channeling insight into action for km world 111103 v2
TRANSCRIPT
Channeling
Insight Into
Action Using Knowledge Jam to
share hidden know-how
KM World, November 3, 2011
Kate Pugh
AlignConsulting and Columbia University
www.alignconsultinginc.com
Sharing Hidden Know-How (Jossey-Bass, 2011)
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Can you remember that day when…
• Conversation flowed
• Diverse views
sharpened the thinking
• Whims morphed into
shared plans
• Relationships emerged
or strengthened
…and insight was
channeled into action??
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Channeling insight into action! Theme 1: What’s at risk? Why is Knowledge Jam
useful?
Theme 2: How are facilitation and conversation vital to
surfacing insight?
Theme 3: How does translation ―channel insight into
action‖?
Theme 4: How can these three disciplines improve
social media and beyond?
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Theme 1: What’s at risk? Why is
Knowledge Jam useful?
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When is Know-how a ―flight risk‖?
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Merger integration
Large-scale transformation
Exec./Team Transitions
New Product Development
Offshoring/Outsourcing
Sales ―positive deviants‖
Social Media and other
large-scale change
initiatives
75% orgs share tacit knowledge, but 2/3 of
initiatives are isolated or bilateral
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Nonprofit Webinar 9/14/11: ―How do you or your organization share tacit knowledge?‖ 28 responses, multiple selects. 24% not
sharing tacit knowledge at all.
76% are
doing
something!
After action review, post-mortem, or
similar process
36%
Mentoring 31%
Story telling
process 19%
Social media 14%
How do you share Tacit Knowledge ?
$17 million opportunity cost (est.) for
every thousand knowledge workers
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Source: Laurence Prusak and Al Jacobson, ―The Cost of Knowledge,‖ Harvard Business Review, November, 2006, Reprint F0611H)
Search
Negotiate
time from
experts
Ask, Elicit
(Boundary Spanning,
Surfacing Usable
Insights)
Interpret, Adapt
(Put Knowledge to Work)
276 min (46%) 228 min (38%) 60 min
(10%) 36 min
(6%) $1,700 per knowledge transaction
Kate Pugh’s calculations $200/hr, 10hrs/interaction, 10 interactions/yr; $200 x 100 x 84% = $16,800/year one typical employee spends in these time-sinks annually
What are the competencies we need?
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Knowledge “Blind Spots”
Knowledge “Mismatches”
Knowledge “Jails”
Knowledge Jam defined Knowledge Jam is a process for bringing out
know-how via a facilitated conversation between “originators” and “brokers,” with a built-in step to circulate or “translate” what was learned.
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Facilitation
Conversation Translation
Knowledge Jam participants
• Knowledge Originators
• Knowledge Brokers
• Facilitator
• Sponsor (not optional)
• Champion (optional)
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0
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Knowledge Jam propels toward action
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
Sample Knowledge Jams
12 Novozymes KN and KJ Discussion 110926
Recent AlignConsulting Knowledge Jam Subjects
Company Subject
Consumer e-market maker Accelerating and informing media plan for launch
Fidelity Investments Relocating IT support and reducing risk
Forest Bioproducts
Research Institute
Planning approach to major structural transition
Hitachi Data Systems Decentralizing knowledge process, ownership
Institute for Healthcare
Improvement
Spreading healthcare quality improvement
strategies
Intel Solution Services Improving consulting service models, speed sales
International NGO Improving program decision-making
Non-profit Gleaning insights from retiring exec, transitioning
Case Study: Consumer e-market maker
Knowledge Jam
• Situation: Need to accelerate planning for entry into
selected metro market
• Burning Question: What social and traditional media mix?
• Select/Plan before Knowledge Jam Event: 1 month
• Participants (~10): Social media
partners, market regulatory and
legal experts, sales process experts
• Result: New awareness of market
liabilities in proposed
social/traditional media scenario;
decision to select another
geographic market
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Case Study: Institute for Healthcare
Improvement Knowledge Jam
• Situation: Need to accelerate perinatal 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, non-profit’s
program designers and faculty,
• Result: ―Gelling‖ added to org-wide
design model
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Jamming with the Institute for Healthcare Improvement ― (NASA Ask Magazine, Winter,
2011) http://www.nasa.gov/offices/oce/appel/ask/issues/41/41i_jamming.html
Comparing Knowledge Jam to Other
Capture-Transfer Methods
Facilitation
Conversation
Translation Organizational Learning Collaboration Technology
Intelligence Acquisition
Search/Alerts Clipping services
After Action Review Mentoring Discussion Forums Wikis
Reporting Interview Appreciative Inquiry Knowledge Harvesting
Community of Practice
Knowledge Jam
Peer Assist
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Instructional Design
Individual Journaling or Procedure Writing (not in graphic)
IBM Innovation Jam™
Theme 2: How are facilitation and
conversation vital to surfacing insight?
