reimagining your organization’s approach to knowledge sharing (devlearn 2016 workbook)

JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 1

Today knowledge has power. It controls access to opportunity and advancement.

Peter Drucker

DevLearn

Pre-Conference Workshop

YOUR ORGANIZATION’S APPROACH TO

SHARING KNOWLEDGE

REIMAGINING

Purpose

Toempowerpeoplethroughaccesstosharedknowledge

Themes

1. Learning2. Strategy3. Behaviors4. Influence5. Motivation6. Content7. Technology8. Roles9. Implementation

Workshop Description

Google,Wikipedia,YouTube,andsocialnetworksdrivelearningineverydaylife.Ratherthanrelyonlimited-accesscontentfromafewdesignatedsubjectmatterexperts,peoplehavefiguredouthowtoleveragetechnologytotapintooneanother’sknowledgeandexperiencetosolveproblems.However,organizationshavefailedtotransitionthisconceptintotheworkplace.Valuableknowledgeremainslockedinsidehierarchicalsilos,binders,emailthreads,andthemindsoftopperformers.Mostorganizationsrecognizethevalueofknowledgesharing,buttheylackthetacticalandstrategicunderstandingtobringittolife.Inthisworkshop,youwillgainpracticalguidance,suggestions,andtoolstosupportyouasyoubegintoreimagineyourorganization’sapproachtoknowledgesharing.Theworkshopwillbreakdownandexamineexamplesoftechnology-enabledknowledgesharinginreal-worldandcorporatesettings.Itwillfacilitateaseriesofcollaborativeactivitiestohelpyouapplyyournewfoundunderstandingtoyourownneeds.Youwillleavethisworkshopwitharoadmapforactivatingsharedknowledgewithinyourorganizations.Inthissession,youwilllearn:

§ Howtoassessyourorganization’sexistingknowledge-sharinglandscape§ Howtocommunicatethevalueofsharedknowledge,curation,anduser-generated

content§ Howtoidentifyandinfluencekeystrategicpartners§ Howtoidentifyright-fittechnologyforscalableknowledgesharing§ Howtomotivateandsupportongoingusercontribution§ Howtoleveragesharedknowledgetoimproveyourapproachtolearningand

performance

What’syourpurposefortoday?

_______________________________________________________

WhatareyourworkshopMUSTCOVERs?

_______________________________________________________

Whenyouthinkabouttheconceptof“knowledgesharing”whatdoesitlooklike?

The Dilemma of Workplace Knowledge Sharing

Sharedworkplaceknowledgeisanideathateveryonelikesbutalmostnoonedoeswell.Thevaluepropositionissimple:accesstoaccurate,relevantinformationleadstoimproveddecision-makingandperformanceoutcomes.Wehaveevolvedourreal-worldknowledgesharingbehaviorstohelpussolvepreviously-insurmountableproblemsonadailybasis.Atthesametime,ouraccesstoeventhemostbasicinformationatworkremainshamperedbystiflingmindsets,outdatedtechnology,duplicativeeffortsandantiquatedcommunicationpractices.Employeeswasteasmuchas2hoursperdaylookingforinformation.Technology,contentdevelopmentandmoderationaresmallpartsofthelargerpuzzlewhenitcomestohelpingemployeesleverageoneanother’sinsightsandexperience.Thedilemmaofworkplaceknowledgesharingisfirstandforemostaculturalchallenge.Itthrustsorganizationaltrust(orlackthereof)intothespotlightandasksstakeholderstomoreclearlydefinepopularbutoftenuncomfortableideaslikeaccountabilityandenablement.Evenmoredifficult,sharedknowledgerequiresthatstakeholdersletgoandredefinetheirvaluenotbywhattheyknowandcontrolbutinsteadbyhowtheirworkmakesanongoingimpacttothegrowthoftheorganization.Thisislikelywhysomanycompaniesnodaffirmativelywhenaskedabouttheimportanceofsharedknowledgebutfailtoexecuteasustainablestrategy.Thisisalsowhyfindingsuccesswithsharedknowledgecanhaveatremendousimpactonnotjustemployeelearningandperformancebutalsotheoverallworkplaceculture.Knowledgesharingisaprimeexampleofthe…

it’s not our fault but it’s definitely our problem

…conceptwhenitcomestoL&D.Afterall,curatingthecollectivewisdomofourorganizationisnottypicallypartoftheL&Djobdescription.However,theinabilitytocaptureandaccessvitalworkplaceknowledgeleadstoaninordinatenumberofrequestsforformaltraining.Givenmoststakeholders’formaleducationalbackgrounds,wecan’tblamethemfortakingthishabit.Atthesametime,L&Dmustreimaginethemodernworkplacelearningecosysteminordertofosterbehaviorsandsupportstrategiesthatcanmeettheneedsoftoday’semployees.Thiswillnotonlydrivesustained,scalableperformanceimprovementandbusinessresults,butitwillalsohelpL&Dbetterfocusourcapabilitiesandjustifyvaluewithintheorganization.Let’s get started on the path to reimagining workplace knowledge

sharing – from the L&D perspective.

Personal Knowledge Sharing Assessment

Thissimpleassessmentwillprovideasnapshotofyourcurrentknowledgesharinghabitsandplatformsofchoice.PlaceanXintheappropriatecolumnforeachitem.Then,dosomemathwiththepointsfromeachcolumntoarriveatyouroveralltotal. DON’T

HAVEMOSTLYLURKING

POSTNOW+THEN

POSTREGULARLY

Facebook

Twitter

Snapchat

YouTubeChannel

SlideShare

GroupChat

PersonalBlog

WorkplaceBlog

Podcast

EnterpriseSocialNetwork

POINTSPERITEM 0 1 3 5

COLUMNTOTALS

OVERALLTOTAL

DUD: 0 – 11 | LURKER: 12 - 23 | PLAYER: 24 - 47 | GURU: 48 - 60

The Relationship Between Sharing + Learning

Sharedknowledgeisthenaturalstartingpointforlearninginaconnectedworld.Howdoyousolvemostofyoureverydayproblemsintherealworld?YouGoogleit!Unfortunately,whilewealmostneverwantforinformationathome,wehavefailedtotransitionthissharedknowledgeexperienceintotheworkplace.Employeesareunabletoleveragethesamenaturalcuriosityandbehaviorstheyusetoaccessandshareknowledgeathomeoncetheygettowork,andL&Disoftenchargedwithmakingupforthisgap.AmodernecosystemtakesalayeredapproachbyaligningL&Dtacticswiththevariouswayslearningalreadyoccursintheworkplace.ThishelpsL&Dfocuson…

supporting employees in their true moments of need

…withresourcesthatfitnaturallyintotheworkflow.AmodernlearningecosystemalsorequiresL&Dstrategicallyconsidersupportingfactors,includingcontentdesignanddevelopment,usermotivation,real-worldbehaviorsandactionabledata.

