sikm knowledge jam (katrina pugh) 100615
DESCRIPTION
June 15, 2010 discussion with the SI KM Leaders about the Knowledge Jam process - a facilitated, conversation-based process for getting out hidden knowledge and putting it to work. (This presentation is best seen in "build" using powerpoint.)TRANSCRIPT
Sharing Hidden Know-How: How Managers Solve Thorny Problems with the Knowledge Jam
SI KM Leaders CommunityJune 15, 2010
Kate Pugh Align [email protected]
SIKM Knowledge Jam (Katrina Pugh) 100615
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.
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.
1
Topics• Intro Case studies: How did we do that? Can we
(not) do it again?• Knowledge Jam
– Basics – Roots– For Social Media– In Good Company
• Case Studies
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Introducing our Case Studies: How did we do that? Can we (not) do it again?Bioproducts Research
Once NSF funding was exhausted, must shift from
academic “initiative” to multi-party “institute” for
commercialization. Team’s native market
competencies were not known, repeatable
Healthcare Quality Imp.
An average of 1 year for team ramp-up costs resources, confidence, and lives. Yet, “positive deviant” hospital
teams had significantly lower “gel”-time (integrate &
practice quality recommendations)
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Knowledge Blind Spots
Knowledge Mismatches
Knowledge Jail Boundary-spanning
Surfacing usable insights
Putting Knowledge to Work
We waste time getting out tacit knowledge
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Source: Laurence Prusak and Al Jacobson, “The Cost of Knowledge,” Harvard Business Review, November, 2006, Reprint F0611H)
“Get me to the experts!”
“Help me understand the context!”
“Make it easier to put this insight to work!” 1. “Facilitation”
2. “Conversation”
3. “Translation”
What is a “Knowledge Jam”? A formal process for bringing out tacit
knowledge via a facilitated conversation between knowers and seekers, with a built-in step to circulate or “translate” what was learned.
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Facilitation
Conversation Translation
Who Participates in a Knowledge Jam?• Knowledge Originators
• Knowledge Brokers
• Facilitator
• Sponsor
• Champion
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Knowledge Jam 7
Key interactions in a Knowledge Jam
1. Select 2. Plan3. Discover/
Capture4. Broker 5. Reuse
Scope, Sponsor
Get partici-pants, topics
Facilitate conversation
Translate and circulate
Apply and measure
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
Deep Dive: FacilitationFacilitator roles• Prioritizes• Coordinates• Sets Tone• Convenes• Presides• Models• Probes• Captures• Summarizes• Nudges• Measures
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Carry knowledge to other teams
Bring in Knowledge Brokers from other teams; Plan Topics with Originators, Brokers
Assist brokers in translating new knowledge
Participate in Project or knowledge domain “Portfolio” discussions; Select projects to J am;
Facilitate Discover/ Capture
Event
1 2
3
4a 4b“Oscar The Facilitator”
Deep Dive: Facilitation (cont’d):Knowledge Jam Subject Selection
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(Tech Consulting Example: Quarterly Subject Selection Criteria)
Market Share Enables cross-sell to specific client or segment
Productivity
Complements existing process definitions
Identifies and promotes regional innovation
Provides insight into partners’ needs
Fills in gaps in consultant training
Advances the project management practice
Revenue
Provides consulting innovators visibility into project
Helps improve specific projects or sales in-flight
Helps with case-studies for marketing team
Deep Dive: Facilitation (cont’d)
Examples• Content vs.
Processroduct vs. Program
• Market vs. Industry• Upstream vs.
Downstream• Design vs. Execution
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Topic/Agenda-Setting Drawing out InsightsScaffolding• E.g., “testing process,” “3-Cs,”
“DMAIC,” “Flow sheet”Content-probe• Definitions• Boundaries• Logic and IntuitionContext-probe • What system?• What condition?• What process?• What relationships?
Deep Dive: Conversation
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2. Pursuit of Diversity
Glen Beck!
Paul Krugman!
M. Yunis!Sara Palin!
Robert Reich!
1. Posture of OpennessHonor & Respect
3. Practices of Dialogue
ListeningSuspension
Respect
Voice
Not assuming(opposite: Abstraction)
Not judging(opposite: Certainty )
Appreciating what is(opposite: Violence)
Sense of agency or authority(opposite: Idolatry)
Deep Dive: Conversation (cont’d)Dialogue Practices
12Knowledge Jam
Interact
Depth/Context PresenceOwnershipSense-making
Act (“translate”)!