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1. Select 2. Plan3. Discover/
Capture4. Broker 5. Reuse
Scope,
Sponsor
Get partici-
pants, topics
Facilitate
conversation
Translate and
circulate
Apply and
measure
Facilitators manage process, context Facilitator..
• Prioritizes
• Coordinates
• Sets Tone
• Convenes
• Presides
• Models
• Probes
• Captures
• Summarizes
• Nudges
• Measures
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1. Select 2. Plan3. Discover/
Capture4. Broker 5. Reuse
Scope,
Sponsor
Get partici-
pants, topics
Facilitate
conversation
Translate and
circulate
Apply and
measure
What (or who) is at risk?
Source: Andrew Parker, Stanford University
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Facilitating ―subject‖ and ―topic‖ selection
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Collabo-
ration
Learn
from
Failure
LEAN
manufac-
turiung.
Setting
Mgt.
Expecta-
tions Customer
Retention /
Sales
Cycle Shorte-
ning
Learning
Curve
Subject: Employee Retention Subject:
Growth
and
innovation
Subject:
Cycle time
Topics
Success-
ion
Planning Topics
Topics
Planning topics: MECE
Examples
• Content vs. Process
• Product vs. Program
• Market vs. Industry
• Upstream vs. Downstream
• Design vs. Execution
20
Topic/Agenda-Setting
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Prepare questions that surface insight
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Knowledge
Type
Sample Questions That Can Be Adjusted to Scenario
Declarative What do we have today? What are the features, services,
target customers?
Procedural What planning method or rule of thumb did you use? What
are the steps?
Conditional When would you choose each option? What triggers you to
choose a particular approach?
Social What about the politics or your networks influenced how you
went about this? In general, whom do you engage in direction-
setting? Why?
Systemic What other programs, roles, emotions, processes influenced
your planning, and how? Is there a feedback loop? How does
that particular experience size up to others you’ve done or
seen?
Knowledge Types are described by Larry Todd Wilson in www.knowledgeharvesting.com (Product scenario)
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Example: ―Clinical Trial doctor and patient recruitment
best practices‖ Knowledge Jam
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High
Low
Low High
Feasibility
1. Option 1: Walk through
the process
2. Option 2: Discuss each
doctor trait, where to
find them
3. Option 3: Drug types
and specialties
Imp
act
Process for
identifying
doctors
Trial protocols
development
(already
documented)
Process for
identifying
patient
populations
Process for
educating docs
once chosen
Subject Choices: Topic Choices:
Theme 2 (cont’d): How are facilitation
and conversation vital to surfacing
insight?
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1. Select 2. Plan3. Discover/
Capture4. Broker 5. Reuse
Scope,
Sponsor
Get partici-
pants, topics
Facilitate
conversation
Translate and
circulate
Apply and
measure
Conversation: Ground Rules
1. Common curiosity
2. Use data
3. Drive for clarity not judgment
4. Speak one’s truth
5. Ask for permission to digress
6. Pay respect / don’t interrupt
7. Pay attention
8. Said here, stays here
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Sample conversation output: Knowledge
Jam to glean fundraiser’s insights
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Topic (sample)
Comments Summary/ Implications
Plank 1: "Investing in the Future Donor Base" (e.g., non-donors, younger donors, stretch giving)
Broker 1: We are working on a number of things for this phase of the 2010 campaign. We call them Planks. The first plank is about expanding to future donors.
Originator: We get young students involved in solicitation. We have a phonathon and 30-50 people come. We give them food, drink (not too much). We see a lot of camaraderie. It can be great for training students to be agents. I’d love to have us train a bunch and select them as a “team” who stay with the annual fund for year.
Broker 1: Our team mate has shown us that the younger classes don’t like the phones. And even some older classes like connecting at least in part with email. What about using social media like Facebook?
Originator: I’m not big into that, but others are. Anything that makes them feel wanted is good. I was surprised how much the male alums had a ball together on the phones.
Phonathons may train students as future Agents.
Consider having a recent alum phonathon
Keep up the interactions, the “fun” as solicitation moves to non-phone (e.g., social) media.
