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A webinar discussing an innovative approach to organizational knoledge built on performance models derived using Performance DNA. This approach leverages the power of role-based outcomes and introduces a learn-do-share paradigm to a performance portal knowledge solution.
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KNOWLEDGE MANAGEMENT
A Performance Based ApproachAugust 31, 2011
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Agenda
• Introductions and housekeeping• Key terminology and concepts• A new approach • Case study example• Questions
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Today’s topic
• A performance based approach to knowledge management is based on identifying the foundational elements of data and information required to achieve organizational objectives and what knowledge is created by that process
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Housekeeping
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Objectives
• At the end of this session you will be able to:– Explain the difference between:
• Information, data and knowledge• Tacit and explicit knowledge
– Apply a performance based approach to identify critical job outcomes, knowledge needs and sources
– Learn the various tools and methods to help map job outcomes, knowledge needs and sources
– Define the appropriate performance portals needed in a knowledge management system
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Discussion
• How many of you are familiar with and/or have participated in any of the ASTD HPI courses?
• How many of you work for an organization that currently has a knowledge management strategy and/or tool in place?– What results or changes has your organization’s
knowledge management strategy or tool brought to the organization?
• Does your organization have a social networking strategy?
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KEY TERMINOLOGY
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Key Terminology & Concepts
• Knowledge vs. Information– Knowledge consists of facts, truths and beliefs,
perspectives and concepts, judgments and expectations, methodologies and know-how
• Knowledge is accumulated and integrated and held over time to solve specific challenges and handle specific situations
– Information consists of facts and data organized to describe a particular situation or condition
• Knowledge is applied to interpret information about the situation and how to handle it
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Key Terminology & Concepts
• Knowledge need– Knowledge and information required to produce a job
outcome• Knowledge source
– From where the knowledge or information is obtained– Knowledge sources can be explicit or tacit sources
• Explicit vs. Tacit knowledge– Explicit knowledge is often times documented knowledge
and information that can be accessed and stored easily– Tacit knowledge is undocumented experiential knowledge
that exists within people’s heads
Key Terminology & Concepts
• Human Performance Improvement– The theory of human performance improvement (HPI)
focuses on the outcomes, results and accomplishments achieved by a person, group or organization
• Outcome– The output or end result of a set of actions by a performer
that is directly linked to producing a desired business result– Sample outcomes are:
• A strategic plan• A quarterly report• A succession plan• A successful proposal
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Key Terminology & Concepts
• ExampleOutcome Knowledge Need Knowledge Source
Current news
24/7 Crisis Travel Service
Overseas Security Advisory Council
Project staff
Department of Defense
Department of State
Industry groups
Security briefings
Critical current security information
Regulations on security industry operations
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Key Terminology & Concepts
• Performance portal– An integrated knowledge solution that allows
users to leverage, capture and share knowledge in the context of their performance on the job
13
QUESTIONS?
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A NEW APPROACH
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A new approach
• A performance based approach to knowledge management that links people directly to the knowledge needs and source they need to produce critical job outcomes
• The direct organizing framework is first on what the performer is trying to achieve in order to add value for the organization
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A new approach
• A Learn – Do – Share paradigm• INSERT IMAGE
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Social media is nothing - an oxymoron at best: media are simply media, incapable of being at all social. People are social. Information isn't social either - but it is everything. With that in mind, it's important to understand what information people need and how they access that information in order to achieve results.Adapted from Phil BaumannSocial Media Anxiety DisorderNext Gen Pharma
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BUILDING A PERFORMANCE BASED KNOWLEDGE MANAGEMENT SOLUTION
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A 4-step process
• Identify critical job outcomes, knowledge needs and knowledge sources from across the organization– Using a structured interview process and Performance
DNA desktop• Create knowledge maps for each job role/function• Develop an organizational knowledge map to identify
to knowledge needs and sources and map the flow and exchange of knowledge
• Analyze results and identify major centers of performance, i.e. Performance Portals
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Identify critical job outcomes
• Outcomes link activity to business goal• Identify outcomes using a structured interview
process• Sample questions
– What do you produce in your job that is the most important?
– When your day (and job activities) has gone very well and everything has fallen into place, what do you leave behind when you are done with everything?
