Knowledge jam for chicago km 110208

Sharing Hidden Know-How Knowledge Jam Concepts for Chicago KM

February 8, 2011

Kate Pugh

Align Consulting

[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!

mailto:[email protected]

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”

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)

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/Implications

What 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 temperature

Originator 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. Broker

Brokers’ 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

Cycle

Investment

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 100 300

Production Labor, net 50 100

Maintenance labor and equipment, net 50 100

Subtotal, Contribution to Margin 200 500

Total 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 Jam;

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 Subjects

Accelerating Product, Market and Segment

Innovations

Maximizing Combined Knowledge in Mergers

Restructurings

Offshoring and Outsourcing

Overcoming Info-Glut / Jumpstarting Social

Media initiatives

Smoothing Executive Transitions

Smoothing Team Transitions

Tapping 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/produc

tCd-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/NAS

A_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/071920100

91946AMSLIHMX.htm

*Now using ―Jam‖ term instead of ―Harvesting‖


NASA Ask Magazine

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






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















http://askmagazine.nasa.gov/pdf/pdf_whole/NASA_APPEL_ASK_30_Spring_2008.pdf

http://askmagazine.nasa.gov/pdf/pdf_whole/NASA_APPEL_ASK_30_Spring_2008.pdf

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

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