knowledge jam for chicago km 110208

Sharing Hidden Know-How Knowledge Jam Concepts for Chicago KMFebruary 8, 2011

Kate Pugh Align [email protected]

Knowledge Jam for Chicago KM 110208 1

Organizations miss innovation opportunities, waste resources, and put their businesses at risk because they fail to take advantage of the hidden, or “tacit” knowledge in their own networks. Even where they try, failure often results as well-intentioned people don’t capture the right knowledge, or don’t capture enough nuance to make it actionable elsewhere. Knowledge Jam is a novel process for getting out and circulating insight. It stands apart because it is facilitated, collective, and intentionally shares the responsibility for applying the captured knowledge, leveraging Web 2.0 and Enterprise 2.0.

In this session we describe the process, introduce the roles of the key players, and discuss case studies.Look for Sharing Hidden Know-How on bookshelves late March!

Organizations miss innovation opportunities, waste resources, and put their businesses at risk because they fail to take advantage of the hidden, or “tacit” knowledge in their own networks. Even where they try, failure often results as well-intentioned people don’t capture the right knowledge, or don’t capture enough nuance to make it actionable elsewhere. Knowledge Jam is a novel process for getting out and circulating insight. It stands apart because it is facilitated, collective, and intentionally shares the responsibility for applying the captured knowledge, leveraging Web 2.0 and Enterprise 2.0.

In this session we describe the process, introduce the roles of the key players, and discuss case studies.Look for Sharing Hidden Know-How on bookshelves late March!

Topics• What’s not working?• What’s Knowledge Jam?• Case Studies• Discussion

2Knowledge Jam for Chicago KM 110208

If KM is “levering knowledge for business value,” what’s holding us back?


Knowledge “Blind Spots”

Knowledge “Mismatches

”

Knowledge “Jails”

Boundary-spanning

Surfacing usable insights

Putting know-how to Work

We waste time “getting out” hidden knowledge

4Knowledge Jam for Motorola IT110207

Source: Laurence Prusak and Al Jacobson, “The Cost of Knowledge,” Harvard Business Review, November, 2006, Reprint F0611H)

Boundary-spanning

Surfacing usable insights

Putting Knowledge to Work

Simple calcs:

5-15 business days elapsed

•$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 is a “Knowledge Jam”? A formal process for bringing out know-how via

a facilitated conversation between knowers and seekers, with a built-in step to circulate or “translate” what was learned.

5Knowledge Jam for Chicago KM 110208 5

Facilitation

Conversation Translation


Key interactions in a Knowledge Jam

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

Who Participates in a Knowledge Jam?• Knowledge Originators

• Knowledge Brokers

• Facilitator

• Sponsor (optional)

• Champion (optional)

7Knowledge Jam for Chicago KM 110208 7

1. Select


KJ Feasibility•Participants available? (Stand-in available?) •Participants ready? •Facilitator available?•Knowledge is accessible?•Appropriate “cover” or safety?•Knowledge absorption rate?

Knowledge Impact•Improve efficiency?•Single points of failure?•Product/mkt innovation? •Job satisfaction? •Originators leaving/moving? •Surprisingly successful?•Surprisingly not?

Facilitation [H]Conversation [M]Translation [L]

Portfolio of future Jams

2. Plan

Examples• Content vs. Process • Product vs. Program• Market vs. Industry• Upstream vs. Downstream• Design vs. Execution


Topic/Agenda-Setting

Facilitation [H]Conversation [H]Translation [M]

3. Discover/CaptureMichael Wilkinson’s’ generic information gathering moves:


Help brokers take the lead during such moves

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!

Facilitation [H]Conversation [M]Translation [H]

3. Discover/Capture (cont’d): Sample Output


Topic Comments Summary/ImplicationsWhat we planned in the technical design (compare to what we got/surprises)

Originator 1: The project goal was to do wireless backhaul for all of the proof of concept, but we found out that the 40-ft. masts were not usable. (Can’t hang equipment from them.) We had to use other assets. We added some separate poles.

Available pole structure for Wireless Backhaul may be limited.

Originator 2: Design goal was to have each rail car using Wi-Fi. A stretch goal was overlapping coverage, so that riders could have access from adjacent cars if signal was disrupted. The BOM cars were ok, but the Galley cars (mostly metal), were not ok.

