contact: 1-866-amplifi [email protected] copyright 2004 michael d. kull hearing hidden stories...

Contact:[email protected]

Copyright 2004 Michael D. Kull

Hearing Hidden StoriesHearing Hidden Stories

Michael D. Kull, Ph.D.Principal, AMPLIFI


Copyright 2004 Michael D. Kull2

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1. What is the knowledge structure of the KM community of practice?

2. How do stories build coherence within a community of practice?

3. How can storytelling help to build viable communities of practice?

Research QuestionsResearch Questions



How does a community of practice know what it knows?Historical case study of Knowledge Management as a CoP.Semi-structured, in-depth video interviews of 100+ to 28 participants.Participants interviewed on digital video.Two guiding frameworks to aid theory/practice development.

Research Methods Research Methods



Jerome Bruner argues for two modes of knowing. Logo-scientific mode: well-established; represents a search for truth-conditions of propositional/hypothetical claims.Narrative mode: largely repressed in science; represents cultural meaning-making expressed through literature and the oral tradition.

Two frameworks for interpretationParadigmatic taxonomy, guided by Kuhn’s disciplinary matrix, represents a comprehensive knowledge map.Narrative typology, emerged from the data through classification of cultural story types.



Domain (paradigm) knowledgee.g. policy, procedures, rules, methods, “scientific” data

Field (narrative) knowledgee.g. stories, beliefs, contextual experiences and interpretation

decontextualization

recontextualization



Paradigmatic/Domain Knowledge

Generalizations SchemasShared ValuesExemplarsPuzzlesTechniquesArtifacts

Narrative/Field Knowledge

MetastoriesMythsPlotsScriptsAccountsAllegoriesAdages



Example: KM is not a good term…Karl-Eric Sveiby

Generalizations organized by:

Definitions of knowledge managementDefinitions of knowledgeKnowledge distinctions

Generalizations(Paradigmatic)

Terms and expressions often stated as propositions or logical identities; these define the equalities, states, and other conditions of symbolic significance to the community, and they serve to anchor communications among community members.

GeneralizationsGeneralizations

Paradigmatic Taxonomy

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Example: …there are four aspects to KM…Karl Wiig

Schemas organized by:

ModelsFrameworksMetaphors

Schemas(Paradigmatic)

Commitments to certain ways of thinking expressed as theories, models, frames, analogies, metaphors, and other belief structures, which serve to bound phenomena and supply the community with preferred, plausible, or permissible representations.

SchemasSchemas


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Example: …the way we work around here…Hubert Saint-Onge

Values organized by:

The Value ConceptCultural ValuesAccrued Benefits

Values(Paradigmatic)

Statements such as “should” and “ought” that express an obligation, ideal or desired end, and serve to help community members characterize issues, weigh their consequences, and choose among competing traditions of performance.

ValuesValues


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Example: Three classes of companies…David Coleman

Exemplars organized by:

ExplorersPioneersSettlers

Exemplars(Paradigmatic)

Examples and cases of ideal or archetypical problem-solutions regarded as demonstrations of empirical success, which serve to typify situations and merits and are often used to introduce new members to a community.

ExemplarsExemplars


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Example: 90% people, 5% technology, 5% magic...Bob Buckman

Puzzles organized by:

GeneralizationsSchemasValuesTechniquesArtifacts

Puzzles(Paradigmatic)

Questions of interest or concern, usually posed as mysteries, obstacles, dilemmas or problems without current solutions, but often with clues to the range of admissible solutions, which serve to motivate the investigation of theory and guide experimentation.

PuzzlesPuzzles


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Example: A technology teaser…Shereen Remez

Techniques organized by:

Execution techniquesEvaluation techniquesCommunication techniquesOther techniques

Techniques(Paradigmatic)

Acts performed to accomplish a familiar task or create artifacts, often given a label, and expressed as tips, steps, or instructions, which serve to provide community members a repertoire of ways to demonstrate competence as well as persuade outsiders.

TechniquesTechniques


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Example: The InternetSteve Cranford

Artifacts organized by:

TechnologyEnabling Environments

Artifacts(Paradigmatic)

Reifications, especially tools, technology, media, systems and settings, that both enable and result from the work of community members and which serve to center discussions of work product.

ArtifactsArtifacts


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Example: From document management to KMDavid Weinberger

Metastory identifiers:

HistoryFutureNature

Narrative Typology

Metastory(Narrative)

A story that describes itself. A metastory represents the expositional narratives that provide a true account of the history, future, and the nature of the community as a discipline.

MetastoriesMetastories

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Example: “The Knowledge Economy”Larry Prusak

Myth identifiers:

The Knowledge AgeA New EnlightenmentNatural EvolutionGlobalizationTurbulent TimesDownsizingFree Agent NationThe Information GlutThe Knowledge DearthHeroes

Myth(Narrative)

A popular tale of indefinite origin that has become associated with a phenomenon, event, person, institution or other agency, especially one considered to illustrate a cultural ideal or a state of nature. Myths serve to establish why the world is as it is, why things happen as they do, as well as provide the rationale for customs and observances, and the sanctions for the rules by which people conduct their lives.