Asafoundationalcomponentofamodernecosystem,sharedknowledgerepresentsascalablewaytosupporttheeverydayneedsoftoday’semployees.ThisisespeciallycriticalasL&Dattemptstosupportincreasinglycomplexroleswithlimitedresources.Ratherthanprovidegenericcontentthroughformaltraininginanattempttoreacheveryoneandcheckthebox,L&Dcanempowerthecrowd-wherethebestinformationalreadylives-andhelppeoplefindtheinformationtheyneedwhentheyneedittosolveproblemsanddrivetheirowndevelopment.

Map Your Current Learning Ecosystem

Drawyourexistingorganizationallearningecosystemusingblockstorepresentthelistedcomponents.Stackyourblocksinpriorityorder(Yaxis)fromhigh(bottom)tolow(top).Varyeachblock’swidth(Xaxis)basedonregularavailabilitytoyouremployees.

Components:FormalTraining,On-DemandTraining,ManagementSupport,Reinforcement,PerformanceSupport,SharedKnowledge

AVAILABILITY

Strategy

Reimaginingworkplaceknowledgesharingstartswithdefiningyourinitialstrategy.Thisstrategyshouldremainflexiblethroughoutplanningandexecution,butitshouldprovideenoughofaframeworktogetyoustarted.ItshouldalsobeholisticinnatureandnotfocussolelyontheneedsofL&Doralimitedaudience.Remember–whenthisworks,otherpartsoftheorganizationaregoingtowanttoplay.

Start small – think BIG!

Herearethesuggestedstepsfordefiningyourknowledgesharingstrategy:

1) DefineyourobjectivesThisisn’taboutsharingforthesakeofsharing.Howwillimprovedaccesstosharedknowledgehelppeopledotheirjobsbetter?Howwillithelpyourorganizationachieveitsgoals?Ifyouarenotclearonthesepoints,youshouldnotmoveforward.

2) AssessyourknowledgeecosystemExplorethewaysinwhichinformationflowsthroughyourorganizationtoday.Whattoolsandresourcesareused–andnotused–tohelppeoplesharewhattheyknow?Whatroledoestrustplayinyourorganizationalculture?Ratherthanattemptingtoreplaceeverypracticeandresourceatplaytodayinyourorganization,youwillbenefitfromstrengtheningandleveragingexistingecosystemcomponentsalongtheway.

3) Defineyourusecase(s)Howwillsharedknowledgebeusedonthejob?Howcanitbecollectedandcuratedfromyoursubjectmatterexpertsandtopperformerswithintheworkflow?Playoutreal-worldusesofsharedknowledgetoestablishtheframeworkforyourexperiencedesign.

4) Selectyourmodel(start+potentialendstate)Achievingyourobjectiveswillrequireknowledgecontributionsfromacrosstheorganization.Basedonyourcurrentorganizationalculture,youmustdeterminehowcomfortableyourpeople–stakeholdersandfrontlineemployeesalike–willbewiththeideaofexpandedsharedknowledge.Willtheyfearideaslikecurationanduser-generatedcontent,orwilltheybequicktoseethevalueandopenlyexperiment?Definebothyourstartingmodelforsharingaswellasyourpotentialendstateacrossthesharingcontinuum,keepinginmindthatyourmodelmayvarybytopicandaudience.

5) DesignyourdesiredexperienceBasedonyourstrategicassessment,outlinethedetailsofyouridealknowledgesharingexperience.Ratherthangetlostintheminutiaoftechnologyandprocessatthisstage,outlinethewaysyouwouldliketoseeinformationflowthroughtheorganizationusingyourinitialsharingmodel.

Knowledge Ecosystem Assessment Guide

Workthroughthefollowingpointsincollaborationwithyourteamandstakeholderstoestablishyourinitialknowledgesharingstrategy.AUDIENCE(s):§ Listtheemployeegroupstobeincludedinyourinitialstrategy.§ Listanyadditionalgroupsthatarelikelytobeaddedlater.§ Howdotheseaudiencescurrentlyusesharedknowledgeaspartoftheirwork?§ Whatchallengesaretheseemployeescurrentlyexperiencingwhenitcomestoaccessingand

sharingknowledge?§ Whatvaluableknowledgedoemployeesintheseroleshavethatmaybenefitthe

organizationwhenshared?OBJECTIVES§ Listyourimmediateandlong-termknowledgesharingobjectivesbyaudience.§ Listthepotentialrisksrelatedtoknowledgesharingwithinyourorganization.§ Howwillimprovedaccesstosharedknowledgehelpemployeesdotheirjobsbetter?§ HowwillknowledgesharingsupporttheroleofL&Dwithintheorganization?§ Howwillyouknowthatyouhaveachievedyourobjectives?Listyourmeasuresofsuccess.CULTURE§ Whatareyoumostexcitedaboutwithregardstosharedknowledgeinyourorganization?§ Whatareyourbiggestconcernsaboutworkingwithsharedknowledgeinyourorganization?§ Whatistheroleoftrustinyourworkplaceculture?§ Doemployeestrusttheorganization?Howisthisdemonstrated?§ Doestheorganizationtrustitspeople?Howisthisdemonstrated?MODEL§ Basedonyourcurrentworkplaceculture,withwhichsharingmodelshouldyoustart

(centralized,distributed,open)?Shouldthismodelvarybyaudiencesand/ortopicsinanyway?

§ Basedonyourinitialstrategy,whichsharingmodelwouldyouliketoseeyourorganizationuseinthenot-so-distantfuture?Shouldthismodelcontinuetovarybyaudienceand/ortopic?

EXPERIENCE§ Mapyourcurrentorganizationalknowledgeflow,includingbothprimaryandbackchannel

realities.§ Mapyourdesiredorganizationalknowledgeflow.§ Describeyourdesiredemployeeexperiencewhenitcomestoaccessingandsharing

importantworkplaceknowledge.Varybyaudienceandusecaseasneeded.

