slide 1 replacing a lessons learned database with a visible learning process session #1203 steven...
TRANSCRIPT
Slide 1
Replacing a Lessons Learned Database with a
Visible Learning Process
Session #1203
Steven WienekeTechnical Fellow
Global Technical MemoryGlobal Engineering
General Motors Corporation
April 14, 2008
Slide 2Steven WienekeGM Copyright 2008
Assuming learned is…
…at least a change in some physical key element and/or…
…ultimately an observable, consistent and repeatable change in human behavior.
Is the label learned really justified for most lessons learned?
Slide 3Steven WienekeGM Copyright 2008
Is the label learned really justified for most lessons learned?
Answer:
Without proof of physical or behavior change, the label learned is NOT justified.
Accumulating lists of lessons is not, in and of itself, proof that anything was actually learned.
Slide 4Steven WienekeGM Copyright 2008
Separating the Phrase Lessons Learned…
Lessons Learned
Lessons Learned
Individual EnterpriseThings gone wrong and corrected
Necessary but not
sufficient
Sufficiency comes with
others adopting
and adapting
Corrections
Traditional lessonsLearned database
Slide 5Steven WienekeGM Copyright 2008
Proof of what has changed?...What physical key element changed?
What consistent and repeatable change in human behavior has been observed?
Lessons Learned
Lessons Learned
Individual EnterpriseThings gone wrong and corrected
Necessary but not
sufficient
Sufficiency comes with
others adopting
and adapting
Corrections
Traditional lessonsLearned database
Slide 6Steven WienekeGM Copyright 2008
What was learned from the lesson?...The correction or the prevention?
Lessons Learned
Lessons Learned
Individual EnterpriseThings gone wrong and corrected
Necessary but not
sufficient
Sufficiency comes with
others adopting
and adapting
Corrections
Traditional lessonsLearned database Things gone
right and valued are Learnings
Slide 7Steven WienekeGM Copyright 2008
Anecdote…correction versus prevention
Mom…why do you always cut 3 inches off the roast and tuck it in like that?
Don’t know…guess I always
have…you’ll have to ask Grandma!
Slide 8Steven WienekeGM Copyright 2008
Anecdote…correction versus prevention
Gracious sakes …we didn’t have
a pot large enough!
Correction: Cut the roast to fit
Prevention: Buy a larger pot
Slide 9Steven WienekeGM Copyright 2008
Mizenboushi Mindset –prevention before outbreak
Corrections
Traditional lessons learned database – Corrections to things gone wrong Often without context or not actionable
Bottomline:
User often left not knowing what to do
Slide 10Steven WienekeGM Copyright 2008
Mizenboushi Mindset –prevention before outbreak
Best Practices &
Other Sources –
Preventions
(things that work)
In Context
Bottomline:
User absolutely knows what to do
Preventions Corrections
Traditional lessons learned database – Corrections to things gone wrong Often without context or not actionable
Bottomline:
User often left not knowing what to do
Slide 11Steven WienekeGM Copyright 2008
Context for preventions…
What works (actionable)
Why it works (fundamentals)
Where it works (application)
When to use (timeframe)
Who said (subject matter expert)
Preventions
Slide 12Steven WienekeGM Copyright 2008
Potential confusion with both…
Corrections
Traditional lessons learned database –
Corrections to
things gone wrong
Often without
context nor actionable
Best Practices &
Other Sources –
Preventions
(things that work)
In Context
Confusion:Most often the
Correctionis NOT the best
Prevention.
Preventions
Bottomline:
User often left not knowing what to do
Bottomline:
User absolutely knows what to do
Slide 13Steven WienekeGM Copyright 2008
Myth or fact?: Often there is more to be learned from failures than successes.
Balanced - profound understanding can result from either correcting an issue (lesson) or creating a new learning
Unbalanced - the most expensive tuition is a lesson learned, especially at the inconvenience of a customer
LessonLesson
LessonLesson LearningLearning
LearningLearning
profound understanding
tuition
$ $
Slide 14Steven WienekeGM Copyright 2008
Myth busted…
The impact of the consequence of a lesson and the desire to avoid that consequence again may be confused with what was actually learned
The lesson of avoiding the consequence perpetuates the myth
Slide 15Steven WienekeGM Copyright 2008
What have we learned to this point?...