MythsMyths

Narrative Typology

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Example: “Living a Lie”Verna Allee

Plot identifiers:

Living a LieWho's Afraid of the CKO?The Dark Side of KMLet's take the ShortcutBrother, Can You Spare Some Knowledge?Build IT, and They Will ComeThrough the Eye of a NeedleBusiness as Usual?Turning Lead into Gold

Plot(Narrative)

A plot is a recurring narrative involving conflict, tension or present obstacles in the path of an agency achieving a goal. Plot generally takes its impetus from conflict: a clash of actions, ideas, desires, or wills. This conflict can be physical, mental, emotional, or moral.

PlotsPlots

Throw out the Cookbook!Old Wine, New BottlesThe Right Tool for the Right JobBaby Steps or One Giant Leap

Narrative Typology

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Example: A production breakdown…Carla O’Dell

Script identifiers:

How to enact a story…A production breakdown…Performance tips and tricks…A call for the right actors…Giving perspective to a role…When to deliver the right lines…Dramatizing motivation…Recommendations for prop designs…

Script(Narrative)

A narrative that outlines a prescribed sequence of physical and speech actions. Often described as an ordered set of rules or method, with expectations of goals, and may include episodes of dialogue around particular settings and roles; includes cues that trigger a script.

ScriptsScripts

Narrative Typology

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Example: Making change at the World BankSteve Denning

Account identifiers:

A Personal JourneyThe Death of Document ManagementMaking Change at the World BankA Different Game PlanTelling Stories in a Community of PracticeRelating Intangibles to the Bottom-LineBeating the CompetitionFrom Pilot Project to Best PracticeGood News and Bad NewsLow Tech Knowledge ManagementThings We Know About MicrosoftTell Me What You're Good AtThe Evolution of Portals

Account(Narrative)

Histories and experiences that describe actual events, actions, and dialogue; performed or witnessed by the speaker (situated), or caused through a third party or other agency (generic).

AccountsAccounts

Narrative Typology

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Example: Story of StoriesSeth Kahan

Allegory identifiers:

"Story of Stories""Joe's Pub""Serendipity""Giving Directions""KM Litmus Test""'Best' Practices?""Managing Ignorance""Scaling the Water Cooler""Mining for Data""Between People's Heads""Knowledge Shared is Doubled""You Never Really Leave"

Allegory(Narrative)

A fictitious or representative narrative that serves as a teaching lesson. Includes parables, fables, and other extended metaphors designed to convey a moral, or typify a situation, or illustrate a lesson, or provide other heuristic value in a dramatic way.

"What's In It For Me?""Rapid Response""Just In Time""Knowledge is Power""Leading by Example""Toe-Dipping""Low Hanging Fruit"

AllegoriesAllegories

Narrative Typology

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Adage identifiers:

"The Right Information to the Right Person at the Right Time""If We Only Knew What We Know""Knowledge is Between the Ears""Knowledge Multiplies When Shared""Knowledge for What?""Reinventing the Wheel""Like Riding a Bike""Paving the Cow Paths"

Adage(Narrative)

A condensed story or saying designed to symbolize or evoke experiences, ideas, or emotions, characterized by the use of language chosen for its sound and suggestive power and by the use of techniques such as meter, metaphor, and rhyme more typical of poetry.

AdagesAdages Example: The Right Information…Sue Hanley

Narrative Typology

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Adopt a “Guerrilla Video” mentality.Start with “shorts” - quick videos that show value.Interview one-on-one, not team meetings.Learn to decontexualize by asking “dumb” questions. Listen and elicit a balance between examples and principles.Interview knowledgable people – little prompting necessary.AVOID: actors, scripting, expensive systems, big productions.KEY ISSUES: Privacy, Accountability, Publicity

Digital Storytelling: Organizational Anthropology Digital Storytelling: Organizational Anthropology and DVand DV



Type of Story What it Means When and to Whom It Is Effective

success stories Stakeholder stories that convey the core values of the organization in a context-specific and personalized manner.

To build identity, credibility, and enthusiasm in the minds of the organization’s stakeholders. Stories may illustrate core values, roles, norms, best practices, belief systems, generalized rules, and give life to the positive experiences made and shared in the course of performing. Excellent for creating cohesion.

lessons learned After action reviews that capture the practices, anecdotes, insights, emotions and reshaped perspectives of team members. May include clients, partners, outside experts, and even family members whom the project may have affected.

Too many projects conclude without reflection on what was done, what could have been done better, and how it was perceived internally and/or how the client evaluated what was done. After action reviews captured on video can be useful for the team for future projects, to help others in the organization benefit from the experience of the team, and even to provide insight to customers on how the organization approaches problems. Extremely effective when trying to convey that even intelligent, competent people sometimes make mistakes, and when trying to convey excitement over unconventional and innovative solutions that emerge.

yellow pages A member directory that includes short video clips of people discussing their expertise areas, roles and obligations.

