A review of stories, project knowledge and sharing project knowledge using stories. Includes an introduction to to my storytelling model for KM in projects.
Storytelling and Knowledge Management for ProjectsEric Brown
The business world today revolves around using project teams to accomplish specific goals and tasks. Project management methodologies exist to ensure that project tasks are completed on time and within budget, but the most important outcome of a project (the knowledge) is usually lost after the project is completed. During projects, knowledge is constantly being created but there are very few methods or processes to capture and transfer this knowledge to other project teams or organizations. One underutilized (and under-researched) method of capturing and transferring knowledge is using storytelling techniques to transfer knowledge.
The Development of a Storytelling Framework to Support Knowledge Management P...Khairul Shafee Kalid
KM Storytelling Framework identifies the characteristics of knowledge embedded story such as its structure, content, attributes and knowledge elements that a story can represent.
identify the process framework of constructing a knowledge embedded story. This framework includes the phases and the roles responsible for each phase.
The art of storytelling and how it can help make a better world(mostly) TRUE THINGS
"Storytelling the most powerful way to put ideas into the world today," according to master storyteller Robert McKee. This power point is about why story matters in a world of constant change and so much information to absorb at ever-increasing speed, and the importance of learning the art of story for maximum impact on the listener. Presented at the Applied Improvisation Network annual conference in Montreal on Sept. 28, 015.
Storytelling and Knowledge Management for ProjectsEric Brown
The business world today revolves around using project teams to accomplish specific goals and tasks. Project management methodologies exist to ensure that project tasks are completed on time and within budget, but the most important outcome of a project (the knowledge) is usually lost after the project is completed. During projects, knowledge is constantly being created but there are very few methods or processes to capture and transfer this knowledge to other project teams or organizations. One underutilized (and under-researched) method of capturing and transferring knowledge is using storytelling techniques to transfer knowledge.
The Development of a Storytelling Framework to Support Knowledge Management P...Khairul Shafee Kalid
KM Storytelling Framework identifies the characteristics of knowledge embedded story such as its structure, content, attributes and knowledge elements that a story can represent.
identify the process framework of constructing a knowledge embedded story. This framework includes the phases and the roles responsible for each phase.
The art of storytelling and how it can help make a better world(mostly) TRUE THINGS
"Storytelling the most powerful way to put ideas into the world today," according to master storyteller Robert McKee. This power point is about why story matters in a world of constant change and so much information to absorb at ever-increasing speed, and the importance of learning the art of story for maximum impact on the listener. Presented at the Applied Improvisation Network annual conference in Montreal on Sept. 28, 015.
Law Firm Knowledge Management, An IntroductionConnie Crosby
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Slide 14 (the Knowledge Management Technology graph) is further discussed here: http://www.slaw.ca/2012/06/11/km-101-more-on-technology-complexity/
Law Firm Knowledge Management, An IntroductionConnie Crosby
An introduction to law firm knowledge management by Connie Crosby and Stephanie Barnes, presented at lawTechCamp 2012 in Toronto on May 12, 2012.
Slide 14 (the Knowledge Management Technology graph) is further discussed here: http://www.slaw.ca/2012/06/11/km-101-more-on-technology-complexity/
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These slides accompanied a session at Wellesley College (January 2013)
This work is licensed under a Creative Commons Attribution-NonCommercial 3.0 New Zealand License.
Transform learning by using multimedia tools to author and publish student content. We’ll walk through samples that can be scaled to any subject matter and grade level. Explore the pedagogy, techniques, and application to content using student-generated digital stories created online. Authentic research, writing, and speaking become transferable 21st century skills.
Resources provided!
The concept of managing knowledge or knowledge management has attracted much attention in recent years. Knowledge is not new, but over the last decade or so the concept has grown from a convergence of ideas and existing practice.
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
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Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
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1. Introduction and Key Concepts of Sustainability
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4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
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2. STORIES - WHAT ARE
THEY GOOD FOR*?
Sharing Knowledge
Sharing Values
Developing Trust & Commitment
Generating Emotional Connection
Learning
* D. Sole and D. G. Wilson, "Storytelling in Organizations: The power and traps of using stories to share knowledge in organizations," Harvard Graduate School of
Education, 2002.
3. WHAT IS A GOOD
STORY?
A good story contains:
A Setting
A Character or Characters
A Plot
A Backstory
Some level of Detail
4. STORYTELLING
Stories must have context and focus.
Stories must be memorable to be effective.
Stories make knowledge more memorable via
vivid imagery
elaboration
episodic memory
6. MODERN FAIRY TALES
One Minute Manager by Blanchard and Johnson
(1994).
Book starts with the following sentences:
Once there was a bright young man who was looking for
an effective manager.
He wanted to work for one. He wanted to become one.
7. LEARNING VIA STORIES
Stories make knowledge more memorable via the
‘availability heuristic’
Something that is vivid and memorable will be
learned easier
Reverse availability heuristic:
Make things vague, abstract or uncomfortable if
you don’t want them remembered or used.
11. AVAILABILITY
HEURISTIC
Bears are dangerous. They attack and kill people.
