A webinar discussing an innovative approach to organizational knoledge built on performance models derived using Performance DNA. This approach leverages the power of role-based outcomes and introduces a learn-do-share paradigm to a performance portal knowledge solution.

1. KNOWLEDGE MANAGEMENT
A Performance Based Approach
August 31, 2011

2. Agenda
• Introductions and housekeeping
• Key terminology and concepts
• A new approach
• Case study example
• Questions
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3. Today’s topic
• A performance based approach to knowledge
management is based on identifying the
foundational elements of data and
information required to achieve organizational
objectives and what knowledge is created by
that process
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4. Housekeeping
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5. Objectives
• At the end of this session you will be able to:
– Explain the difference between:
• Information, data and knowledge
• Tacit and explicit knowledge
– Apply a performance based approach to identify
critical job outcomes, knowledge needs and sources
– Learn the various tools and methods to help map job
outcomes, knowledge needs and sources
– Define the appropriate performance portals needed in
a knowledge management system
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6. Discussion
• How many of you are familiar with and/or have
participated in any of the ASTD HPI courses?
• How many of you work for an organization that
currently has a knowledge management strategy
and/or tool in place?
– What results or changes has your organization’s
knowledge management strategy or tool brought to
the organization?
• Does your organization have a social networking
strategy?
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7. KEY TERMINOLOGY
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8. Key Terminology & Concepts
• Knowledge vs. Information
– Knowledge consists of facts, truths and beliefs,
perspectives and concepts, judgments and
expectations, methodologies and know-how
• Knowledge is accumulated and integrated and held
over time to solve specific challenges and handle
specific situations
– Information consists of facts and data organized
to describe a particular situation or condition
• Knowledge is applied to interpret information about
the situation and how to handle it
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9. Key Terminology & Concepts
• Knowledge need
– Knowledge and information required to produce a job
outcome
• Knowledge source
– From where the knowledge or information is obtained
– Knowledge sources can be explicit or tacit sources
• Explicit vs. Tacit knowledge
– Explicit knowledge is often times documented knowledge
and information that can be accessed and stored easily
– Tacit knowledge is undocumented experiential knowledge
that exists within people’s heads
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10. Key Terminology & Concepts
• Human Performance Improvement
– The theory of human performance improvement (HPI)
focuses on the outcomes, results and accomplishments
achieved by a person, group or organization
• Outcome
– The output or end result of a set of actions by a performer
that is directly linked to producing a desired business
result
– Sample outcomes are:
• A strategic plan
• A quarterly report
• A succession plan
• A successful proposal