Map Your Knowledge Flows

DrawthepathamessagetravelsfromoriginationtoreceiverwithinyourorganizationwhenusingyourPRIMARYsharingchannel.Considerallofthenecessarysteps,suchascontentdevelopment,review,approvalandsharing.Then,drawthepaththesamemessagetravelswhenshared“unofficially”viabackchannelnetworkswithinyourorganization.

PRIMARY

BACKCHANNEL

Message

Employee

Flow Collaborate Review Channel

Selecting Your Knowledge Sharing Model

Aspartofdefiningyourinitialknowledgesharingstrategy,youmustselectaright-fitsharingmodelforyourtargetedaudience(s)andusecase(s).Avarietyoffactorsmustbeconsideredwhenselectingyourstartingmodel,includingworkplaceculture,audiences,motivation,topics,andregulation.Youmustremainflexibleandadjustyourmodeltomeettheevolvingneedsofyouremployees.

§ Centralized:onlyselectuserswithclearknowledgeaccountabilitycancontribute§ Distributed:moreusersarepermittedtocontributebasedonauthoritativeroles§ Open:mostoralluserscancontributeinsomeway

Youshouldalsoconsiderthepotentialneedtoselectadifferentmodelbasedonaudienceand/orknowledgetopic.Forexample,anOPENmodelmayworkformosttopicsexceptcomplianceinformation,whichisCENTRALIZEDwithdesignatedsubjectmatterexperts.Thiswillbeanessentialconsiderationwhenidentifyingmotivationaltacticsandright-fittechnologylaterinyourstrategydevelopment.

Behaviors Yourstrategicoutlinewillprescribethewayyousupportknowledge

sharingwithintheorganization.Specifically,yourselectedsharing

modelwilldictatethedesiredbehaviorsyouwillneedtofosterwithin

youraudiencestoensuresuccessfuladoption.

CENTRALIZED

Contributionislimitedtodesignatedtopicownersandsubjectmatterexpertsinacentralized

model.Therefore,youcanfocusonknowledgeacquisitionandapplicationbehaviorswithinyour

targetaudience(s).ThisisoftenthemostcomfortableplaceforL&Dtostart,especiallywithin

organizationsthatarenotfamiliarorcomfortablewithsharedknowledge.

Dependingonyourexperiencedesign,technologyresourcesandcontentstrategy,thismay

includebehaviorssuchas:

§ Searchingforinformationwhenneeded

§ Discerningvaluefromsharedknowledge

§ Applyingsharedknowledgeonthejob

§ Pushingidentified,high-valueknowledgeintoanetwork

§ Stayingup-to-dateassharedknowledgegrowsandevolves

§ Askingforadditionalhelpwhennecessary

Yourcontributorslikelyworkinrolesthatrequirecontentdevelopmentandsharing

responsibilitiesandthereforewillneedlimitedsupportwhenitcomestoyourstrategy.

DISTRIBUTED+OPEN

Ascontributionisdelegatedacrosstheorganizationindistributedandopenmodels,L&Dmust

expanditsfocusfromhelpingemployeestoaccessanduseinformationtoenablingthemto

sharetheirownknowledge.Employeesintheserolesarelesslikelytohavepracticalexperience

withcontentdevelopmentandsharingonthejob. Thismayincludeadditionalbehaviorssuchas:

§ Identifyingvaluableknowledgeworthsharing

§ Selectingappropriatecontenttypes

§ Integratingknowledgesharingintotheworkflow

§ Workingoutloud

FortunatelyforL&D,many of these behaviors are commonplace for today’s employees–justnotatwork.Soit’slessabouttrainingnewskillsandmoreabouthelpingpeopletransitionreal-worldknowledgesharingbehaviorsintothe

workplace.Assesstherelationshipbetweenyourexperiencedesignandeverydaytechnology

andrelatedbehaviors.Then,identifybehaviorsthataremostfamiliarwithinyouraudienceto

informyourtechnologyandcontentstrategiesmovingforward.Communicatethesesimilarities

toemployeeswithcontextofhowtheycanbesuccessfullyappliedintheworkplaceaspartof

yourimplementationprocess.

Everyday Knowledge Sharing Worksheet

Explorethebehaviorsnecessarytobesuccessfulwithprevailingreal-worldknowledgesharing

technologybycompletingthisworksheet.

Platform:__________________________________________

Whatisthevaluepropositionforthisplatformasaknowledgesharingtool?

_________________________________________________________________

Howisthisplatformperceivedbyusers/non-users?

_________________________________________________________________

Whichsharingmodeldoesthisplatformleverage?Selectone.

Centralized Distributed Open

Howisknowledgeprimarilysharedonthisplatform?Selectallthatapply.

Short-FormText Long-FormText RecordedVideo

LiveVideo Images Real-TimeChat

Other________________________________________________________

Howlongdoessharedknowledgeremainaccessible/ofvalue?Selectone.

Short-Term Long-Term NotApplicable

Whichuserbehaviorsareessentialtoderivevaluefromthisplatform?

_________________________________________________________________

Howcanthesebehaviorstransferintotheworkplace?

_________________________________________________________________

Influence

SharedknowledgeisoftenoutsidethescopeofL&D’s

responsibilities.Sure,weprovideavarietyofmaterialsand

othercontentaspartoftraining,buttheoverallflowof

informationthroughouttheorganizationoftenfallsunderthe

purviewofotherdepartments,suchasOperations,Communications,HRorMarketing.Inmany

cases,theorganizationhasnotadoptedaconsistentstrategybutratherlefteachdepartment

andsubjectmatterexperttodotheirownthing.

Thissetupcreatesachallengingsituationforfrontlineemployees,whorelyontheflowof

informationtodotheirjobs.Ratherthanhavingreliableresourcestoreference,theyareleftto

fendforthemselveswhilesortingthroughthenoisecloudthatworkplacecommunicationcan

oftenbecome.Inthesecases,L&Disunabletoleverageanexistingknowledgeinfrastructure

andcanbecomeinundatedwithformaltrainingrequestsduetogapsinavailableinformation.

Toestablishthiscriticalfoundationforamodernlearningecosystem,L&Dprofessionalsmust

influenceavarietyofstakeholders.Thiscanbedifficultwhenanotherdepartmenthasbeen

deemedresponsibleforrelatedprocesses.Theymaynotseeagapintheirprocessandtherefore

pushbackonanysuggestionsforimprovement.Usethefollowingsuggestionstoposition yourself as a valued partner rather than a competitorwhenitcomestoenterprise-wideconceptslikesharedknowledge.