Moose are cute. They are slow and stay in the woods
Vivid imagery will usually win out
14. STORYTELLING
Storytelling is suggested as a means to build a shared
knowledge-base for organizations
Storytelling can be used to
Build a shared understanding
Make sense of past actions
Provide for future vision
16. KM IN PROJECTS
Disterer (2002)
traditional PM is overly concerned with
efficiency and effectiveness of project team
members
knowledge needs of future projects isn’t within
the context of the current project requirements;
17. KM IN PROJECTS
Owen, Burstein & Mitchell (2004) - “knowledge
gained in a project needs to be transferred to an
organization’s memory for reuse in other projects”
Kasvi, Vartiainen, & Hailikari (2003) - knowledge
management practices were “weak and
unsystematic” in project teams
18. KM IN PROJECTS
Leseure & Brookes (2004) -
Knowledge is generated within one project and
then lost. Failure to transfer this knowledge…
leads to wasted activity and impaired project
performance”
19. KNOWLEDGE TYPES IN
PROJECTS
Reich (2007) - Four types of knowledge in projects:
Process Knowledge
Domain Knowledge
Institutional Knowledge
Cultural Knowledge
20. PROJECT KNOWLEDGE
Behavioral Technical
Knowledge Knowledge
Cultural Domain
Knowledge Knowledge
Institutional Process
Knowledge Knowledge
22. STORIES & KM
So...we know that we want to create stories with
vivid imagery, a plot, characters and a reason for
people to read.
We also know what types of knowledge we want to
share / capture in projects.
Now what?
23. MAIN QUESTIONS
How can we share knowledge across teams while
minimizing impact on team member’s time?
Can we use stories to share knowledge across project
teams (and organizations)?
What types of project knowledge best fits the
storytelling method?
24. STORYTELLING MODEL
Step 5 - Documenting
the Story
Step 1 - Capture
the Story
New Team
Member Step 2 - Craft
Questions the Story
Step 3 - Telling
Project
Weekly the Story
Learning
Journals
Journal
Project
Learning
Previous History
Weekly
Learning
Meetings
Histories
Step 4 - Internalizing
the Story
25. CAPTURE MECHANISMS
First step - how can we capture knowledge?
Lots of tools but what’s the best way?
Why not use the tools people are already used to
using?
Email, IM, Blogs, Wikis, Twitter & other Social
Media
Weekly Journals
26. CRAFT THE STORY
Step 2 - Story crafting
using snippets of information from users, how can
we build a story?
Plot. Backstory. Characters.
requires a very experiences story-crafter / story-
teller
27. TELLING THE STORY
Step 3 - Storytelling
How do we tell the story?
provide stories as electronic versions for people to
read and search for?
28. INTERNALIZING THE
STORY
Step 4 - Internalization
How can we ensure the user has taken the right
knowledge from the story and internalized it?
Require journal entry about ‘what i’ve learned
since last time’?
29. DOCUMENTING THE
STORY
Step 5 - Documentation
Entire process is electronic.
Stories, user snippets and project info is searchable
and hold metadata (tags, keywords, etc)
all information & knowledge is available to any
other project
30. NEXT STEPS
Validation -
Quick case study run with good outcomes
How to validate moving forward?
How to capture information?
How to build stories effectively?
31. FURTHER RESEARCH
Additional avenues for further research:
Research into best methods for capturing stories.
What types of questions are best for gathering
project knowledge?
How do we get people interested in sharing
stories?
How does KM fit into the formal world of PM?
Hi everyone.
My name is Eric Brown and I’m here talk about Storytelling for Knowledge Management.
I’ve been researching the topic of Storytelling as a means to convey knowledge in projects using digital tools. While my main focus has been on project teams, this could be applied in areas outside of project management.
Before we dive into the topic too far, let’s review what stories are and what they are good for.
In 2002, Sole & Wilson wrote a paper titled ‘Storytelling in Organizations’ and described the use of stories in organizations.
They determined that stories were best utilized for: read bullets
In order for stories to work, they must (change slide)
read bullets. talk about vivid imagery.
Think about fables that you heard/read as a kid. (flip page)
episodic memory - something so vivid (and scarring?) that you remember it immediately.
talk about one minute manager - best selling book.
written in fable format...starts out with the introduction to a character, the quest and sets the reader on a journey.
stories work by making knowledge memorable via the ‘availability heuristic’...which is a fancy way of saying ‘vivid imagery’
Let’s look an example of vivid imagery:
Everyone’s heard stories of bear attacks. There are movies and books about bear attacks. There are even products for hikers and campers to keep bears away but there aren’t many ‘moose-b-gone’ products.
Which one is more likely? A bear attack or a moose attack? (click slide)
We remember the stories of vicious bear attacks because they are more vivid, therefore we tend to think they are more regular activities than moose attacks.
mean looking
yogi bear was an anomaly - but....how many people die each year because they thought of yogi bear when they see this animal?
talk about cuteness, bullwinkle
imagine my surprise!
I was within 20 yards of a moose...and I knew they were more dangerous than a bear...i set the world record of the 20 yard dash up a hill by a fat man!
So...let’s move on to projects and knowledge in projects.
last slide on storytelling
1st bullet - makes act of capturing knowledge have a lower priority during a project
2nd - project managers and leaders do not focus on these efforts
read & talk about slide.
talk about types of knowledge in projects.
Process Knowledge: knowledge that project team members have regarding the project
Domain Knowledge: knowledge that a project team or member has about the industry, technology, processes, current situation, business and products
Institutional Knowledge: knowledge that a project team or member has about the organization.
Cultural Knowledge: knowledge about the organizational culture as well as cultural backgrounds of the project team members.
I’ve been working on a storytelling model that incorporates digital means of collecting and sharing narratives.
When a new team member joins the project, they are asked to answer a series of interview questions using journaling / blogging software. These questions are added to their history.
Each member keeps a weekly journal. These are reviewed at weekly meetings. the journals entries are combined into weekly learning histories.
Weekly histories are combined into the Project Learning history which tells the story of the project. Learning Histories are based on Roth & Kleiner’s work.
Each team member writes about lessons learned during the week and comments on learning history (internalization).