a tutorial on Value Network Analysis. Those slides are included as well.
  • 2.
    Topics • My role– KM Assessment • How to Think about Knowledge Management – Definition – Review of the Key Concepts that have characterized KM as a discipline – Practices, methods, and tools • Implementing Knowledge Management – Standard models – Your context • Work out next steps – KM committee/working group/champions – Work with IT group to integrate KM into their plans 2
  • 3.
    What We Doin a KM Assessment • Understand the current state – where you are today – Knowledge sharing habits & needs – Tools in use – Processes and practices • Possibilities for the future – Generate ideas while in conversation – Be specific about next steps – recommendations 3
  • 4.
    KM – ADefinition Knowledge management is a collection of approaches, methods, work practices, and tools that enable an organization to identify and leverage critical knowledge. 4 Knowledge management is adaptive – the more you learn and apply knowledge management techniques, the more you see how they work together. You don’t have to bite it off all at once. Understand the principles, the range of work practices and tool and get started with the ones that will make the biggest difference NOW.
  • 5.
    Why KM MayBe Important Problem Impact Help when it’s needed Being able to locate critical expertise at the moment it is needed Not being responsive to community or funder needs Inability to act on innovation Time to Find Amount of time it takes to locate a document, person when needed Staff productivity Quality of reporting to funders Delay in providing services On-boarding Being able to bring new hires or partners up to speed quickly Productivity of new employee Less demand on existing employees Knowledge hoarding Maintaining control of information so as to enhance personal status Needless rework Reduced response times to community and funders Staff productivity & moral Lost knowledge Knowledge leaves the workplace when staff go to new jobs or retire Inability to staff key projects When to share/how to share Staff not knowing what might be valuable to others and providing it in a way that others can find it Staff “reinventing the wheel” People don’t know who can provide needed expertise 5
  • 6.
    Three “Eras” ofKM 6 1st Generation 2st Generation 3rd Generation Explicit Tacit Emergent Content Collaboration Connection Artifacts Individuals The Network 1995 2015
  • 7.
    Explicit/Tacit Distinction 7 Explicit • Identified,codified • Reusable Tacit • In people’s experience • Embedded in practices
  • 8.
    Knowledge Transfer –SECI Model 8 • Face to face • Storytelling •Communities •Mentoring • OTJ Training • Recipes • Reports • Post mortem • Video • Database • Report • Portal• Reading • Practicing • Searching • Revision •Blogging
  • 9.
  • 10.
    22 February 2016 St-Onge,Armstrong, Petrash & Edvinsson Customer Structural Human Capital -the capabilities of the individuals Structural capital - capabilities of the organization (processes, tools) Customer capital - the value of an organization's relationships Social capital – the stock of relationships, context, trust, and norms that enable knowledge-sharing behavior Human Social Intellectual Capital
  • 11.
    Practices, Methods, Tools Filesharing Content management; databases Intranet/extranet portals Information architecture/Taxonomies Enterprise discovery and search […] Face-to-face, people practices Videoconferencing/Web meetings Communities of Practice Discussion boards/collaboration tools/instant messaging Lessons learned/peer assists […] Microblogging (Tweeting) Wikis Blogging Working out loud Personal knowledge management […] 1 2 3 [Adapted from Nancy Dixon: http://www.slideshare.net/SIKM/km-3-eras-nancy-dixon-slides
  • 12.
    The Challenge 12 Knowledge managementis not a “one size fits all” anything. Every organization is unique; the specific approaches, methods, and work practices that drive one organization’s success may not be useful in a different organization.
  • 13.
    Your Environment Where areyou in each of the three “layers”? 13
  • 14.
    Domains of Knowledge •From improving individuals’ capabilities for knowledge sharing and collaboration • To working as a networked set of interdependent units • To becoming a learning organization that creates and shares intellectual property with sponsors and partners and provides thought leadership Organizational Learning & Thought Leadership Team Collaboration and Learning Personal Productivity As the organization matures, the focus shifts from the individual to the organization
  • 15.
    A Little CardGame • Pick a card from the pile • Read the description • In groups of 3, discuss your card: – Something new to you? – Something you already do? – Something that you might benefit from? 15 KM Method Cards are available from Straits Knowledge (http://www.straitsknowledge.com/store_new/km_method_cards/)
  • 16.
  • 17.