§ Assessthereal-worldstatusofsharedknowledgeinyourorganizationbeforestarting

conversationswithpartners.Cometothetablewithdataandanecdotalfeedback.

§ Identifyyourpotentialinfluencers,includingthosewhohavedirectresponsibilityfor

sharedknowledgetoday,suchasITandHR,subjectmatterexpertsandfrontline

employees.

§ Findoutwhatyourpartnerscareaboutwhenitcomestosharedknowledgeandadjust

yourapproachaccordingly.Forexample,aretheyconcernedaboutcomplianceissues?

§ Researchsimilarorganizationsandusecasesthathaveeffectivelyleveragedshared

knowledgetosupportlearningandperformance.Sharetheirresultsandprocesses.

§ Sharecasestudiesthatincludemeasurableoutcomesthatmattertoyourpartners,such

asincreasedefficiency,greateremployeeengagementandimprovedbusinessresults.

§ Inquireastopotentialchallengesyourpartnersarefacingwithregardstoshared

knowledge.Theymayknowthereisaproblem.Theyjusthaven’taskedforhelp.

§ Shareyourideasopenlyalongthewaybyworkingoutloudratherthancomingtothe

tablewithafullyformedstrategy.

§ Startsmallbytryingoutideaswithinyourareaofinfluence,perhapsduringformalL&D

initiatives.Sharetheseresultstoinfluencediscussiononpotentiallylargerconcepts.

§ Tryyourbesttouseexistingprocessesandresourcestobuildyournewstrategies.Only

seektoreplacewhenabsolutelynecessaryandjustifiedbydataandfeedback.

§ Bereadytotakeonthework–atleastshort-term.Makeyourstrategiesmoreachievable

byaccommodatingpartnerconcernsaboutextraworkloadornewresponsibilities.

Influencer Planning Worksheet

Usethisworksheettoprepareforinfluencingdiscussionswithyourorganizationalpartners.

PartnerName/Title:___________________________________________________

Howdoessharedknowledgerelatetothispartner’sroleandsenseofvalue?

____________________________________________________________________

Whatdoesthispartnercareabout?Howdotheydefine“success”intheirrole?

____________________________________________________________________

Clearlystatethevaluepropositionforyoursharedknowledgeusecasein3sentencesor

less–focusingontheimpactyourstrategywillhaveonthebusinessandthispartner.

____________________________________________________________________

Responding to Common Workplace Knowledge Sharing Objections

Discussionsregardingknowledgesharingstrategyoftenillicitfamiliarobjectionsfrom

organizationalpartnersandstakeholders.Herearesuggestedresponsesforsomeofthemost

commonobjectionsyouarelikelytoface.

Informationmustbeapprovedbeforeitcanbesharedinternally.

Itiscertainlytruethatsomeinformationshouldbereviewedandapprovedbeforebeingshared

withintheorganization.Butthat’snotthecaseforEVERYTHINGyourpeopleneedtoknow.And,

whilesuchprocessesmaybeinplace,employeesarealreadysharinginformationinavarietyof

informalways.Usinganemployee-focused,single-sourceapproachtoknowledgesharingwill

dramaticallyincreaseyourvisibilitytoyourworkplacebackchannelandenableyoutoproactively

engagewhennecessary.Itwillalsoallowthefullemployeepopulationtoweighinandsuggest

improvementsandcorrections.

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Employeesmaysharesomuchinformationthatitbecomesdifficulttomanageatscale.

Honestly,thisisagreatproblemtohave.Thebestinformationinanyorganizationlivesinthe

mindsofthetopperformers,andthisknowledgetoooftenwalksoutthedoorwiththem.It’s

certainlytruethatyoumayneedtohavesomeadditionalpeoplehands-onwhenyoubeginyour

knowledgesharingprogram.Youmayalsowanttoexploretheconceptofcurationandconsider

activatingapersoninthisroleinanongoingcapacitytoreallydrivesharedknowledgeacross

yourorganization.However,theonlywaytotrulyscaleknowledgesharingisthroughthe

strengthofyourworkplacecommunity.

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Employeesaretoobusydoingtheirjobstoshare.

Knowledgesharingshouldnotrepresentaburdenonemployeeswhoalreadyhaveplentytodo.

Whiletheremaybealotofworkupfronttogetstarted,thisshouldnotbesomethingthat

requiresconstanteffortfromalargenumberofemployees.Rather,therightprocesses,

motivatorsandtechnologyshouldbeintroducedtomakesharinganaturalextensionoftherole

fortherightpeople.Forexample,ratherthansendingemailmessageswithcriticalupdatesto

distributionlists,youcanrepurposethisexistingcommunicationflowtoacentralizedknowledge

repositoryandusenotificationmessagestokeeppeopleupdatedonchanges.Employeeswho

maketheefforttoshareandwhosecontributionsaredeemedvaluablebythecommunity

shouldbeformallyrecognizedtomotivatecontinuedengagement.Knowledgesharingshould

alsobebuiltintotherolesofhighly-knowledgeableandexperiencedemployees,especiallythose

whotypicallyactassubjectmatterexpertsaswellassupportteamslikeL&D,Marketing,and

Communications.

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Employeesmayshareinappropriateinformation.

Whatwouldyouconsidertobe“inappropriate?”Ifthisrelatestooffensivecontentthat

shouldn’tbesharedintheworkplaceatall,creatingasystemofindividualaccountabilityshould

eliminatethisconcern.First,youmustestablishguidelinesforknowledgesharingjustlikeyoudo

forotherworkplacebehaviors.Then,youmustleveragetechnologythatholdsusers

accountable.Whenemployeesknowtheirnameandpicturewillappearnexttoanythingthey

share,itisVERYunlikelythattheywilldosomethinginappropriate.

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Employeesmayshareinaccurateoroutdatedinformation.

Thisisanotherexampleofsomethingthatisalreadyhappeninginyourorganization.Yousimply

can’tseeit.Byprovidingacentralizedspotforpeopletoshareandaskquestions,youbring

transparencytotheseinteractions.Thiswillallowyou–aswellastherestofyourworkplace

community–tostepinandoffersuggestionsandcorrectionsasneeded.Also,ifaquestionis

asked/answeredviasharedknowledge,thequestionshouldnothavetobeaskedagainthanksto

theavailabilityofthisknowledgeinanopen,searchableenvironment.