ApplicationRetentionStewardshipInterpretation
Dialogue Practices
1.Listening2.Respect3.Voice4.Suspension
Deep Dive: TranslationBrokering Basics
• Knowing and Representing the Knowledge-Customer or “Seeker”
• Transforming Content• Being a change agent• Promoting Translated
Knowledge • Handling Knowledge
perish-ability
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Deep Dive: Translation (cont’d)Sample transformations
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Type of Knowledge Seeker Profile Brokered Form Brokering Vehicle
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
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
Deep Dive: Translation (cont’d)Brokers’ Motivators• Need Recall• Involvement Intention• Other-Centeredness Re-contextualization• Reflection / Sense- Internalization
making (esp. collective)
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Organizational Learning (1993+)
Collaboration Technology(1992+)
Intelligence Acquisition (2000s)
AdaptationExposure
Co-creation
Systems ThinkingDiversityDialogue
Intentional InsightContainer-buildingShared Value
Roots: Competencies for Managing Change
Knowledge Jam
Translation
Facilitation
Conversation
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KJ Process/Culture as “Jump Start” for Social Media InitiativesSocial Media / E2.0 Challenges:• Wrong topics/people• Hold-back/mistrust/defensiveness• Depth is “ragged”• Glut/transfer left to hazard• Amnesia
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Facilitation(intention)
Conversation(openness)
Translation (stewardshi
p)
Knowledge Jam Disciplines (and culture)
In Good Company: Comparing Knowledge Jam to Other Capture-Transfer Methods
Facilitation
Conversation
TranslationOrganizational Learning Collaboration Technology
Intelligence Acquisition
Search/AlertsAfter Action ReviewMentoringDiscussion ForumsWikis
Reporting InterviewAppreciative InquiryKnowledge HarvestingInnovation Jam
Community of Practice
Knowledge Jam
Peer Assist
18Knowledge Jam
Instructional Design
Individual Journaling or Procedure Writing(not in graphic)
Knowledge Jam Case Studies
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Revisiting our Case StudiesBioproducts Research
Once NSF funding was exhausted, must shift from
academic “initiative” to multi-party “institute” for
commercialization. Team’s native market competencies were not known, repeatable
Healthcare Quality Imp.
An average of 1 year for team ramp-up costs resources, confidence, and lives. Yet,
“positive deviant” hospital teams had significantly lower
“gel”-time (integrate & practice quality
recommendations)
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Case Study: Biofuel/Bioproducts Institute Knowledge Jam• Situation: Energy research program
was shifting from academic “initiative” (NSF-funded) to “institute”
• Burning Question: What can we glean from first 3 years of running the initiative to “hit the ground running” with the institute
• Select/Plan before Knowledge Jam Event: 2.5 months
• Participants (~20): Chem engineers, chemists, sociologists, economists, business sponsors, industry associations
• A Big Insight: Broadcast roadmaps (multi-dimensionally)
• Result: Well-prepared for Board, project funding/staffing diversification
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Case Study: Healthcare Quality Non-Profit Knowledge Jam• Situation: Need to accelerate hospital teams’ time to “gel”
(integrate & practice quality steps)• Burning Question: What’s “gelling”? What helps? Hinders?• Select/Plan before Knowledge Jam Event: 4 months• Participants (~10): Nurses, Doctors, quality program mgrs,
faculty, non-profit’s program designers• A Big Insight: Must “gel” intentionally (process, people,
technique), but informal storytelling sticks• Result: “Gelling” added to org-wide design model
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Healthcare Quality Non-Profit (cont’d): “Gelling” Knowledge Jam Summary
Framing goal-setting: • Shared experience
shared values• Goal-setting as team-
building
Act: • Frame as multidisciplinary• Voice individuals’ goals • Simplify; Be Flexible
Framing goal-setting: • Shared experience
shared values• Goal-setting as team-
building
Act: • Frame as multidisciplinary• Voice individuals’ goals • Simplify; Be Flexible
What Binds a team?: • Shared memory • Personal relationships• Tough conversations
Act:• Meet informally/offsite• Talk to a peer organization• Know each others’ tasks • Use conflict productively• Be resilient
What Binds a team?: • Shared memory • Personal relationships• Tough conversations
Act:• Meet informally/offsite• Talk to a peer organization• Know each others’ tasks • Use conflict productively• Be resilient