    Aligning Knowledge &Mission 17 Strategic KM Tactical KM Operational KM View A company is part of a larger ecosystem; knowledge that supports mission, vision, position & uniqueness Configuration of people, functions, roles & relationships; knowledge that supports corporate organization & objectives Activities, processes & systems that keep an enterprise healthy; knowledge that supports functional flow and structural maintenance; Individual productivity Frame Why How What Purpose Connect knowledge to the business model Connect people to knowledge and each other Connect knowledge activities to results Key Questions What is our purpose? How does knowledge create business value? How can we better create, use & apply our knowledge? How can we codify and share knowledge of routine tasks, etc. Supporting Tools & Methods (Examples) Strategy mapping Competency modeling CRM systems Collaboration Expertise location After action reviews Group processes Meeting management Job aids (“How Do I”) Intranet/search tools Verna Allee, The Future of Knowledge
  • 18.
    What Knowledge DoYou Need? 18
  • 19.
    Public Community Partners Social Collaboration (Ask &answer, search & discover, real-time) Structured Collaboration (Creative, coordinated, goal-oriented) Managed (Authoritative, stable, controlled) Mobile Dimension Based on Jane McConnell’s Digital Workplace, NetStrategyJMC Technology: The Digital Workplace Your Stuff
  • 20.
    Boundaries in theDigital Workplace • Defined constituencies: – Internal – Community – Partners – Public • Each have potential needs in any of the spaces. Questions to ponder: – Should there be an interactive space on the web site? – What guidelines need to be in place (messaging, standards) for interaction in each space? – How are the spaces managed and constituencies invited in?
  • 21.
    Digital Workplace –Spaces Space What Do We Mean By This? Your Current State Example/[Opportunity] Managed (external) “Official” data, some of which is proprietary Web site Facebook Twitter Managed (internal) All documents and mission-critical information systems Z:, R:, drives etc Structured collaboration Project/task management Shared documents (co- editing, co-authoring) [OneDrive] [WIKI] Social collaboration (external) Blogging Microblogging Facebook Social collaboration (internal) Bulletin boards, blogging, activity streaming [Yammer] [WOL]
  • 22.
    What your staffsay… 0 2 4 6 8 10 12 14 16 I can easily find the information I need to do my job. I am comfortable using the computer system and tools that we have for capturing and storing information. Strongly disagree Disagree Agree Strongly agree
  • 23.
    Staff Feedback …we hada tool that connected all-staff in a "real time" manner - other than email …we had a streamlined system of sharing that everyone understands and uses consistently. … we limited our tools and were disciplined in their use. … we had a better and easy way of organizing and categorizing our information; we had a process/practice of not only sharing our info but also storage on our network for files that could be more readily shared and found. … I have a clear understanding when/which tools should be used in any given situation "I could do a lot better at sharing what I am learning if..."
  • 24.
    People • Where knowledgereally lives • But: – How do we know who knows what? – How do we know who needs to know what? • How do we overcome the barriers of people sharing what they know? • How do we ensure that people are trained and equipped to use the tools and methods that matter?
  • 25.
    Dave Snowden’s Principles •Knowledge can only be volunteered, it cannot be conscripted. • We only know what we know when we need to know it. • The way we know things is not the way we report we know things. • We always know more than we can say, and we always say more than we can write down. 25
  • 26.
    People & Culture •They don’t know why they should do it • They don’t how to do it • They don’t know what they are supposed to do • They think the recommended way will not work • They think their way is better • They think something else is more important • There is no positive consequence to them for doing it • They think they are doing it • They are punished for doing it • They anticipate a negative consequence for doing it • There is no negative consequence for them not doing it • There are obstacles beyond their control Reasons Why People Don’t Share Their Knowledge Ferdinand Fournies (via Stan Garfield)
  • 27.
    Survey Feedback 0 24 6 8 10 12 14 16 I am encouraged to share my knowledge and insights with others on staff here at Incourage. I routinely share information, ideas, and insights with others outside my own group or team. Strongly disagree Disagree Agree Strongly agree
  • 28.
    Interview Feedback 28 Making ita practice; [we need] to get into the muscle-memory of it. Sometimes I think we are moving too fast and there isn’t time to share, not that people don’t want to. Culture trumps everything. – Tom Davenport on KM, 1994 : "I could do a lot better at sharing what I am learning if..." …I had clarity of who needs what information and to what end …we had more opportunities to connect together as a staff and share knowledge …want to know the org structure and how I fit in.
