gamification, behavioural economics and knowledge management - presentation

Smarter Knowledge

Knowledge Management for the Australian Government

Taking Knowledge Management in your organisation to the next level

Dr Michael Nelson, Director, SmarterKnowledge

10-11 October 2013, Rydges Capital Hill, Canberra

© 2013 SmarterKnowledge

Smarter Knowledge

Agenda

2

09:00 - 09:30 Introductions and expectations

09:30 - 10:00 Knowledge Management hurdles

10:00 - 10:30 Gamification in Knowledge Management

10:30 - 10:45 Break

10:45 - 11:15 Behavioural Economics in Knowledge

Management

11:15 - 11:45 Knowledge Management and Decision

Making

11:45 - 12:00 Wrap-up and Q & A


Smarter Knowledge

Agenda

3




10:30 - 10:45 Break


Management


Making

11:45 - 12:00 Wrap-up and Q & A


Smarter Knowledge

Analysis of the most frequently asked KM questions to APQC in 2012 indicates current KM challenges facing organisations

4

COMMON KM HURDLES

Transfer of knowledge 14%

Content management 13%

Strategy & business case 12%

Communities of practice 11%

Culture & change 9%

KM measures & maturity 7%

KM & learning 6%

KM basics 5%

Collaboration 4%

KM challenge statistics adapted from APQC’s analysis of most

frequently asked KM questions to APQC in 2012.

Governance and roles 4%

Enterprise social media 3%

Other 12%

What are the major KM Hurdles

facing your organisation

?


Smarter Knowledge

Agenda

5




10:30 - 10:45 Break


Management


Making

11:45 - 12:00 Wrap-up and Q & A


Smarter Knowledge

Gamification is the use of rewards and competition to drive desired behaviours and outcomes, privately and publically

6

GAMIFICATION EXAMPLES

Private Public


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Private Public


Smarter Knowledge


8


Private Public


Smarter Knowledge

Rewards drive behaviours that address KM hurdles

9

GAMIFICATION IN KM

Identification of errors

Content rating

Expertise profile completion Star

Answering questions

Inter-team interaction

Strategy from reward data

Transfer session participants

Knowledge contribution

Rewards

• Reward points, badges and/or prizes for demonstrating desired behaviours

• Provide rewards relevant to the behaviours

• Rewards can be used for recognition or as virtual currency

• Special campaigns target specific goals or weaknesses

CRITICAL SUCCESS FACTOR

Somewhere to collect the rewards


Smarter Knowledge

Rewards drive behaviours that address KM hurdles

10

GAMIFICATION IN KM

Identification of errors

Content rating

Expertise profile completion Star

Answering questions

Inter-team interaction

Strategy from reward data

Transfer session participants

Knowledge contribution





Culture & change 9%


KM & learning 6%

KM basics 5%

Collaboration 4%



Other 12%


Smarter Knowledge

Competition has a multiplier effect on reward impacts

Competition

• Leaderboards drive competition and acknowledge leaders

• Peer leaderboards level the field (by level, role, team)

• Acknowledge immediate and cumulative achievements

• Use inter-team leaderboards for teaming

• Reset leaderboards frequently to renew interest

Knowledge transfer, knowledge contribution

Levels (SES, EL, APS), role (admin, corporate, policy)

Drive behaviour today, and acknowledge long-term effort

Teams compete for bonding, within or across departments

Encourage new entrants

11

GAMIFICATION IN KM

CRITICAL SUCCESS FACTOR Somewhere to display the comp


Smarter Knowledge

Incentives have a long history with KM, but their complexity and impact is increasing with gamification approaches

12

GAMIFICATION IN KM – EXAMPLES

• Situation: Cloud based call centre

• Complication: Motivating and engaging 20,000 distributed, independent, competing agents

• Solution: A motivational social hub where independent agents learn, earn and showcase their accomplishments

• Outcomes: Onboarding 160 to 14 hours, participants outperform


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• Situation: 30 years of supporting customer communities

• Complication: Moving to a new community platform, myCA

• Solution: CA Champions Program to influence participation and identify internal and external experts

• Outcomes: Unexpected experts, 57 – 600% discussion increases


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• Situation: UK Department of Work and Pensions

• Complication: Poor management of ideas

• Solution: An innovation market game. Points for ideas and throughout lifecycle. Use points to invest in ideas. Shareholders rewarded.

• Outcomes: Ranked ideas. > £21m benefits generated. Adopted elsewhere


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Can Gamification address your KM Hurdles

?


Smarter Knowledge

Agenda

16




10:30 - 10:45 Break


Management


Making

11:45 - 12:00 Wrap-up and Q & A


Smarter Knowledge

Agenda

17




10:30 - 10:45 Break


Management


Making

11:45 - 12:00 Wrap-up and Q & A


Smarter Knowledge

Behavioural Economics combines psychology and economics to take advantage of irrational, but predictable decision making

18

BEHAVIOURAL ECONOMICS EXAMPLES

19

Source: Six ways our brains make bad financial decisions DAN ARIELY AND NINA MAZAR The Globe and Mail January 25 2013

http://www.theglobeandmail.com/report-on-business/rob-magazine/six-ways-our-brains-make-bad-financial-decisions/article7859455/

http://www.theglobeandmail.com/report-on-business/rob-magazine/six-ways-our-brains-make-bad-financial-decisions/article7859455/


Smarter Knowledge

Behavioural Economics influences decisions, driven socially, by willpower, or by risk/reward

20

BEHAVIOURAL ECONOMICS EXAMPLES


Smarter Knowledge

Guilt and nudges are two ways Behavioural Economics can subtly encourage the desire to contribute knowledge …

21

BEHAVIOURAL ECONOMICS IN KM

Conditional Cooperation

• Individuals sacrifice their own interests for the sake of the greater good, but only if others will too

Nudges

• Nudging individuals towards making particular choices by changing the environment and information, without restricting freedom of choice

Guilt employees into contributing by communicating what the average employee has contributed

Show real-time contributions on the intranet homepage, and reward first contributions of the week

… similar to …

… similar to …


Smarter Knowledge

… while convenience and choice simplification minimises aborted efforts

22


Convenience

• People do what is easy, and don’t do what is difficult

Choice Overload

• Too many choices impacts decision quality

When staff log-on ask them if there are KM tasks they need to complete

Make the most important knowledge (e.g. policies and procedures) the easiest to find

… similar to …

… similar to …


Smarter Knowledge

Behavioural Economics addresses similar KM hurdles to Gamification, but in a more subtle manner

23






Culture & change 9%


KM & learning 6%

KM basics 5%

Collaboration 4%



Other 12%

Can Behavioural Economics

address your KM Hurdles

?


Smarter Knowledge

Agenda

24




10:30 - 10:45 Break


Management


Making

11:45 - 12:00 Wrap-up and Q & A


Smarter Knowledge

Supporting Decision Making is an implicit Knowledge Management goal, and a focal point for research

25

KNOWLEDGE MANAGEMENT AND DECISION MAKING

However, Decision Making is not currently an explicit focus for KM


Smarter Knowledge

An increased role in Decision Making support is the next frontier for Knowledge Management

26


Suggestion Structuring


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Suggestion Structuring


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Is KM improving

decisions in your

organisation

?


Smarter Knowledge

Agenda

29




10:30 - 10:45 Break


Management


Making

11:45 - 12:00 Wrap-up and Q & A

gamification, behavioural economics and knowledge management - presentation

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