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Employeesaren’tinrolesthatrequiretheskillsneededtoshareknowledge.

Thiscanbetrue.Manyemployeesdonothaveexperiencewritingarticlesorcreatingvideosto

sharetheirknowledgeandexperience.However,asmallselectionofyouremployeeslikelydo

havethisexperience.Itjustdoesn’trelatetotheirjobswithyou.Thisprovidesanopportunityto

leveragethesehiddenskillsforthebettermentofyourworkplacecommunity.Inaddition,

knowledgesharingbehaviorssuchasonlinesearch,texting,blogging,video,and

question/answerforumsareincreasinglycommonineverydaylifeandthereforeprobablyquite

familiartoalargepercentageofyouremployees.

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Employeesdon’tknowwhatinformationotheremployeesreallyneed.

Doyou?Therealityisthattheonlypersonwhoknowswhatanemployeeneedstodotheirjobis

theemployee.Theroleofasupportteamistoidentifyemployeeneedsandprovidetheright

resources,butwecanonlygosofargivenourlimitedresourcesandseparationfromtheday-to-

daywork.Enablingouremployeestosharetheirknowledgeandexperiencewillensurethat

relevant,timelyinformationisavailabletoallemployees,includingforthoseunpredictable

situationsthatwecouldnothavepreparedforbehind-the-scenes.

Motivation

Yourdecisionstothispointwilldictatehowyoumustmotivatepeopleto

executethebehaviorsnecessarytodriveasuccessfulknowledgesharing

strategy.Afterall,regardlessofusecaseorrole,you will be asking people to change the way they do their jobs.Youmustemploytherightmotivationaltacticsatthe

righttimesduringyourimplementation.

Motivationisaverypersonalconcept.Whatworksforonepersonwillnotnecessarilyworkfor

everyone.Therefore,it’simportanttoalignpotentialmotivatorswithbothdesiredsharing

behaviorsaswellasyourorganization’scultureandvalues.Youshoulduseablendof

motivationaltacticsthroughoutyoursharedknowledgeeffortsandavoidrelyingtooheavilyon

specificelementsorfront-loadedplans.

Valueistheultimatemotivator.Ifpeopleclearlyunderstandhowaccessingandsharing

knowledgewillhelpthemwiththeirjobs,youwillhavegreatersuccessachievingyourobjectives

andrequirefewersupportingtactics.Thisvaluepropositionmustbeclearlyarticulated.

Simplicity

Knowledgesharingintherealworldissimple.Therefore,peoplehaveverylittlepatiencefor

complicatedandunfamiliarknowledgeexperiences.Simplicitymustbeaguidingprinciplein

strategyandexperiencedesignsoitcanactasamotivatorduringimplementation.

Credibility

Credibilitycanactasamotivatorforbothusersandcontributors.Ifpeopleunderstandthat

knowledgehasbeenprovidedbytrustedsourceswith“streetcred,”theyaremorelikelytotake

advantage.Atthesametime,establishingasystembywhichpeoplebuildcredibilitywithinthe

organizationasaresultofsharingvaluableknowledgewillhelppromoteongoingcontribution.

MotivatingforUse

§ Communicatethevalueofsharedknowledgeresourcesbyusingpracticalstoriesfrom

frontlineemployees,notjustconceptsfromL&Dandotherstakeholders.

§ Integrateknowledgesharingprocessesandtechnologyintotheworkflowwhenpossible.

§ Ensuretimely,reliableresponsestoquestionsinasocialsharingplatform.

§ Holdpeopleaccountableforusingsharedknowledgeresourcesaspartoftheirwork.

MotivatingforContribution

§ Leveragegamemechanicstorewardpeoplewhentheysharetheirknowledge.

§ Structuregamemechanicstorecognizevalue–notvolume–ofcontribution.

§ Positionsharingasawaytohelppeersonthejob,notjustthegreaterorganization.

§ Providecontentmodalityoptionssopeoplecanshareinthewaystheyprefer.

§ Closetheloopbyensuringallquestionsgetanswersandsuggestionsreceivereplies.

User Motivation Worksheet

Usethisworksheettooutlinemotivationaltacticstodrivedesiredknowledgesharingbehaviors.

Audience/UseCase:_____________________________________________________

DesiredSharingBehavior(s):_______________________________________________

Whatdopeopleinthisaudiencecareaboutasrelatedtothisdesiredbehavior?

______________________________________________________________________

Whatisthevaluepropositionforthisdesiredbehavior?Whywouldtheydothis?

______________________________________________________________________

Howshouldthisvaluepropositionbecommunicatedtotheaudience?

______________________________________________________________________

Istheuserexperiencerelatedtothisdesiredbehaviorsimple?YESNO

§ IfNO,simplifytheexperiencebeforecontinuing.

Canthisbehaviorbeintegratedintotheaudience’sworkflow?YESNO

§ IfNO,shiftthebehaviorasclosetotheworkflowaspossible.

Isthisaudiencelikelytobemotivatedbygamemechanics?YESNO

§ IfYES,identifyandlisttheappropriategamemechanics.

HowcanL&Dandpartnersprovidesupporttohelppeopleexecutethedesiredbehavior?

______________________________________________________________________

Content

Peoplecansharetheirknowledgeinavarietyofways.Thisiswhy

it’scriticaltooutlineyourrelatedusecases,objectivesanddesired

experiencesbeforeconsideringcontentdevelopmentand

technology.Yournextseveralstrategicdecisionsmustalign

accordinglyandenable people to access and share knowledge in simple ways that fit into their day-to-day workandbestsupportthemessagestobedelivered.

Unlessyourusecasecallsforauniqueapproach,aneffectivestrategywillrequireamixof

contenttypesthatcansupportthediverseknowledgeneedsofyouraudience.Identifyingthe

rightcontentmixwillsubsequentlyinfluenceyourtechnologyselection.

Here’salistofcommoncontenttypescomparedwithessentialstrategyconsiderations.

Easy to Access

Easy to Use

Easy to Produce

Familiar to Users

Likely to See

Repeated Use

Easy to Scale

Short-Form Text YES YES YES YES YES YES

Long-Form Text YES YES NO YES NO YES

Images YES YES YES YES YES YES

Video NO YES YES YES NO YES

Audio NO NO NO YES NO NO

Real-Time Chat YES YES YES YES NO NO

Interactive Content NO NO NO NO NO YES

ChartDetails

§ EasytoAccess:Canthecontentbeeasilyindexedandsearched?