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Identify critical job outcomes
• Sample outcomes– Business development
• A completed proposal• An organizational business plan• A bid/no bid decision
– Project Director• A strategy paper• An analysis of current trends• A successful country strategy
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Identify knowledge needs and sources
• Using the critical job outcomes – – Identify the knowledge needed to produce each
outcome – Identify the source from which that knowledge is
obtained
Outcome Knowledge Need Knowledge SourceCurrent news
24/7 Crisis Travel Service
Overseas Security Advisory Council
Project staff
Department of Defense
Department of State
Industry groups
Security briefings
Critical current security information
Regulations on security industry operations
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VOLUNTEER
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Create knowledge maps
• Knowledge maps provide visual representation of:– The outcomes, knowledge needs and sources for a
given job role– Complex relationships
• Use a tool like NodeXL to– Build the organizational knowledge map to map the
flow and exchange of knowledge– Identify the top knowledge needs and sources– Identify the major centers of performance produced
within the organization
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Sample knowledge map
• Sample knowledge map for a given job
Datatracker*
Size and scope ofbid
Datatracker*
Cost of bids
Datatracker*
Amount of timespent on bids
Datatracker*
Number of bids
Datatracker*
Win-rate
Analysis to developthe business plan
Research*
Networking/Intelligence*
Competitorinformation and
performance
Briefing book
Local partners andtheir networks
Partner intelligence
Countryvisits*
Trip reports
Circumstances invarious countries
An actionable set ofbusiness intelligence
data
Externalpublications*
Industry events
Practice AreaLeads
Networking/Intelligence*
Knowledge of whatis going on ingreater world
Networking/Intelligence*
Relationships withofficials
Current legislationand budgets thataffect foreign aid
Effective externalrelations
Personalexperiences from
the field
Program results
StrategicPlan*
Fact sheetsTargeted/strategiccommunications
Practice AreaLeads
Networking/Intelligence*
Research*
Forward thinking
Division leadsDivision goals
StrategicPlan*
Strategic goals
An organizationalbusiness plan
Networking/Intelligence*
Chances of winning
PPR*
Past success rate
Win-rate
A weightedprobability
Externalpublications*
Expert
External literaturereview
Countryinformation*
Competitor analysis
Research*
Briefing book
Division leads*Personnel capacity
Proposal tracker
Division leads*
Personnelavailability
RFP*Complexity of
project
RFP*Requirements from
RFP
A well informedproposal team
HRTalent resources
available
Proposal tracker Win-rate
Size and scope Profitability
StrategicPlan*
Fit to Creative'sstrategic priorities
and how will projectadvance technical
goals
PPR*Past performance in
topic area
HR*
Resource database
The right staff
Networking/Intelligence*
Existing partners
The right partners
Research*
Networking/Intelligence*
Analysis of thecompetition
Networking/Intelligence*
Release date
USAIDforecast*
Size and scope
USAIDforecast*
Type of instrument -contract, grant,
DOD, IDQ
BD staff Who is managing
ProjectDirectors
Practice AreaLeads
USAID strategydocument
Regional and localinformation
ProjectDirectors
Practice AreaLeads
Networking/Intelligence*
Field intelligence
FinanceCompetitive pricing
strategy
Experience After action review
Project staff
Completed projects
PPR
ProjectDirectors
Practice AreaLeads
Networking/Intelligence*
Research*
A strong technicaldesign/approach
ProjectDirectors
Practice AreaLeads
Networking/Intelligence*
HR*
A qualified COP
Networking/Intelligence*
Countryvisits*
USAID missionpreferences
ProjectDirectors
Practice AreaLeads
Countryvisits*
Country information
ProjectDirectors
Practice AreaLeads
Networking/Intelligence*
Research*
Competitorinformation
ProjectDirectors
Practice AreaLeads
Networking/Intelligence*
Research*
Business intelligence
BusinessDevelopmentA successful
proposal
A bid/no bid decision
An up to date tracker
Jerrold KeilsonEllen Giordano
Alex Dunlop
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Organizational knowledge map
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QUESTIONS?
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CASE STUDY
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Case StudyThe Challenge Facing the challenge of capturing, storing, and reusing critical
knowledge assets, Beacon Performance Group was approached by a mid-size international development organization whose major commodity is thoughts, solutions and ideas that help people around the world realize the positive changes they desire in their everyday life.
The knowledge within the organization and important ideas generated often have implications far beyond the numbers on the balance sheet; they often mean changes in the fundamental quality of life of entire communities or in some cases the difference between life and death
The Solution & Approach
In order to identify and harness the critical knowledge and information requirements within the organization, a performance based approach to knowledge management was applied.
This performance based approach focuses first on understanding the important outcomes that are produced by employees within specific roles across the organization and second, on identifying the important knowledge requirements and sources of that knowledge, employees need access to, to be able to produce those outcomes effectively.
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Case Study
• Knowledge needs– Knowledge needs align with important
performance portals• Finding and winning new business• Implementing and supporting current programs• Developing and advancing the organization’s
intellectual position within the market• Managing and supporting the business• Managing my career (for internal employees)• Working with the organization (for external partners)
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Case Study
• Additional findings– Evidence suggests that generally staff are not aware of the knowledge
available to them• Most notable example is Past Performance Reports (PPRs)
– Roughly 27% of the knowledge sources are tacit knowledge sources• People rely on other individuals for their knowledge based on past experiences and
their individual expertise in order to– Develop a technical approach for a proposal– Locate information on past projects– Assess what is going on in a country
– Some tacit knowledge sources can easily be transformed into explicit knowledge sources
• Examples– Trip reports– Knowledge of staff education, credentials, past experiences, published articles or papers
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Case Study
• Results– A performance based knowledge management
system based on:• Defined set of employee and organizational
performance requirements• A detailed map of the flow and exchange of knowledge
throughout the organization– Top knowledge needs and knowledge sources identified– Identified choke points to the flow and exchange of information
• A Learn – Do – Share paradigm• SharePoint 2010
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Additional considerations
• An environment that supports knowledge sharing has the following characteristics– Reward structure – recognition for knowledge
sharing with peers– Openness/transparency – no hidden agendas– Sharing supported – communication and
coordination between groups– Trust – shared objectives– Top management support – upward and downward
communicationMishra, J. K. 2009. Knowledge Management Complexity, Learning & Sustainable Innovation. Global India Pubns.
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QUESTIONS?