Goal-Setting Relationship-building
What shifts decision-making?:• Values made explicit• An experience that
multidisciplinary = effective
Act:• Build new inclusive processes
(with multiple disciplines)• Call attention to outcomes of
multidisciplinary decisions
What shifts decision-making?:• Values made explicit• An experience that
multidisciplinary = effective
Act:• Build new inclusive processes
(with multiple disciplines)• Call attention to outcomes of
multidisciplinary decisions
Decision-Making
Role of data in “gelling”• Data neutralizes• Benchmarkingcredibility• Story tellingmemorability
Act:• Trigger tools• Have human “drivers”• Combine data + story-
telling
Role of data in “gelling”• Data neutralizes• Benchmarkingcredibility• Story tellingmemorability
Act:• Trigger tools• Have human “drivers”• Combine data + story-
telling
Data
Team-Sustaining principles:• Culture reinforces tactics • Resilience• Onboarding newcomers
Act:• Publish values, goals,
common language• Acknowledge individuals• Use story-telling
Team-Sustaining principles:• Culture reinforces tactics • Resilience• Onboarding newcomers
Act:• Publish values, goals,
common language• Acknowledge individuals• Use story-telling
Sustaining the Team
Org-Sustaining principles:• Culture, not just process• Evidence of improvement• Inclusion of multiple
disciplines
Act:• Trigger tool learning • Pace work/“building blocks”• Use project management• Keep it on the agenda
Org-Sustaining principles:• Culture, not just process• Evidence of improvement• Inclusion of multiple
disciplines
Act:• Trigger tool learning • Pace work/“building blocks”• Use project management• Keep it on the agenda
Sustaining Org’s Commitment
SIKM Knowledge Jam (Katrina Pugh) 100615
You1. Think about a person who has the “Midas Touch”--they
get people talking and even learning about themselves
2. Think about cultures that makeit easy for people to “reflect” on results: What enables/ hinders this from happening?
3. Think about a friend or coworker who is on the lookout on your behalf, e.g., for stories, sites, buddies, bargains…:
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Let’s Jam!
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Facilitation
Conversation
Translation
Some Reading*
• “Don’t Just Capture Knowledge – Put It to Work,” Katrina Pugh and Nancy M. Dixon, Harvard Business Review, May 2008. http://hbr.harvardbusiness.org/2008/05/dont-just-capture-knowledge-put-it-to-work/ar/1
• “Knowledge Harvesting Project Knowledge,” Nancy M. Dixon and Kate Pugh, NASA ASK Magazine, Spring 2008. http://askmagazine.nasa.gov/pdf/pdf_whole/NASA_APPEL_ASK_30_Spring_2008.pdf
• Book Coming soon! Sharing Hidden Know-How: How Managers Solve Thorny Problems with the Knowledge Jam (Jossey-Bass, Winter 2010-2011)
NASA Ask Magazine
*Now using “Jam” term instead of “Harvesting”
SIKM Knowledge Jam (Katrina Pugh) 100615
Kate Pugh, AlignConsulting• Kate has 16 years of consulting and seven years of industry experience. Kate
consulted with Monitor Group, Oliver Wyman (formerly Mercer Management Consulting), PwC Consulting/IBM and Dialogos, Inc. Sample clients include AstraZeneca, Fidelity Investments, Fleishman-Hillard, Institute for Healthcare Improvement, Mitokine Bioscience, Motorola, State Farm, and Wellpoint/Anthem. Kate launched the KM strategy practice with PwC/IBM, and led dozens of KM strategy engagements.
• Kate held leadership positions with Intel Corporation, JPMorgan, and Fidelity. Kate launched and ran Fidelity Personal and Workplace Investments KM program, co-managed Intel Solution Services’ Knowledge and Process Mgt Group, and initiated and ran the JPMorganChase’s Finance Portal Program for 4,000 users.
• She has also helped launch and/or run over 20 communities of practice, including Intel’s award-winning Enterprise Architects’ community.
• Kate has extensive experience with MS SharePoint, Social media, EMC Documentum, eRoom, and Lotus Notes. She has (co)designed and managed three major MS SharePoint initiatives, including MOSS.
• Kate has an MS/MBA from MIT Sloan, a BA in Economics from Williams College, and certificates in Dialogue, Facilitation, Mediation, Project Mgt., and LEAN Six Sigma.
• Kate has published in Harvard Business Review, NASA Ask Magazine, The European American Business Journal, and InPharmation, and is authoring a book “Knowledge Jam” (Jossey-Bass, 2011.) She has lectured or workshopped at MIT Sloan School of Management, Babson University, Center for Business Intelligence, and CPSquare.
• Kate is a member of Knowledge Elicitation and Transfer CoP, SI KM Leaders (Int’l and Boston), and Boston KM Forum.
SIKM Knowledge Jam (Katrina Pugh) 100615