§ EasytoUse:Canthecontentbequicklyandsimplyusedonthejob?

§ EasytoProduce:Canproductionbedelegatedthroughouttheorganizationwithoutheavy

trainingorresourceneeds?

§ FamiliartoUsers:Dopeoplealreadyseethiscontenttypeineverydaylifeoratwork?

§ LikelytoSeeRepeatedUse:Willthiscontentbeusedrepeatedlyonthejobbythesameperson?

§ EasytoScale:Canthiscontenttypebeeasilyusedtoshareknowledgeacrossalargeenterprise?

Content Decision Support Guide

Usethisdecisionsupporttoolwhentryingtodeterminetheright-fitcontenttypestosupport

yourknowledgesharingstrategy.

1) Willtheemployeebeusingadigitaldevicetoaccesstheinformation?

§ YES:MovetoQuestion2

§ NO:ConsiderusingShortand/orLong-FormText(printed)

2) Isthisinformationdifficulttounderstandforthetypicalemployee?

§ NO:ConsiderusingShort-FormText

3) Willthelargerorganizationbenefitfromhavingaccesstothisinformation?

§ NO:ConsiderusingReal-TimeChat

4) Willtheemployeerequireaccesstothisinformationinthefuture?

§ NO:ConsiderusingInteractiveContent

5) Willtheemployeeapplytheinformationonthejobimmediately?

§ NO:ConsiderusingVideo,Audioand/orImages

6) Willthisinformationbecrowdsourcedfromtheusercommunity?

§ YES:ConsiderusingShort-FormTextand/orVideo

§ NO:MovetoQuestion7

7) Doesthisinformationincludealargeamountofsupportingcontext,detailand

otherrequirements?

§ YES:ConsiderusingLong-FormTextwithShort-FormTextsummaries

§ NO:ConsiderusingShort-FormTextand/orVideo

RemembertoalwaysstartsmallbutthinkBIGwhenitcomestocontentstrategy.Youmustbe

readytoscaleyourknowledgesharingeffortsacrosstheorganization.Makeearlydecisions

accordinglytosetyourselfupforsuccess.

Technology

Toomanyknowledgesharingstrategiesbeginhere.Thisislikelybecausemany

organizationshavelimitedresourcesandmustthereforedothebesttheycan

withlegacytechnology,whichcanbeantiquatedinitsabilitytofacilitatea

modernapproachtoknowledgesharing.However,evenifyoualreadyknow

whattechnologywillbeavailabletosupportyourstrategy,youshouldstill

workyourwaythroughthepreviousconcepts.Technology is almost always a must have for a modern knowledge sharing strategy.Thisprocesswillhelpensureyoumakethebest

possibleuseofyouravailableresources,especiallyduetothefactthatL&Disunlikelytoown

someifnotalloftherelatedtechnology.

Muchlikecontent,thetechnologyselectionprocessisunlikelytoleadyoutoasinglesolution.

Tomeettheneedsofacomplexmodernorganizationandmultipleusecases,youwilllikelyneed

toexploremultipletoolstohelppeopleaccessandshareknowledge.Eachselectedplatform

shouldserveaspecificpurposewithinyourholisticstrategyandintegratewheneverpossible.

Employeesmustunderstandhoweachtoolismeanttobeusedandhowtheyworktogetherto

drivealargerstrategy.

TechnologyCategories

§ Targeted:timelysharingbetweenindividualsorlimitedgroups(chat,email)

§ Structured:focusedsharingbetweenusersandSMEs(discussionboards,Q/Atools)

§ Managed:controlledsharingenvironmentswithlimitedusercontribution(CMS,Intranet)

§ Communal:opensharingenvironmentsreliantonusercontribution(ESNs,wikis)

MaximizingExistingTechnology

§ Engageyouraudiencetofindoutwhatresourcesarecurrentlymostvaluablewhenit

comestoaccessingknowledgewhileonthejob.

§ Exploreallavailableresources,includingtechnologythatisnotcurrentlyusedtosupport

knowledgesharingbuthasfunctionalpotential.

§ Firstconsidertoolsthatareavailablewithintheworkflow,eveniftheydonotperfectly

aligntoyourusecaseordesiredexperience.

§ Stayflexiblewithyourtechnologysoyoucanevolvewiththeneedsofyourorganization.

ExploringNewTechnology

§ Avoidforcingasingleplatformsolutionwhenyoumaybenefitfromamulti-technology

ecosystem.

§ Talktopeersfromotherorganizationswithsimilarusecasestoidentifypotentialtools.

§ Engageorganizationalpartnersandinfluencers,includingIT,earlyintheprocess.

§ Don’tjumpallinwithapotentialtechnologyimmediately.Startwithasmall

implementationtoprovethevalueoftheplatformanditsapproach.

§ Workwithvendorsthatunderstandthecomplexitiesofworkplaceknowledgesharing

andwillhelpyouevolveyourstrategy–notjustsellyoutechnology.

Technology Selection Support Worksheet

Usethisworksheettoworkthroughcriticalelementsofthetechnologyselectionprocess.

Audience/UseCase:___________________________________________________________

DesiredSharingExperience:_____________________________________________________

____________________________________________________________________________

ResourceAvailability+TechnologySelectionPaths

SITUATION SUGGESTED PATH

Ihaveresourcesnoworwillhave

resourcesinthenearfuture.

Evaluateexistingtechnologyforapotentialproofofconcept

butdesignstrategywithnewtechnologyacquisitioninmind.

IdoNOThaveresourcesnowbutcould

acquireinthefutureafterastrong

proofofconcept.

Evaluateandleverageexistingtechnologyforyourinitial

strategywithhopesofevolvingintonewtechnologyinthe

future–butdonotassumethiswillhappen.

IwillNOThaveresourcesavailableany

timeinthenearfuture.

Evaluateandleverageexistingtechnologyforyourcomplete

strategy,butcontinuetoexplorenewoptions–justincase.

§ Selecttheresource(budget,capacity)availabilitystatementthatmostalignstoyourcurrentand

potentialfuturesituationtohelpguideyourtechnologyexplorationandselectionprocess.

