Sikm knowledge jam (katrina pugh) 100615

Sharing Hidden Know-How: How Managers Solve Thorny Problems with the Knowledge Jam

SI KM Leaders CommunityJune 15, 2010

Kate Pugh Align [email protected]

SIKM Knowledge Jam (Katrina Pugh) 100615

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.

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.

1

mailto:[email protected]

Topics• Intro Case studies: How did we do that? Can we

(not) do it again?• Knowledge Jam

– Basics – Roots– For Social Media– In Good Company

• Case Studies

2SIKM Knowledge Jam (Katrina Pugh) 100615

Introducing our Case Studies: How did we do that? Can we (not) do it again?Bioproducts 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)


Knowledge Blind Spots

Knowledge Mismatches

Knowledge Jail Boundary-spanning

Surfacing usable insights

Putting Knowledge to Work

We waste time getting out tacit knowledge


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

“Get me to the experts!”

“Help me understand the context!”

“Make it easier to put this insight to work!” 1. “Facilitation”

2. “Conversation”

3. “Translation”

What is a “Knowledge Jam”? A formal process for bringing out tacit

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

5SIKM Knowledge Jam (Katrina Pugh) 100615 5

Facilitation

Conversation Translation

Who Participates in a Knowledge Jam?• Knowledge Originators

• Knowledge Brokers

• Facilitator

• Sponsor

• Champion

6SIKM Knowledge Jam (Katrina Pugh) 100615 6

Knowledge Jam 7

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

Deep Dive: FacilitationFacilitator roles• 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: Facilitation (cont’d):Knowledge Jam Subject Selection


(Tech Consulting Example: Quarterly Subject Selection Criteria)

Market Share Enables cross-sell to specific client or segment

Productivity

Complements existing process definitions

Identifies and promotes regional innovation

Provides insight into partners’ needs

Fills in gaps in consultant training

Advances the project management practice

Revenue

Provides consulting innovators visibility into project

Helps improve specific projects or sales in-flight

Helps with case-studies for marketing team

Deep Dive: Facilitation (cont’d)

Examples• Content vs.

Processroduct vs. Program

• Market vs. Industry• Upstream vs.

Downstream• Design vs. Execution


Topic/Agenda-Setting Drawing out InsightsScaffolding• E.g., “testing process,” “3-Cs,”

“DMAIC,” “Flow sheet”Content-probe• Definitions• Boundaries• Logic and IntuitionContext-probe • What system?• What condition?• What process?• What relationships?

Deep Dive: Conversation


2. Pursuit of Diversity

Glen Beck!

Paul Krugman!

M. Yunis!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: Conversation (cont’d)Dialogue Practices

12Knowledge Jam

Interact

Depth/Context PresenceOwnershipSense-making

Act (“translate”)!

ApplicationRetentionStewardshipInterpretation

Dialogue Practices

1.Listening2.Respect3.Voice4.Suspension

Deep Dive: TranslationBrokering Basics

• Knowing and Representing the Knowledge-Customer or “Seeker”

• Transforming Content• Being a change agent• Promoting Translated

Knowledge • Handling Knowledge

perish-ability


Deep Dive: Translation (cont’d)Sample transformations


Type of Knowledge Seeker Profile Brokered Form Brokering Vehicle

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

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

Deep Dive: Translation (cont’d)Brokers’ Motivators• Need Recall• Involvement Intention• Other-Centeredness Re-contextualization• Reflection / Sense- Internalization

making (esp. collective)


Organizational Learning (1993+)

Collaboration Technology(1992+)

Intelligence Acquisition (2000s)

AdaptationExposure

Co-creation

Systems ThinkingDiversityDialogue

Intentional InsightContainer-buildingShared Value

Roots: Competencies for Managing Change

Knowledge Jam

Translation

Facilitation

Conversation


KJ Process/Culture as “Jump Start” for Social Media InitiativesSocial Media / E2.0 Challenges:• Wrong topics/people• Hold-back/mistrust/defensiveness• Depth is “ragged”• Glut/transfer left to hazard• Amnesia


Facilitation(intention)

Conversation(openness)

Translation (stewardshi

p)

Knowledge Jam Disciplines (and culture)

In Good Company: Comparing Knowledge Jam to Other Capture-Transfer Methods

Facilitation

Conversation

TranslationOrganizational Learning Collaboration Technology

Intelligence Acquisition

Search/AlertsAfter Action ReviewMentoringDiscussion ForumsWikis

Reporting InterviewAppreciative InquiryKnowledge HarvestingInnovation Jam

Community of Practice

Knowledge Jam

Peer Assist

18Knowledge Jam

Instructional Design

Individual Journaling or Procedure Writing(not in graphic)

