channeling insight into action for km world 111103 v2

Channeling

Insight Into

Action Using Knowledge Jam to

share hidden know-how

KM World, November 3, 2011

Kate Pugh

AlignConsulting and Columbia University

[email protected]

www.alignconsultinginc.com

Sharing Hidden Know-How (Jossey-Bass, 2011)

(c) 2011 AlignConsulting 1

mailto:[email protected]

http://www.alignconsultinginc.com/

http://www.amazon.com/Sharing-Hidden-Know-How-non-Franchise-Leadership/dp/0470876816/ref=sr_1_1?ie=UTF8&s=books&qid=1295578223&sr=1-1



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??

2 (c) 2011 AlignConsulting

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?


Theme 1: What’s at risk? Why is

Knowledge Jam useful?


When is Know-how a ―flight risk‖?


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


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


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?


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.

9 (c) 2011 AlignConsulting 9

Facilitation

Conversation Translation

Knowledge Jam participants

• Knowledge Originators

• Knowledge Brokers

• Facilitator

• Sponsor (not optional)

• Champion (optional)

10 (c) 2011 AlignConsulting 1

0

© AlignConsulting 11

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


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


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

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


Instructional Design

Individual Journaling or Procedure Writing (not in graphic)

IBM Innovation Jam™

Theme 2: How are facilitation and

conversation vital to surfacing insight?




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




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


Facilitating ―subject‖ and ―topic‖ selection


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

© AlignConsulting

Prepare questions that surface insight

21

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)

© AlignConsulting

http://www.knowledgeharvesting.com/

Example: ―Clinical Trial doctor and patient recruitment

best practices‖ Knowledge Jam


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?




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


Sample conversation output: Knowledge

Jam to glean fundraiser’s insights


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)


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


• Non-defensiveness

• Heart-openness

• Systems thinking,

transparency

Conversation dimension #2: Pursuit of

Diversity


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


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‖?




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


Source: Fetchingboston.com

http://fetchingboston.com/services.html

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?


Brokers can learn from research on

scaling global health knowledge


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?


Facilitation

Conversation Translation

Knowledge Jam’s standard practice


*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!


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






Processes


Blind Spots

Boundary-

spanning

Intelligence

Acquisition

Intention


Mismatches

Surfacing

usable

insight

Organization

al Learning

Openness


Jail

Putting

Knowledge

to Work

Collaboration

Technology

Stewardship






Processes


Blind Spots

Boundary-

spanning

Intelligence

Acquisition

Intention


Mismatches

Surfacing

usable

insight

Organization

al Learning

Openness


Jail

Putting

Knowledge

to Work

Collaboration

Technology

Stewardship






Processes


Blind Spots

Boundary-

spanning

Intelligence

Acquisition

Intention


Mismatches

Surfacing

usable

insight

Organization

al Learning

Openness


Jail

Putting

Knowledge

to Work

Collaboration

Technology

Stewardship






Processes


Blind Spots

Boundary-

spanning

Intelligence

Acquisition

Intention


Mismatches

Surfacing

usable

insight

Organization

al Learning

Openness


Jail

Putting

Knowledge

to Work

Collaboration

Technology

Stewardship

Turbo-Charging Social Media initiatives


“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?


1990s 2010s 2000s

Raw skill

Networks and

Relationships

Convening people

and ideas

Facebook, LinkedIn

Twitter

Google

TED

Partners in Health

Nike

Ebay

Amazon

Walmart

CapitalOne

Raytheon

GE

Apple

Hewlett Packard

Compaq

Dot-com “nano” “social”

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.


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


NASA Ask Magazine




http://nonprofitwebinars.com/webinars/9142011-conversation-channels-insight-into-action/

http://www.iveybusinessjournal.com/topics/strategy/knowledge-jam-three-disciplines-to-beat-the-merger-performance-odds

http://www.iveybusinessjournal.com/topics/strategy/knowledge-jam-three-disciplines-to-beat-the-merger-performance-odds



http://hbr.harvardbusiness.org/2008/05/dont-just-capture-knowledge-put-it-to-work/ar/1





http://synch.rono.us/social/blog.nsf/dx/07192010091946AMSLIHMX.htm

http://synch.rono.us/social/blog.nsf/dx/07192010091946AMSLIHMX.htm

channeling insight into action for km world 111103 v2

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