11. Key Terminology & Concepts
• Example
Outcome Knowledge Need Knowledge Source
Current news
24/7 Crisis Travel Service
Critical current security information
Overseas Security Advisory Council
Security briefings Project staff
Department of Defense
Regulations on security industry operations Department of State
Industry groups
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12. Key Terminology & Concepts
• Performance portal
– An integrated knowledge solution that allows
users to leverage, capture and share knowledge in
the context of their performance on the job
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13. QUESTIONS?
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14. A NEW APPROACH
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15. A new approach
• A performance based approach
to knowledge management that
links people directly to the
knowledge needs and source
they need to produce critical
job outcomes
• The direct organizing framework
is first on what the performer is
trying to achieve in order to add
value for the organization
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16. A new approach
• A Learn – Do – Share paradigm
• INSERT IMAGE
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17. Social media is nothing - an oxymoron at best:
media are simply media, incapable of being at
all social. People are social. Information isn't
social either - but it is everything. With that in
mind, it's important to understand what
information people need and how they access
that information in order to achieve results.
Adapted from Phil Baumann
Social Media Anxiety Disorder
Next Gen Pharma
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18. BUILDING A PERFORMANCE BASED
KNOWLEDGE MANAGEMENT SOLUTION
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19. A 4-step process
• Identify critical job outcomes, knowledge needs and
knowledge sources from across the organization
– Using a structured interview process and Performance
DNA desktop
• Create knowledge maps for each job role/function
• Develop an organizational knowledge map to identify
to knowledge needs and sources and map the flow and
exchange of knowledge
• Analyze results and identify major centers of
performance, i.e. Performance Portals
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20. Identify critical job outcomes
• Outcomes link activity to business goal
• Identify outcomes using a structured interview
process
• Sample questions
– What do you produce in your job that is the most
important?
– When your day (and job activities) has gone very
well and everything has fallen into place, what do
you leave behind when you are done with
everything?
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21. Identify critical job outcomes
• Sample outcomes
– Business development
• A completed proposal
• An organizational business plan
• A bid/no bid decision
– Project Director
• A strategy paper
• An analysis of current trends
• A successful country strategy
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22. Identify knowledge needs and
sources
• Using the critical job outcomes –
– Identify the knowledge needed to produce each
outcome
– Identify the source from which that knowledge is
obtained
Outcome Knowledge Need Knowledge Source
Current news
24/7 Crisis Travel Service
Critical current security information
Overseas Security Advisory Council
Security briefings Project staff
Department of Defense
Regulations on security industry operations Department of State
Industry groups
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23. VOLUNTEER
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24. Create knowledge maps
• Knowledge maps provide visual representation
of:
– The outcomes, knowledge needs and sources for a
given job role
– Complex relationships
• Use a tool like NodeXL to
– Build the organizational knowledge map to map the
flow and exchange of knowledge
– Identify the top knowledge needs and sources
– Identify the major centers of performance produced
within the organization
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25. Sample knowledge map
• Sample
knowledge map
for a given job
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26. Organizational knowledge map
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27. QUESTIONS?
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28. CASE STUDY
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29. Case Study
The Challenge Facing the challenge of capturing, storing, and reusing critical
knowledge assets, Beacon Performance Group was approached
by a mid-size international development organization whose
major commodity is thoughts, solutions and ideas that help
people around the world realize the positive changes they
desire in their everyday life.
The knowledge within the organization and important ideas
generated often have implications far beyond the numbers on
the balance sheet; they often mean changes in the
fundamental quality of life of entire communities or in some
cases the difference between life and death
The Solution & In order to identify and harness the critical knowledge and
information requirements within the organization, a
Approach performance based approach to knowledge management was
applied.
This performance based approach focuses first on
understanding the important outcomes that are produced by
employees within specific roles across the organization and
second, on identifying the important knowledge requirements
and sources of that knowledge, employees need access to, to
be able to produce those outcomes effectively.
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30. Case Study
• Knowledge needs
– Knowledge needs align with important
performance portals
• Finding and winning new business
• Implementing and supporting current programs
• Developing and advancing the organization’s
intellectual position within the market
• Managing and supporting the business
• Managing my career (for internal employees)
• Working with the organization (for external partners)
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31. Case Study
• Additional findings
– Evidence suggests that generally staff are not aware of the
knowledge available to them
• Most notable example is Past Performance Reports (PPRs)
– Roughly 27% of the knowledge sources are tacit knowledge sources
• People rely on other individuals for their knowledge based on past
experiences and their individual expertise in order to
– Develop a technical approach for a proposal
– Locate information on past projects
– Assess what is going on in a country
– Some tacit knowledge sources can easily be transformed into
explicit knowledge sources
• Examples
– Trip reports
– Knowledge of staff education, credentials, past experiences, published articles
or papers
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32. Case Study
• Results
– A performance based knowledge management system
based on:
• Defined set of employee and organizational performance
requirements
• A detailed map of the flow and exchange of knowledge
throughout the organization
– Top knowledge needs and knowledge sources identified
– Identified choke points to the flow and exchange of information
• A Learn – Do – Share paradigm
• SharePoint 2010
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33. Additional considerations
• An environment that supports knowledge
sharing has the following characteristics
– Reward structure – recognition for knowledge
sharing with peers
– Openness/transparency – no hidden agendas
– Sharing supported – communication and
coordination between groups
– Trust – shared objectives
– Top management support – upward and
downward communication
Mishra, J. K. 2009. Knowledge Management Complexity, Learning & Sustainable Innovation. Global India Pubns. 33

34. QUESTIONS?
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