Facilitating Discover/Capture: Evoke
tone, meaning
Michael Wilkinson’s’ generic information gathering moves (Secrets of Facilitation, Jossey-Bass, 2004)
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Float—–
―What about. . . ?
What are the
benefits?‖
Tag Question—
―That’s
important,
isn’t it?‖
(warms
people up) Prompt
Question—
–―What else
might come
into play?‖
Leading Question—
―Are there
solutions in the
area of. . .?‖
Playback—
―Let me try to
restate that. . . .‖
Redirect—
―Good point.
Can we put
that in the
parking lot?‖
Indirect Probe—―
And the reason
you did that is. .
. .‖
Direct Probe—―
Why is that
important?‖
Thank
You!
Conversation dimension #1: Posture of
openness
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• Non-defensiveness
• Heart-openness
• Systems thinking,
transparency
Conversation dimension #2: Pursuit of
Diversity
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Glen
Beck!
Paul
Krugman!
Lady
Gaga! Rick
Perry!
Robert
Reich!
―Differences in
heuristics and
perspectives improve
decision-making and
ability to predict.‖
- Scott Page, The Difference
Conversation dimension #3: Practices of
Dialogue
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ListeningSuspension
Respect
Voice
Not assuming
(opposite: Abstraction)
Not judging
(opposite: Certainty )
Appreciating what is
(opposite: Violence)
Sense of agency or authority
(opposite: Idolatry)
William Issacs, Dialogue and the Art of Thinking Together, Currency/Doubleday, 1999.
Theme 3: How does translation
―channel insight into action‖?
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1. Select 2. Plan3. Discover/
Capture4. Broker 5. Reuse
Scope,
Sponsor
Get partici-
pants, topics
Facilitate
conversation
Translate and
circulate
Apply and
measure
Translation tasks of the broker
• Representing the
―seekers‖
• ―Remixing‖ Content
• Promoting learning
• Handling perish-ability
• Measuring impact
• Being a change agent
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Source: Fetchingboston.com
Inspire ―translations‖ • Amyris Technologies: fermentation processes in drug
development was applied to produce biodiesel
• 3M’s hearing aid group learned about aesthetics from
dental prosthetics
• Recreational ammunition cartridges became
oxidized (―looked old‖), so they learned from
L’Oreal’s lipstick
• ―Subscription model‖ (publishing, members’
organizations) was adopted by community farms
• US Postal Service leveraged Nordstrom’s
customer service
• Others?
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Brokers can learn from research on
scaling global health knowledge
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Yamey, Gavin (Evidence to Policy, Global Health Group), ―Scaling Up Global Health Interventions: A Proposed Framework for Success,‖ PLoS
Medicine June 2011, Volume 8, Issue 6. E1001049.
Translation ingredients
Leadership and governance.
Conversation on intervention value
Tailoring to local situation, w/ data
A range of implementers engaged.
Conclusion: Choose a simple
intervention widely agreed to
be valuable, have strong
leadership and governance,
have active engagement of a
range of implementers and of
the target community, tailor the
scale-up approach to the local
situation, and incorporate
research into implementation.”
Theme 4: How can these three
disciplines improve social media and
beyond?
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Facilitation
Conversation Translation
Knowledge Jam’s standard practice
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*Source: Larry Prusak and Al Jacobson, Babson College Working Knowledge Research Center (as published in Harvard Business Review, 2006)
Search
Negotiate
time from
experts
Ask, Elicit
(Boundary Spanning,
Surfacing Usable
Insights)
Interpret, Adapt
(Put Knowledge to Work)
10% 6% 46% 38%
Social Media
Social
Media “Knowledge Jam”
But, Knowledge Jam disciplines can
create new culture!