Overlapping Wi-Fi coverage is limited by train construction.

What are installation considerations (physical, power, thermal)?

Originator 1: Installation is a lot more complex than client execs thought: (1) on train: need adequate space; (2) within car: used AC power for the proof of concept, but would normally use DC (cleaner power). We grabbed power off of a lighting circuit; (3) to the trackside: trackside backhaul to the network operating center (NOC).

Help client appreciate installation complexity.

Originator 2: Airflow and temperature are important in the train. Airflow and temperatureOriginator 1: Antennas have to be rugged: This is a harsh environment (antenna lie flat on a metal roof in the hottest part of CA).

Antenna ruggedness

Originator 1: Vibration is a big issue on trains. Things come loose. More along the right of way, ground moves with other passing vehicles.

Vibration tolerance

Originator 2: Support cannot be required: There’s no one on the train who can support this. The system needs to be self-diagnosing.

“Self-healing” requirement

Originator 1: Installation is a true “construction project.” We barely scratched the surface during the proof of concept. It’s much more regulated in real life.

Construction regulations

First Example of Wi-fi on Trains (Pilot at Intel)

Facilitation [H]Conversation [M]Translation [H]

4. BrokerBrokers’ roles• Knowing / Representing

the Knowledge-Customer or “Seeker”

• Transforming Content• Promoting Translated

Knowledge • Handling Knowledge

perish-ability• Being a change agent!


Facilitation [L]Conversation [M]Translation [H]

5. Reuse


Results from Typical Scrap Improvement

Cycle

Results from Knowledge Jam-

Informed Scrap Improvement

CycleInvestment

Knowledge Jam related (participants’ time through the KJ cycle, Jam-related collaboration technology improvements)

(0) (20)

Seeker organization (design and tests of new formulations and new materials handing; adjustments to process and machinery for materials preparations, tolerances, temperatures; training)

(50) (100)

Subtotal, Investment (50) (120)First Year Contribution to Margin

Materials and Scrap, net 100 300Production Labor, net 50 100Maintenance labor and equipment, net 50 100

Subtotal, Contribution to Margin 200 500Total Year 1 Benefits $150 $380

Production Facility Benefits (Costs), in thousands (KJ Planner and Seeking Org team up to create something like this) [Illustrative]

Deep Dive: Facilitation• Prioritizes• Coordinates• Sets Tone• Convenes• Presides• Models• Probes• Captures• Summarizes• Nudges• Measures


Carry knowledge to other teams

Bring in Knowledge Brokers from other teams; Plan Topics with Originators, Brokers

Assist brokers in translating new knowledge

Participate in Project or knowledge domain “Portfolio” discussions; Select projects to J am;

Facilitate Discover/ Capture

Event

1 2

3

4a 4b“Oscar The Facilitator”

Deep Dive: Conversation

15Knowledge Jam for Motorola IT110207

2. Pursuit of Diversity

Glen Beck!

Paul Krugman!

Gwen Stefani!

Sara Palin!

Robert Reich!

1. Posture of OpennessHonor & Respect

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)

Deep Dive: Translation


Type of Knowledge (illustrative)

Seeker Profile (illustrative) Brokered Form (illustrative)Brokering Vehicle

(illustrative)

Process, e.g., how we ramped up a fabrication

plant

Another region or division planning to

build a fab

A process flow, e.g., with process step

annotation

Plant engineering tools’ process flow, video

Product, e.g., how we defined a product map

Another product team building a similar

product

Definitions of features, feature prioritization,

template

Product strategy presentations

Market, e.g., how our target customer

segment responded to an offer

Customer Service organization evaluating

staffing levels

Sales log, “trial offer” notes and anecdotes

Customer Service Representative (CSR) screens incorporating

segment-related business intelligence

Program, e.g., how we taught our special needs kids math

Another school district educating Special

Needs

Annotated curriculum, lesson plans, video

Online district-wide sample curriculums,

teacher training resources

Organization, e.g., how we managed internal stakeholders during a

restructuring

Change management teams for a

restructuring in another division

Stakeholder matrix, organization plan, message samples,

reflections

Online transition kits

Knowledge Jam Illustrations


Case StudiesBioproducts Research

Once NSF funding was exhausted, must shift from

academic “initiative” to multi-party “institute” for

commercialization. Team’s native market competencies were not known, repeatable

Healthcare Quality Imp.

