Conquering the Digital DivideConquering the Digital Divide“The Role of Storytelling & Computer Networks in“The Role of Storytelling & Computer Networks in

Knowledge Management”Knowledge Management”

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Presented by: Terrence Gargiulo

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SESSION OUTLINE:SESSION OUTLINE:

I.I. Ice Breaker – “Name Story”Ice Breaker – “Name Story”II. Nine Key AssumptionsIII. Eliciting StoriesIV. Extracting Knowledge from StoriesV. DemoVI.VI. Interactive ExerciseInteractive ExerciseVII. Leveraging Computer NetworksVIII. Wrap-Up - Drawing

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Name StoryICE

BREAKER….

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(Time Allotment 5-10 Minutes)

Debrief Ice Breaker

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NINE KEY ASSUMPTIONSNINE KEY ASSUMPTIONS“To Conquer the Digital Divide”“To Conquer the Digital Divide”

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1.1. Stories are fundamental to how we communicate, Stories are fundamental to how we communicate, learn, and think.learn, and think.

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2. Knowledge is power so the dissemination of2. Knowledge is power so the dissemination ofknowledge is empowerment.knowledge is empowerment.

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3. A lot of knowledge is in the form of unstructured3. A lot of knowledge is in the form of unstructureddata (i.e. people’s data (i.e. people’s storiesstories – memories, experiences – memories, experiences

and ideas).and ideas).

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4. Eliciting stories from employees and creating4. Eliciting stories from employees and creatingopportunities for people to share stories promotesopportunities for people to share stories promotes

knowledge sharing.knowledge sharing.

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5. Not all stories contain knowledge.5. Not all stories contain knowledge.

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6. Knowledge has to be extracted from a story.6. Knowledge has to be extracted from a story.

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7. Knowledge does not lend itself to being stored in7. Knowledge does not lend itself to being stored incentral repositories.central repositories.

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8. Computer networks provide significant new 8. Computer networks provide significant new modalities for human interaction and storytelling.modalities for human interaction and storytelling.

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ELICITING STORIESELICITING STORIES

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EXTRACTING KNOWLEDGEEXTRACTING KNOWLEDGEfrom STORIESfrom STORIES

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DEMONSTRATIONDEMONSTRATION Eliciting Stories + Extracting Knowledge

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DEMONSTRATION DEMONSTRATION SCENARIOSCENARIO

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Two companies have merged. Although it has been called a merger of equals, it is clear that one company has a dominant position. Over the last 2 years both companies have acquired several smaller ones. You are tasked with a change management initiative. In order to develop an effective communication strategy you need to understand how people are feeling.

DEMONSTRATIONDEMONSTRATIONUse Questions to Elicit StoriesUse Questions to Elicit Stories

Eliciting Stories

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DEMONSTRATIONDEMONSTRATIONExtract Knowledge from StoriesExtract Knowledge from Stories

Extracting Knowledge

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INTERACTIVE EXERCISE INTERACTIVE EXERCISE SCENARIOSCENARIO

Imagine you have just been hired as Senior Vice President of Education. You have a large team of people who you know nothing about. You are interested in learning about your team’s experiences and competencies in order to staff projects effectively. What are some questions you can ask to elicit some of their work related stories? Remember, you are not interested in facts or statements you are in pursuit of stories.

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1. Pair off.

2. One person will act as the “story gatherer” (interviewer).

3. Before beginning your interview develop a list of questions to elicit job experiences stories.

4. Make note of which questions elicit stories.

5. Discuss the stories with your partner.

6. Develop a list of knowledge extracted from stories.

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INTERACTIVE EXERCISE INTERACTIVE EXERCISE INSTRUCTIONSINSTRUCTIONS

Time Allotment – 15 Minutes

DEBRIEF INTERACTIVEDEBRIEF INTERACTIVEEXERCISEEXERCISE

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LEVERAGING NETWORKSLEVERAGING NETWORKS

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X.25Gateway

T1MUX

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Router

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AS/100

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Server

T1MUX

FEP

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IBM mainframe

VMS

• Interaction models can be classified by 5 dimensions:

1. Participants (Client/Server, Peer-Peer)

2. Form (Conversational, Request-reply, Message and Queue)

3. Scope (Single Cast, Multicast, Broadcast)

4. Authentication (Anonymous, Acceptable, Assured)

5. Synchronization (Synchronous, Asynchronous)

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Data Networks Offer New Modalities for Interaction

ClientServer

Data flow

Peer

Data flow

Peer

Conversational Interaction Model

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Request: Web documents

Reply: HTML-formatted Web pages

Web ServerBrowser/Client

Request: Remote file

Reply: Remote file

Peer Peer

Request-Reply Interaction Model

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Client

Server

Message

Message

Message Queue

Message Queue

Message and Queue Interaction Model Client-Server

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Server

Message StorePeer

Messages

PeerMessages Peer

Peer

Message and Queue Interaction Model Peer-Peer

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Exploring the Other Interaction Dimensions• Scope (Single Cast, Multicast, Broadcast)

- Single Cast: one-one, direct, private- Multicast: one-many, close/directed/private group- Broadcast: one-many, open/public group

• Authentication

- Anonymous: Identity hidden/unknown (norm)- Acceptable: Identity assumed but unverified (norm)- Assured: Identity validated and guaranteed

• Synchronization (Synchronous, Asynchronous)

- Synchronous: Sender must wait until reply received- Asynchronous: Sender is never blocked

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Conversational Request-Reply Message and Queue Client-Server

Banking, Reservations

Data Warehouse, WWW

e-Commerce, e-Bay

Peer-Peer

Video Conference, telephone calls on the Internet, Instant Messaging (ICQ)

File sharing, Napster, distributed processing

USENET, Listserv, e-mail, Asynchronous meetings STORY TELLING

Network Utilization Matrix Form

Part

icip

ants

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Summary: Leveraging the Network

• Data networks offer people new ways to interact

• Organizations are not taking full advantage of their internal networks

• New interaction models imply asynchronous participation

• Setup, distribution, and management costs should be low

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Wrap-Up & SummaryWrap-Up & Summary

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Denning, Stephen. The Springboard: How Storytelling Ignites Action in Knowledge Era Organizations. Boston: Butterworth-Heineman, 2001

Gargiulo, Terrence L. Making Stories: A Practical Guide for Organizational Leaders and Human Resource Specialists. Connecticut: Quorum Books, 2002

Schank, Roger. Designing World-Class E-Learning How IBM, GE, Harvard Business School, and Columbia University Are Succeeding at e-Learning. New York: McGraw-Hill, 2002

RECOMMENDED BOOKSRECOMMENDED BOOKS

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