  • 29.
    People and Culture:The Shift • From “I know” to “We know” • From “Knowledge is mine” to “Knowledge is ours” • From “Knowledge is owned” to “Knowledge is shared” • From “Knowledge is personal property” to “Knowledge is collective/community property” • From “Knowledge is personal advantage” to “Knowledge is company advantage” • From “Knowledge is personal” to “Knowledge is inter-personal” • From “I defend what I know” to “I am open to better knowledge” • From “not invented here (i.e. by me)” to “invented in my community” • From “New knowledge competes with my personal knowledge” to “new knowledge improves my personal knowledge” • From "other people's knowledge is a threat to me" to "our shared knowledge helps me" • From “Admitting I don’t know is weakness” to “Admitting I don’t know is the first step to learning” 29 http://www.nickmilton.com/2010/12/top-7-reasons-why- km-implementations.html#ixzz3iZ09jYxD
  • 30.
    Processes: Two Perspectives •Embed knowledge capture into existing processes: – One of the top reasons that knowledge management programs fail is that organizations do not embed knowledge capture and learning into their everyday processes. – If one part of the organization is doing well at capturing knowledge, make sure they share how they do it with others – Add “Plus-deltas” at the end of every meeting • Institutionalize “standalone” knowledge capture processes: – Lunch & Learns – Monthly focused sessions to improve knowledge sharing and capture practices 30 Knowledge lives in three places in organizations – in its artifacts, in its people, and in its processes. – Larry Prusak on KM c. 1994
  • 31.
    Survey Feedback 31 0 24 6 8 10 12 I know how to capture and share information from external sources (e.g. from residents) that is important to our work. We naturally capture insights and learnings as part of our operational processes. When I have an idea or insight, I know how to share it and whom I should share it with. Strongly disagree Disagree Agree Strongly agree
  • 32.
    Survey Feedback 32 0 510 15 20 When I have an idea or insight, I know how to share it and whom I should share it… We naturally capture insights and learnings as part of our operational processes. I know how to capture and share information from external sources (e.g. from… Strongly disagree Disagree Agree Strongly agree
  • 33.
    Survey Feedback 33 [debriefings] the organizationis getting very comfortable with went well/didn’t go well/do next time [We need to be] realistic about the time it takes to capture information. If it takes twice as long as it should, how can we support each other? We attend others’ debriefings but need to strengthen how we capture and share these. Staff meetings have fixed agendas but no informal sharing at meetings.
  • 34.
    Organization: Two Perspectives •Defined job positions, roles and responsibilities – Knowledge management strategy & leadership – Knowledge stewardship: help capturing and re-using – Training and communication & user support • It’s everyone’s job! – But are they measured on how well they do? – Do they know what they are supposed to do? – Have they had adequate training? – Do they have time to do what they know they should be doing? 34
  • 35.
    Interview Feedback 35 Biggest barrieris the question of autonomy and knowing what our roles are so we can share appropriately. ….there was a change in [presidency] of a nonprofit and it wasn’t changed [in our database]. Need to ask whose responsibility it is that it be changed.
  • 36.
    Implementation Choices BIG KM •Strategic, mission-oriented initiatives • Top-down, organization-wide Little KM • Focused introduced of KM methods and tools • Bottom up improvements using existing infrastructure • Things that just make sense for groups PKM • Personal productivity • Self-service information management • Personal network management
  • 37.
    Big KM Elements •Information architecture – Digital Workplace – Taxonomy – Templates and forms – Vocabulary • Mindset – Drive KM practices into work processes – Provide ample opportunity for staff to learn new tools and exercise new skills 37
  • 38.
    • What arethe space and what tools are used for each? • How does each space use the defined taxonomy? • Who has responsibility for the tools? – What does responsibility mean? • Who are the users of the tools? – Do staff have the training needed to use them effectively and consistently? – How do the community and partners participate? • How does information move from private to public? – What processes? Who owns the processes? Information Architecture 38
  • 39.
    Your Options • Incrementaldeployment of Office 365’s features/options – SharePoint – Intranet – OneNote – Personal notes plus shareability – OneDrive for Business – shared files and co-editing options – Yammer • Rollout individual/group productivity tools – Good Meeting • Pilot systemic KM for one project – Collaborative Intranet – Working out loud – Ecosystem mapping 39
  • 40.