Useful internally and sometimes externally to personalize the organization to its members and to other stakeholders via a Web portal. When combined with competency mapping and indexing, yellow pages offer an effective means for identifying experts, team members, and internal service providers.

champion stories Vignettes that offer the rationale and motivation behind an initiative launch.

Within or across organizations, champion stories can inform strategic partners and potential participants of an initiative may benefit them. Effective when the intention is to build support and attract participants.

orientation tours Video narratives of the corporate sites, client sites, and other locations of interest.

When new people enter an organization, they usually go through some kind of orientation process. Video tours of various sites can provide a visual context for a new member, a new client, or a new strategic partner.

exit interviews Video interviews that correspond to key areas of learning and knowledge in danger of being lost after someone leaves.

As expertise walks out the door, it is becoming more and more essential to capture perspectives and information from the people who are departing. This is arguably one of the most important areas of expertise management. Video clips or images greatly improve the motivation and ability of the expert to leave a legacy.

fireside chats Periodic updates by the senior managers and executives

As part of a newsletter, broadcast, or daily communiqué to the staff to keep people informed of what is going on, why it is important, and how it fits into the strategy.

out-takes Humorous incidents captured on video and posted on the intranet.

As video cameras become ubiquitous, the results can serve to shape a playful, learning culture by allowing people to share funny moments with one another.


Copyright 2004 Michael D. Kull

Storytelling and the Value PropositionStorytelling and the Value Proposition

Michael D. Kull, Ph.D.Principal, AMPLIFI



Act One: The Evolution of Knowledge and the Knowledge of Evolution

Act Two: The Evolution of Storytelling and the Story of Evolution

Act Three: The Evolution of Value and the Value of Evolution

Fade in…Fade in…



Welcome to our shared drama.

ProloguePrologue

All the world's a stage,And all the men and women merely players;They have their exits and their entrances,And one man in his time plays many parts…[Shakespeare, As You Like It]



Knowledge is the illusion of control.

Act One, Scene One: The evolution of Act One, Scene One: The evolution of knowledgeknowledge

Knowledge as categorical associations (what) Knowledge as behavioral pattern recognition (how) Knowledge as value interpretations (why)



Act One, Scene Two: The knowledge of Act One, Scene Two: The knowledge of evolutionevolution

Evolution is the history of knowledge.

Genes: Biological Intelligence

Memes: Collective Intelligence



Act Two, Scene One: The evolution of Act Two, Scene One: The evolution of storytellingstorytelling

Storytelling as a prehistoric mythology: tribal stories around campfires

Storytelling as a pedagogical approach: how/why children learn

Storytelling as a rhetorical device: politicians, social reformers

Storytelling as a therapeutic technique: life stories, social identity

Storytelling as a medium and a message: news, advertising, PR

Storytelling as ethnomethodological sense-making: practice, process

Storytelling as dramaturgical epistemology: performances, roles

Storytelling as a force for organizational evolution: strategy and change



Act Two, Scene Two: The story of Act Two, Scene Two: The story of evolutionevolution

Variation Selection Retention

The Devil: What is the use of knowing?Don Juan: Why, to be able to choose the line of greatest

advantage instead of yielding in the direction of the least resistance.

-- George Bernard Shaw



Act Three, Scene One: The evolution of Act Three, Scene One: The evolution of valuevalue

Never confuse value with its measure.

Value as “The Good” – philosophical/divine good Value as happiness – pain/pleasure, flow, achievement Value as worth – stock value, price, quality control Value as emotional intelligence – social mastery Value as meaning – cultural signs and symbols Value as authenticity – authoring a “true story”



Act Three, Scene Two: The value of Act Three, Scene Two: The value of evolutionevolution

Variation = Invention and Innovation

Selection = Marketing and Competition

Retention = Experience and Expertise



Finale: The Value PropositionFinale: The Value Proposition

…Elicitation that evokes and enacts a good story.

Storytelling Approaches to Create Innovation

Storytelling Approaches to Resonate Mindshare

Storytelling Approaches to Sustain Knowledge



EpilogueEpilogue

Value: a shared story of knowledge evolution

Stories of Strategy Stories of Organizational Learning Stories of Brand Leverage Stories of Social Capital Stories of Stakeholder Development Stories of Cultural Authenticity

What is the meme? Variation: is it new? Selection: does it resonate? Retention: will it sustain?



Fade out…Fade out…

Interview for cultural narratives within CoPsElicit success stories and lessons learnedListen for guiding principles/experiencesOrganize by evocative themes; title the storyCommunicate results via all available media Link to recruitment, training, professional development, internal/external communication and change initiatives, product/corporate/talent branding; make freely availableEnact an initiative that “re-enacts” the story

Elicit, Evoke, Enact!

Share the story. Amplify knowledge.Share the story. Amplify knowledge.



““The Right Information to The Right Information to the Right Person at the the Right Person at the Right Time”Right Time”

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contact: 1-866-amplifi [email protected] copyright 2004 michael d. kull hearing hidden stories...

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