The document summarizes a presentation on a process called "Knowledge Jam" for facilitating knowledge sharing between individuals with hidden expertise ("originators") and those seeking that knowledge ("seekers"). Key aspects of Knowledge Jam include facilitated conversations between originators and seekers to surface hard-to-articulate insights, and a translation step to disseminate the captured knowledge more broadly using web technologies. Case studies are provided of Knowledge Jams conducted at organizations to accelerate innovation and improve work processes.

1. Sharing Hidden Know-How Knowledge Jam Concepts for Chicago KM February 8, 2011 Kate Pugh Align Consulting [email_address] Knowledge Jam for Chicago KM 110208 Organizations miss innovation opportunities, waste resources, and put their businesses at risk because they fail to take advantage of the hidden, or “tacit” knowledge in their own networks. Even where they try, failure often results as well-intentioned people don’t capture the right knowledge, or don’t capture enough nuance to make it actionable elsewhere. Knowledge Jam is a novel process for getting out and circulating insight. It stands apart because it is facilitated, collective, and intentionally shares the responsibility for applying the captured knowledge, leveraging Web 2.0 and Enterprise 2.0. In this session we describe the process, introduce the roles of the key players, and discuss case studies . Look for Sharing Hidden Know-How on bookshelves late March!

3. If KM is “levering knowledge for business value,” what’s holding us back? Knowledge Jam for Chicago KM 110208 Knowledge “Blind Spots” Knowledge “Mismatches” Knowledge “Jails”  Boundary-spanning  Surfacing usable insights  Putting know-how to Work

6. Key interactions in a Knowledge Jam Knowledge Jam for Chicago KM 110208 2.) “Topic” (Agenda) Planning Event 3.) Broker and Originator interviews 4.) Core team Final Meeting (“Choreography”) 5.) 90 minute Discover/ Capture Event(s) 6.) Broker Meeting(s) 7.) Web 2.0 Forums, links, alerts 8.) Sponsor and Broker Meeting(s) about “stickiness,” impact 1.) “Subject” Selection Meeting

11. 3. Discover/Capture (cont’d): Sample Output Knowledge Jam for Chicago KM 110208 First Example of Wi-fi on Trains (Pilot at Intel) Facilitation [H] Conversation [M] Translation [H] Topic Comments Summary/Implications What we planned in the technical design (compare to what we got/surprises) Originator 1: The project goal was to do wireless backhaul for all of the proof of concept, but we found out that the 40-ft. masts were not usable. (Can’t hang equipment from them.) We had to use other assets. We added some separate poles. Available pole structure for Wireless Backhaul may be limited. Originator 2: Design goal was to have each rail car using Wi-Fi. A stretch goal was overlapping coverage, so that riders could have access from adjacent cars if signal was disrupted. The BOM cars were ok, but the Galley cars (mostly metal), were not ok. Overlapping Wi-Fi coverage is limited by train construction. What are installation considerations (physical, power, thermal)? Originator 1: Installation is a lot more complex than client execs thought: (1) on train: need adequate space; (2) within car: used AC power for the proof of concept, but would normally use DC (cleaner power). We grabbed power off of a lighting circuit; (3) to the trackside: trackside backhaul to the network operating center (NOC). Help client appreciate installation complexity. Originator 2: Airflow and temperature are important in the train. Airflow and temperature Originator 1 : Antennas have to be rugged: This is a harsh environment (antenna lie flat on a metal roof in the hottest part of CA). Antenna ruggedness Originator 1: Vibration is a big issue on trains. Things come loose. More along the right of way, ground moves with other passing vehicles. Vibration tolerance Originator 2: Support cannot be required: There’s no one on the train who can support this. The system needs to be self-diagnosing. “ Self-healing” requirement Originator 1 : Installation is a true “construction project.” We barely scratched the surface during the proof of concept. It’s much more regulated in real life. Construction regulations

13. 5. Reuse Knowledge Jam for Chicago KM 110208 Production Facility Benefits (Costs), in thousands (KJ Planner and Seeking Org team up to create something like this) [Illustrative] Results from Typical Scrap Improvement Cycle Results from Knowledge Jam- Informed Scrap Improvement Cycle Investment Knowledge Jam related (participants’ time through the KJ cycle, Jam-related collaboration technology improvements) (0) (20) Seeker organization ( design and tests of new formulations and new materials handing; adjustments to process and machinery for materials preparations, tolerances, temperatures; training) (50) (100) Subtotal, Investment (50) (120) First Year Contribution to Margin Materials and Scrap, net 100 300 Production Labor, net 50 100 Maintenance labor and equipment, net 50 100 Subtotal, Contribution to Margin 200 500 Total Year 1 Benefits $150 $380

15. Deep Dive: Conversation Knowledge Jam for Motorola IT110207 2. Pursuit of Diversity Glen Beck! Paul Krugman! Gwen Stefani! Sara Palin! Robert Reich! 1. Posture of Openness Honor & Respect 3. Practices of Dialogue

16. Deep Dive: Translation Knowledge Jam for Chicago KM 110208 Type of Knowledge (illustrative) Seeker Profile (illustrative) Brokered Form (illustrative) Brokering Vehicle (illustrative) Process, e.g., how we ramped up a fabrication plant Another region or division planning to build a fab A process flow, e.g., with process step annotation Plant engineering tools’ process flow, video Product, e.g., how we defined a product map Another product team building a similar product Definitions of features, feature prioritization, template Product strategy presentations Market, e.g., how our target customer segment responded to an offer Customer Service organization evaluating staffing levels Sales log, “trial offer” notes and anecdotes Customer Service Representative (CSR) screens incorporating segment-related business intelligence Program, e.g., how we taught our special needs kids math Another school district educating Special Needs Annotated curriculum, lesson plans, video Online district-wide sample curriculums, teacher training resources Organization, e.g., how we managed internal stakeholders during a restructuring Change management teams for a restructuring in another division Stakeholder matrix, organization plan, message samples, reflections Online transition kits

17. Knowledge Jam Illustrations Knowledge Jam for Chicago KM 110208

21. Discussion Knowledge Jam for Chicago KM 110208

22. Comparing Knowledge Jam to Other Capture-Transfer Methods Facilitation Conversation Translation Organizational Learning Collaboration Technology Intelligence Acquisition Search/Alerts After Action Review Mentoring Discussion Forums Wikis Reporting Interview Appreciative Inquiry Knowledge Harvesting Community of Practice Knowledge Jam Peer Assist Knowledge Jam Instructional Design Individual Journaling or Procedure Writing (not in graphic) IBM Innovation Jam™

25. Let’s Jam! Knowledge Jam for Chicago KM 110208