    Collaborative Intranet Elements •Home Page – Daily blog(s) – Newsletter – Staff listing – links to personal pages and profiles – Search button for shared documents, Z drives, media • Calendar • Personal pages and profiles – About me – My documents (my work in progress) – Blogs 40
  • 41.
    Working Out Loud •What it is: – Using private (to organization) activity streams to narrate, ask, share, think out loud – Sharing project information with joint responsibility for managing it – Peripheral vision – on what’s going on inside the company – that alerts you to something you might need to know – Searchable archive of who has been doing what – Maintaining your personal online profile so that others can find our expertise 41 Working Out Loud = Observable Work + Narrating Your Work
  • 42.
    How WOL isused • Observable and discoverable work: – Get an answer to a question – Answering a question directed to you – Answering a question not directed to you – Collecting input before starting a work task – Sharing who you are planning a meeting with • Narrating work: – Taking meeting notes and sharing them live – Capturing brainstormed ideas – Capturing snippets of “good practices” or good ideas and collecting them • Purposeful network building – Developing relationships – Fostering collaborations 42
  • 43.
    What this lookslike 43 You don’t have to know who might be interested or needs to know. But someone who is interested will see it or be able to find it.
  • 44.
  • 45.
  • 46.
    Mapping the Ecosystem •How does the work actually get done? • What do we exchange with others? • In which transactions is valuable knowledge being created? • Are we capturing the knowledge that is created? Where and for whom? • Where are opportunities for improving value and efficiency? 46
  • 47.
    Exchanges Occur AmongRoles • A role is not necessarily the same as a group, company, or function – One person or group might play 2- 3 key roles – Roles are different from job descriptions or job titles • If people are not clear about their roles, they can miss value-creating opportunities and are vulnerable to competition
  • 48.
    Getting Started Options •Pick a Pilot – Existing or new project – Team members commit to working in a new way – Map the ecosystem – Try a few new tools • Start a KM team – Work with IT in reviewing, testing, selecting tools – Develop schedule for roll out – Champions in their own groups to mentor, coach others – Reflect and learn on a continual basis 48
  • 49.
    Critical Success Factors •Leadership commitment • Embedding KM in the work processes – not something extra • Defined roles and responsibilities • Aligning KM initiatives with the mission 49
  • 50.
  • 51.
    Basic elements formapping value
  • 52.
    Value Network Modeling ©1997-2011 Value Networks, LLC All rights Roles Intangible (Informal) Interactions Tangible (Formal) Deliverables
  • 53.
    Tangible Deliverables Goods, services,revenue (traditional value chain) – all contractual or mandated activities that directly generate or deal with revenue or funding. Value Exchanges © 1997-2011 Value Networks, LLC All rights reserved. Knowledge and support offerings – strategic information, collaborative design, plans, processes, policy development, etc. Benefits that go beyond actual service such as exchanging business contacts, image enhancement, recognition, co-branding opportunities, etc. Intangible Deliverables
  • 54.
    ValueNet Works™ Methodology •Purpose • Boundaries • Determine the level of detail Scope • Ecosystem players • Stakeholders Roles and participants • Tangibles • Intangibles • Sequence Transactions and deliverables • Participants and roles • Exchange analysis Analysis
  • 55.
    (1) Scope andBoundaries • Purpose – What does a successful outcome look like? – What is the scope? – Current state and/or desired future state? • Business drivers • Current situation • Environment 55
  • 56.
    (2) Understand theroles • A role is not necessarily the same as a group, company, or function – One person or group might play 2- 3 key roles – Roles are different from job descriptions or job titles • If people are not clear about their roles, they can miss value-creating opportunities and are vulnerable to competition
  • 57.
    (3) Identify valueexchanges and interactions • What are the deliverables? • How does the deliverable move through the network? • What are the intangible exchanges that flow through the network? http://www.valuenetworksandcollaboration.com/mapping/tangiblesandintangibles.html
  • 58.
    (4) Analysis • Insightlevel – “Aha’s” that occur through the mapping process • Exchange analysis – Looking at the structure of the network – Redundant and overlooked activities • Impact analysis/process improvements 58
  • 59.
    A Big “Aha” Asenior VP in the professional services arm of a large telecommunications equipment provider said that it was “scary” that the customer feedback from the delivery of services went only to the operational arm of the company and not the organization charged to innovate in service development.
  • 60.
  • 61.