Many lessons learned are at best just lessons
For a lesson to be learned, evidence of physical and behavioral change is required
Individual learning is necessary, but not sufficient
Sufficiency comes with someone other than the original learner, adopting & adapting the learning or prevention
Slide 16Steven WienekeGM Copyright 2008
continued…
Lessons are things gone wrong and corrected
Learnings are things gone right and valued for reuse (adoption and adaptation)
Most often the correction is NOT the best prevention.
Profound understanding, at the minimal expense, is most desired state
Slide 17Steven WienekeGM Copyright 2008
Proof that someone will make a change
Proof the new learning or prevention is now standard work
Proof that behavior has changed
Challenges…
Slide 18Steven WienekeGM Copyright 2008
Solution: Replace a lessons learned database with a visible (transparent) learning process…
Lessonsdatabase
Sources of lessons
Sources of learnings
VisibleLearningProcess
1. K
now-how
3. GoodDiscussions
2. References
Intellectual Capital
integrate
Slide 19Steven WienekeGM Copyright 2008
OutputKnowledge
Worker
Subject Matter Responsible
Person
Input
Input
Note: The enterprise learns when someone, other than the initial learner, adopts and adapts the
new learning or prevention
Questions for an Enterprise, Department or Group
4. What are the sources
Lessons(things gone
wrong)?
3. Who is the respected
authority on the topic?
2. What is known… Training?
References?Key Forums?
1. Who is the internal
customer of Training?
References?Key Forums?
5. What are the sources of Learnings(things gone
right)?
Slide 20Steven WienekeGM Copyright 2008
OutputKnowledge
Worker
Subject Matter
Responsible Person
Lesson Inputs
Learning Inputs
Basic Learning Process…
1. Present2. Update or
Create3. Adopt &
Adapt
1. K
now-how
3. GoodDiscussions
2. References
Intellectual Capital
Slide 21Steven WienekeGM Copyright 2008
OutputKnowledge
Worker
Subject Matter
Responsible Person
Lesson Inputs
Learning Inputs
GM Global Engineering example…
1. K
now-how
3. GoodDiscussions
2. References
Intellectual Capital
12 Sources
9 Sources
64 Communities & Leaders250 SMRPs*250 Best Practice Teams* Subject Matter Responsible Person
24 Reference Categories4250 Best Practices…Viewed 235,000 times in 20071600 unique daily users (avg.)
Slide 22Steven WienekeGM Copyright 2008
What needs to be known…
What needs to be known
What is known & Who knows
What is already written
What needs to be learned
What is known & not needed
What needs to be written
What is already written & not needed
Slide 23Steven WienekeGM Copyright 2008
Implementation
1. Create Taxonomy* by Area or Community of Practice (CoP)
2. Identify Subject Matter Responsible Person for each CoP
3. Make Communities of Practice visible
4. Identify the key knowledge worker in each CoP
5. Make what the CoP must know visible
* Based on the Community’s deliverable - product, service or process
Slide 24Steven WienekeGM Copyright 2008
Implementation continued…
6. Make what is known visible for each CoP…
a. Technical Excellence - Education, Training, Mentoring
b. Intellectual Properties (Best Practices and other written technical sources)
c. Technical Exchanges (Peer Assists, Action Reviews, Peer Reviews, Design
Reviews)
Slide 25Steven WienekeGM Copyright 2008
Implementation continued…
7.Identify sources of lessons and learnings for enterprise (long-term emphasis should be on learning, innovation, invention)
8.Make the enterprise learning process visible
9.Leverage metaknowledge (knowledge about knowledge) practitioners
Slide 26Steven WienekeGM Copyright 2008
KnowledgeWorker
Subject Matter
Responsible Person
Lesson Inputs
Learning Inputs
Final Summary…
1 2
KnowledgeWorker
KnowledgeWorker
Things gone wrong & corrected
Things gone right & valued
Note: Corrections must be transformed into preventions & key lessons documented as Case Studies (in context)
1. K
now-how
3. GoodDiscussions
2. References
Intellectual Capital
1
2
3
Present
Update or Create
Adopt & Adapt
3
Slide 27Steven WienekeGM Copyright 2008
Reference…GM Case Study…
Adopting and Adapting Product Best Practices across General Motors Engineering Six Years Later, Steven Wieneke, Technical Fellow, Global Engineering, General Motors Corporation, is available in Knowledge Management for Services, Operations and Manufacturing, Tom Young, Chandos Publishing, Oxford, England, 2008, pp. 142 - 165.