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DisciplineThorny Problem
AddressedKnowledge Jam Differentiators
Knowledge Jam Heritage
Knowledge Jam Culture
Applicable to other Business
Processes
Facilitation Knowledge
Blind Spots
Boundary-
spanning
Intelligence
Acquisition
Intention
Conversation Knowledge
Mismatches
Surfacing
usable
insight
Organization
al Learning
Openness
Translation Knowledge
Jail
Putting
Knowledge
to Work
Collaboration
Technology
Stewardship
DisciplineThorny Problem
AddressedKnowledge Jam Differentiators
Knowledge Jam Heritage
Knowledge Jam Culture
Applicable to other Business
Processes
Facilitation Knowledge
Blind Spots
Boundary-
spanning
Intelligence
Acquisition
Intention
Conversation Knowledge
Mismatches
Surfacing
usable
insight
Organization
al Learning
Openness
Translation Knowledge
Jail
Putting
Knowledge
to Work
Collaboration
Technology
Stewardship
DisciplineThorny Problem
AddressedKnowledge Jam Differentiators
Knowledge Jam Heritage
Knowledge Jam Culture
Applicable to other Business
Processes
Facilitation Knowledge
Blind Spots
Boundary-
spanning
Intelligence
Acquisition
Intention
Conversation Knowledge
Mismatches
Surfacing
usable
insight
Organization
al Learning
Openness
Translation Knowledge
Jail
Putting
Knowledge
to Work
Collaboration
Technology
Stewardship
DisciplineThorny Problem
AddressedKnowledge Jam Differentiators
Knowledge Jam Heritage
Knowledge Jam Culture
Applicable to other Business
Processes
Facilitation Knowledge
Blind Spots
Boundary-
spanning
Intelligence
Acquisition
Intention
Conversation Knowledge
Mismatches
Surfacing
usable
insight
Organization
al Learning
Openness
Translation Knowledge
Jail
Putting
Knowledge
to Work
Collaboration
Technology
Stewardship
DisciplineThorny Problem
AddressedKnowledge Jam Differentiators
Knowledge Jam Heritage
Knowledge Jam Culture
Applicable to other Business
Processes
Facilitation Knowledge
Blind Spots
Boundary-
spanning
Intelligence
Acquisition
Intention
Conversation Knowledge
Mismatches
Surfacing
usable
insight
Organization
al Learning
Openness
Translation Knowledge
Jail
Putting
Knowledge
to Work
Collaboration
Technology
Stewardship
Turbo-Charging Social Media initiatives
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“Naked” social media
Facilitation Some ―curating‖
Guidelines
Conversa-
tion
Open comments
Multiple locations
Translation RSS Feeds
Adding Knowledge Jam disciplines
Formal selection, business case
Container-building and inclusion
Synthesis
Widened view, non-defensiveness
Cultural and cognitive diversity
Dialogue
Formal broker role to ―translate‖
Reuse measurement
Discussion: Is ―Convening‖ today’s
leadership edge?
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1990s 2010s 2000s
Raw skill
Networks and
Relationships
Convening people
and ideas
Facebook, LinkedIn
TED
Partners in Health
Nike
Ebay
Amazon
Walmart
CapitalOne
Raytheon
GE
Apple
Hewlett Packard
Compaq
Dot-com “nano” “social”
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Kate Pugh, AlignConsulting and
Columbia University • Kate has 17 years of consulting and seven years of industry experience.
She held leadership positions with Intel Corporation, JPMorgan, and
Fidelity. She is on the faculty of Columbia University’s Information and
Knowledge Strategy Masters program, and is author of Sharing Hidden
Know-How (Jossey-Bass, 2011).
• Kate helped run Intel Solution Services’ Knowledge and Process Mgt
Group, led Fidelity Personal & Workplace Investments KM, and initiated
and ran the JPMorganChase’s Finance Portal Program.
• Kate has helped launch and/or run over 20 communities of practice,
including Intel’s award-winning Enterprise Architects’ community.
Sample clients include Fidelity Investments, The Gates Foundation,
Institute for Healthcare Improvement, Medtronic, Mitokine Bioscience,
Project Management Institute, and The World Bank. Kate is on the
Board of Knowledge Mgt. Institute Canada.
• 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 articles in Harvard Business Review, NASA Ask Magazine,
Dashboard Insight, IBM Syn.Chrono.us Blog and Ivey Business Journal.
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Some Reading • Sharing Hidden Know-How (Jossey-Bass,
April 2011)
• Conversation Channels insight Into Action
(Nonprofit Webinar Series recorded
video/webinar, Sept, 2011)
• ―Knowledge Jam: Three Disciplines to Beat
the Merger Performance Odds,” Ivey
Business Journal, July/August, 2011.
• Jamming with the Institute for Healthcare
Improvement ― (NASA Ask Magazine,
Winter, 2011)
• ―Don’t Just Capture Knowledge – Put It to
Work,‖ Katrina Pugh and Nancy M. Dixon,
Harvard Business Review, May 2008.
• Sustainable Communities: Top 10 CSFs for
Keeping the Faith, IBM Synch.rono.us Blog,
July 19, 2010
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NASA Ask Magazine