An average of 1 year for team ramp-up costs resources, confidence, and lives. Yet,

“positive deviant” hospital teams had significantly lower

“gel”-time (integrate & practice quality

recommendations)


Case Study: Biofuel/Bioproducts Institute Knowledge Jam• Situation: Energy research program

was shifting from academic “initiative” (NSF-funded) to “institute”

• Burning Question: What can we glean from first 3 years of running the initiative to “hit the ground running” with the institute

• Select/Plan before Knowledge Jam Event: 2.5 months

• Participants (~20): Chem engineers, chemists, sociologists, economists, business sponsors, industry associations

• A Big Insight: Broadcast roadmaps (multi-dimensionally)

• Result: Well-prepared for Board (which approved), project funding/staffing diversification


Case Study: Healthcare Quality Non-Profit Knowledge Jam• Situation: Need to accelerate 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,

faculty, non-profit’s program designers• A Big Insight: Must “gel” intentionally (process, people,

technique), but informal storytelling sticks• Result: “Gelling” added to org-wide design model


Discussion


Comparing Knowledge Jam to Other Capture-Transfer Methods

Facilitation

Conversation

TranslationOrganizational Learning Collaboration Technology

Intelligence Acquisition

Search/AlertsAfter Action ReviewMentoringDiscussion ForumsWikis

Reporting InterviewAppreciative InquiryKnowledge Harvesting

Community of Practice

Knowledge Jam

Peer Assist

22Knowledge Jam

Instructional Design

Individual Journaling or Procedure Writing(not in graphic)

IBM Innovation Jam™

Sample SubjectsAccelerating Product, Market and Segment

Innovations Maximizing Combined Knowledge in Mergers

RestructuringsOffshoring and Outsourcing Overcoming Info-Glut / Jumpstarting Social

Media initiativesSmoothing Executive Transitions Smoothing Team TransitionsTapping Into Sales insights


What resonates for you?1. Where are you seeing facilitation work in a way that

zeroes in on tacit knowledge?

2. Where are conversations getting out the important context? Online? Real-time?

3. Do you have a translation role? Is it a human? A subscription?


Let’s Jam!


Kate Pugh, AlignConsulting• Kate has 16 years of consulting and seven years of industry experience. She held leadership positions with Intel Corporation, JPMorgan, and Fidelity. Kate helped run Intel Solution Services’ Knowledge and Process Mgt Group, led Fidelity Personal and Workplace Investments KM program, and initiated and ran the JPMorganChase’s Finance Portal Program.

• Kate has extensive experience with MS SharePoint, Social media, database and collaboration tools. She has (co)designed and managed three major MS SharePoint initiatives. She has also helped launch and/or run over 20 communities of practice, including Intel’s award-winning Enterprise Architects’ community.

• 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 is authoring a book Sharing Hidden Know-How (Jossey-Bass, 2011). She has published in Harvard Business Review, NASA Ask Magazine, The European American Business Journal, and InPharmation.


Some Reading*• Sharing Hidden Know-How (Jossey-Bass, March

2011) http://www.wiley.com/WileyCDA/WileyTitle/productCd-0470876816,descCd-description.html

• “Don’t Just Capture Knowledge – Put It to Work,” Katrina Pugh and Nancy M. Dixon, Harvard Business Review, May 2008. http://hbr.harvardbusiness.org/2008/05/dont-just-capture-knowledge-put-it-to-work/ar/1

• “Knowledge Harvesting Project Knowledge,” Nancy M. Dixon and Kate Pugh, NASA ASK Magazine, Spring 2008. http://askmagazine.nasa.gov/pdf/pdf_whole/NASA_APPEL_ASK_30_Spring_2008.pdf

• Sustainable Communities: To 10 CSFs for Keeping the Faith, July 19, 2010 http://synch.rono.us/social/blog.nsf/dx/07192010091946AMSLIHMX.htm

*Now using “Jam” term instead of “Harvesting”


NASA Ask Magazine

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Documents

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