SharingModel+TechnologyCategoryAlignment

MODELS CATEGORIES PLATFORM TYPES

Centralized Managed ContentManagementSystem,Intranet

Distributed Structured DiscussionBoard,Q/A

Open Communal EnterpriseSocialNetwork,Wiki

§ Selecttheappropriatemodel/category–oracombination–basedonbothyourinitialsharing

strategyaswellasyouraspirational,long-termvisiontohelpyouevolve.

Indicatethepartnersfromwhichyouwillneedhelpinordertoproperlyidentify,acquireand

manageknowledgesharingtechnology.

Communications

Procurement

Marketing

Training

HumanResources

Operations

Whilecontentcreationcertainlyisn’tnewforL&D,thevarietyof

functionsrequiredtoimplementaknowledgestrategymaybe.You

mustdetermineyoursupportneedsaspartofyourpreparation.This

mayrequiretimeandresourcesforinitialimplementationaswellas

dedicatedrolestoensureongoingsupport.

Torealizethegreatestpotentialimpactwithintheorganization,these

rolesshouldNOTbeplayedbyonlyL&Dteammembers.Rather,whileL&Dmaytakeonthe

heavyliftingduringtheearlydays,theserolesshouldbedelegatedtopartnersthroughoutthe

organization.Otherwise,sharedknowledgecouldbecomejustanotherL&Dprojectandbemore

opentofuturescrutiny. Activating these roles across the organization may require some skill building,includingwithinL&D.

Contributorsarereliedupontoregularlysharetheirknowledgebasedonyourselectedmodel.

§ Startwithexistingsubjectmatterexpertsandcredibleknowledgeholders.

§ Lookforemployeeswhoareknowntobuildandsharebackchannelresourceswithin

theirteams.

§ Helpyourcontributorsintegrateyourknowledgesharingstrategyintotheirexistingroles.

Curatorsgatherdisparateknowledgefromacrosstheorganizationandshapeitintocohesive

messagesandusableresources.

§ LeverageL&Dteammembersandfrontlineemployeeswhounderstandbothcontent

developmentandtheoperationsotheycanaddcontextandutilitytosharedknowledge.

§ Findemployeeswhoareestablishedwithintheworkplacetoaddcredibilitytotheir

curationefforts.

CommunityManagersproactivelymonitorsocialtoolstoensureuserneedsaremet.

§ Positionthisasavoluntaryroleforemployeeswhohaveproventobemotivatedto

supporttheirpeersaswellastheneedsoftheoverallorganization.

§ Findemployeeswithhands-onexperiencefacilitatingonlinediscussionwithsocialtools.

Moderatorsensureallapprovalprocessesandgovernancerequirementsaremet.

§ Establishclearguidelinesregardingcontentreviewbasedonyoursharingmodel.

§ Includeyourtypicalapprovers,suchasLegalandCompliance,withinyourmoderation

grouptostreamlineknowledgeflow.

Administratorsmaintainthetechnicalandproceduralaspectsofyourstrategy.

§ Limityouradministrativeneedsasmuchaspossiblebyintegratingknowledgesharing

intoexistingtechnicalprocesseswheneverpossible.

§ Maintainatleastlimitedadministrativeinfluenceratherthanoffloadingentirelyontoa

partnerwhoislessalignedtoyourknowledgesharingvision.

Implementation Bringingsharedknowledgetolifeisauniqueeffortwithinevery

organization.Whileyourneedswillbebasedonyourstrategicdecisions

andworkplaceculture,hereareafewtipsthatremainprettyconsistent

acrossusecases.

1) StartSmall|ThingBIG!

Aholisticapproachtoknowledgesharingrepresentsanoteworthychangetonotjustworkbut

alsoanorganization’sculture.Therefore,asmartstrategyrequiresstartingsmallwiththeright

partsoftheorganization–thosethatcanmostbenefitfromareimagingapproach–andgrowing

organicallyasthevalueisprovenacrossthefrontline.Atthesametime,youmustconsiderthe

BIGpictureandmakedecisionsthatwillsupportknowledgesharingatscale,notjustwithinyour

initialaudiences.

2) CommunicateValue

Aswealreadysaid,valueistheultimatemotivatorwhenitcomestoknowledgesharing.

Employeesmustunderstandhowaccessingandsharingknowledgewillhelpthemdotheirjobs

better.Thismessagemustbewell-communicatedfromthebeginning,beforeyouseekbehavior

change.Itisalsobeneficialtodrivethismessagethroughtheaudiences’peergroupsratherthan

fromthetop-down.Hearingafrontlineworkerattesttotheimportanceofsharedknowledgeis

significantlymorepowerfulthanreceivingthesamemessagefromL&Doranexecutive.

3) SeedDay1ContentNoonelikesarrivingtothepartyfirst.Wewanttoshowupjustintimefortheactiontobegin.

Thesamelogicappliestoknowledgesharing.Beforeaskingyouremployeestoaccessanew

resource,besurethereissufficientcontentalreadyavailableforthemtoclearlyidentifythe

value.Don’tjustaddcontentforthesakeofhavingcontent.Doyourhomeworkandfindout

whichresourceswouldbemostbeneficialforyouraudienceandstartthereasyour“Day1

content.”

4) IntegratewithExistingEffortsRatherthanaskingforemployeestodosomethingentirelybrandnew,findwaystoaugment

yourexistingsupportstrategiesthroughsharedknowledge.Forexample,ratherthansendinga

lengthyemailregardingaprocesschange,usetheemailasanotificationandlinkreaderstoa

morein-depthresourcewithinyourknowledgesharingplatform.Helpemployeesslowlyshift

theirbehaviorstowardsyourdesiredknowledgesharingexperiencewhileremainingflexibleto

feedbackalongtheway.

5) AugmentRatherThanReplace

Peoplerespondtochangeintheirownwaysandatvaryingpaces.Ratherthanimmediately

replacingpastresourcesandprocesseswithyournewstrategy,planforanoverlapthatwillhelp

employeesshiftontheirown.Atthesametime,don’tallowfortoomuchreplicationofeffortor

contentmanagementdifficulties.Provideatransitionalcushionbutbeclearaboutthetimeline

forrequiredchange.

Knowledge Sharing Strategy Worksheet

Usethistemplatetooutlinethebasiccomponentsofyourknowledgesharingstrategy.You

shouldalsobuildyourowntemplatebasedontheuniqueneedsofyourorganization.

Audience/UseCase:___________________________________________________________

Objective(s):__________________________________________________________________

DesiredExperience:____________________________________________________________

____________________________________________________________________________

SharingModel: CENTRALIZED DISTRIBUTED OPEN

DesiredUserBehaviors:_________________________________________________________

_____________________________________________________________________________

Influencers

NAME ROLE INFLUENCE

PotentialRisks/Objections:_______________________________________________________

_____________________________________________________________________________

Technology:___________________________________________________________________

MotivationalTactics:____________________________________________________________

_____________________________________________________________________________

Day1Content

TOPIC CONTENTTYPE VALUE

EssentialRoles

CONTRIBUTORS

CURATORS

COMMUNITY

MANAGERS

MODERATORS

ADMINISTRATORS

CommunicationPlan:____________________________________________________________

______________________________________________________________________________

Final Thoughts from JD IwishIcouldhavetitledthisworkshop“5EasyStepstoImplementinga

SharedKnowledgeStrategyinYourOrganization.”However,mypractical

experiencealongwiththecontinuedstrugglesofthemajorityoffrontline

employeesacrosstheglobetellmethatsharedknowledgeisn’tasimple

topic.Ihopeourconversationalongwiththesematerialshaveprovidedyou

withnewinsightintothepotentialforknowledgesharinginyourworkplace.

Hereareafewlastthoughts…

L&Ddoesnotownworkplaceknowledge.Wearesimplyinauniquepositiontoidentifythevalue

andbeginourre-imagination.Wemustcontinuetoinfluenceandleveragepartnersinorderto

establishsharedknowledgeasthefoundationofourmodernlearningecosystems.

Thisisn’taboutsociallearning.Alllearningissocial,meaning“sociallearning”isredundant.

Sharedknowledgegoeswellbeyondtherealmofworkplacelearningandplaysanintegralrolein

ouremployees’day-to-dayperformance.RatherthanmakeL&Dthecenterpieceofshared

knowledge,wemustfosteraculturalshifttowardsopennessandtrustthatwecanthenleverage

tomakeourlearninginitiativesthatmuchmorevaluableandsustainable.

L&Dshouldbeginwiththeeveryday.Wetoooftenspendourtimefocusedonmajor

organizationalinitiativesandprogrammaticdeliveries.Toproviderealvaluetofrontline

employees,L&Dshouldfocusonsupportingtheireverydayneedsfirst.Thisiswhereshared

knowledgecanplayahugepartinevolvingtheroleofL&Dintheworkplace.Oncewehave

establishedourabilitytohelppeoplewhentheyneedusmost,wecanshiftourfocustomore

prescriptiveandaspirationallearningefforts.

Knowledgesharingisn’tabouttechnology.Technologyplaysamajorroleinamodernknowledge

sharingstrategy,butitshouldnotdriveyourdecision-making.Rather,youmustidentifythe

potentialofsharedknowledgetohelppeopledotheirjobsanddesigntheoptimalexperience.

Then,youmustfindandemploytheright-fittechnologytobringyourexperiencetolife.

Platformswillcomeandgoastechnologyrapidlyevolves,butthevalueofsharedknowledge

shouldremainregardless.

Todayisjustpartofthejourney.Inthespiritofeatingourowndogfood,wemustremember

thattransformationdoesn’thappeninaday.Ihopethisworkshophaspushedyouabitfurther

downthepathtowardsimprovingyoursharedknowledgestrategyandoveralllearning

ecosystem.Ialsohopeyouwillcontinuethisconversationbysharingtheseideasandmaterials

withyourteams.Also,feelfreetoreachoutusingthecontactinformationprovidedinthis

packet.Iammorethanhappytofurthercontextualizethisinformationandhelpoutasyoubring

ittolifeforthebenefitofthepeopleyousupporteveryday.

Thank you for your time and contributions. Best of luck! JD

Recommended Resources

Here’saquicklistofresources,includinglearningprofessionals,blogs

andbooks,thatprovidedinspirationforthisworkshopandcan

supportyourcontinuedexplorationofthepowerofknowledge

sharinginworkplacelearningandperformance.

People

§ JaneBozarth(@JaneBozarth)

§ JaneHart(@c4ltp)

§ JulianStodd(@julianstodd)

§ MarkBritz(@britz)

§ MarcRosenberg(@marcjrosenberg)

§ CentreforLearning&PerformanceTechnologies

www.c4lpt.co.uk/blog

§ JulianStodd’sLearningBlog

julianstodd.wordpress.com

§ MisadventuresinLearning

davidkelly.me/blog

§ TheSimpleShift

marbritz.com

§ WorkinginPerpetualBeta

jarche.com

§ LearningonDemandbyReubenTozman

§ RevolutionizeLearning&Development:PerformanceandInnovationStrategyfor

theInformationAgebyClarkQuinn

§ ShowYourWorkbyJaneBozarth

§ SocialLearningHandbookbyJaneHart

§ WorkingOutLoudbyJohnStepper

NOTES _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________

JD Dillon Principal Learning Strategist Axonify

JDDillonhasspent15yearsdesigningand

implementinglearningandperformance

strategiesforrespectedglobalorganizations,

includingTheWaltDisneyCompany,Kaplan,

Brambles,andAMCTheatres.Withhis

practicalapproachanduniqueabilityto

integratescience,technology,storytelling,

andpurecommonsense,JDdeliversmodern

solutionsthatenableemployees,improve

organizationalperformance,anddrive

businessresults.

InhiscurrentrolewithAxonify,JDworkswithanaward-winningteamtoboostemployee

knowledgeandperformanceforleadingorganizationsthroughtheapplicationofmodern

learningpracticesandcutting-edgetechnology.

JDisapopularconferencespeakerwhoisknownforhishigh-energy,humor-filleddeliverystyle

aswellashisrelatablestoriesandpracticalexamples.HealsosharesongoinginsightsonhisJust

CuriousLearning+PerformanceBlogandwritesamonthlycolumnforLearningSolutions

Magazinetitled‘InRealLife.’

RESOURCES

§ Flipboard:flipboard.com/@jddillon

§ SlideShare:slideshare.net/JDDillon

§ LearnGeekSlackTeam:learngeek.slack.com(invitesavailableuponrequest)

CONTACT

§ Email:jdillon@axonify.com

§ PersonalWebsite:jddillon.com

§ CompanyWebsite:axonify.com

§ Twitter:@JD_Dillon

§ LinkedIn:https://www.linkedin.com/in/jddillon

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