Knowledge Jam Case Studies

SIKM Knowledge Jam (Katrina Pugh) 100615 19

Revisiting our 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, 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


23

Healthcare Quality Non-Profit (cont’d): “Gelling” Knowledge Jam Summary

Framing goal-setting: • Shared experience

shared values• Goal-setting as team-

building

Act: • Frame as multidisciplinary• Voice individuals’ goals • Simplify; Be Flexible

Framing goal-setting: • Shared experience

shared values• Goal-setting as team-

building

Act: • Frame as multidisciplinary• Voice individuals’ goals • Simplify; Be Flexible

What Binds a team?: • Shared memory • Personal relationships• Tough conversations

Act:• Meet informally/offsite• Talk to a peer organization• Know each others’ tasks • Use conflict productively• Be resilient

What Binds a team?: • Shared memory • Personal relationships• Tough conversations

Act:• Meet informally/offsite• Talk to a peer organization• Know each others’ tasks • Use conflict productively• Be resilient

Goal-Setting Relationship-building

What shifts decision-making?:• Values made explicit• An experience that

multidisciplinary = effective

Act:• Build new inclusive processes

(with multiple disciplines)• Call attention to outcomes of

multidisciplinary decisions

What shifts decision-making?:• Values made explicit• An experience that

multidisciplinary = effective

Act:• Build new inclusive processes

(with multiple disciplines)• Call attention to outcomes of

multidisciplinary decisions

Decision-Making

Role of data in “gelling”• Data neutralizes• Benchmarkingcredibility• Story tellingmemorability

Act:• Trigger tools• Have human “drivers”• Combine data + story-

telling

Role of data in “gelling”• Data neutralizes• Benchmarkingcredibility• Story tellingmemorability

Act:• Trigger tools• Have human “drivers”• Combine data + story-

telling

Data

Team-Sustaining principles:• Culture reinforces tactics • Resilience• Onboarding newcomers

Act:• Publish values, goals,

common language• Acknowledge individuals• Use story-telling

Team-Sustaining principles:• Culture reinforces tactics • Resilience• Onboarding newcomers

Act:• Publish values, goals,

common language• Acknowledge individuals• Use story-telling

Sustaining the Team

Org-Sustaining principles:• Culture, not just process• Evidence of improvement• Inclusion of multiple

disciplines

Act:• Trigger tool learning • Pace work/“building blocks”• Use project management• Keep it on the agenda

Org-Sustaining principles:• Culture, not just process• Evidence of improvement• Inclusion of multiple

disciplines

Act:• Trigger tool learning • Pace work/“building blocks”• Use project management• Keep it on the agenda

Sustaining Org’s Commitment


You1. Think about a person who has the “Midas Touch”--they

get people talking and even learning about themselves

2. Think about cultures that makeit easy for people to “reflect” on results: What enables/ hinders this from happening?

3. Think about a friend or coworker who is on the lookout on your behalf, e.g., for stories, sites, buddies, bargains…:


Let’s Jam!

SIKM Knowledge Jam (Katrina Pugh) 100615 25

Facilitation

Conversation

Translation

Some Reading*

• “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

• Book Coming soon! Sharing Hidden Know-How: How Managers Solve Thorny Problems with the Knowledge Jam (Jossey-Bass, Winter 2010-2011)

NASA Ask Magazine

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


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

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

Kate Pugh, AlignConsulting• Kate has 16 years of consulting and seven years of industry experience. Kate

consulted with Monitor Group, Oliver Wyman (formerly Mercer Management Consulting), PwC Consulting/IBM and Dialogos, Inc. Sample clients include AstraZeneca, Fidelity Investments, Fleishman-Hillard, Institute for Healthcare Improvement, Mitokine Bioscience, Motorola, State Farm, and Wellpoint/Anthem. Kate launched the KM strategy practice with PwC/IBM, and led dozens of KM strategy engagements.

• Kate held leadership positions with Intel Corporation, JPMorgan, and Fidelity. Kate launched and ran Fidelity Personal and Workplace Investments KM program, co-managed Intel Solution Services’ Knowledge and Process Mgt Group, and initiated and ran the JPMorganChase’s Finance Portal Program for 4,000 users.

• She has also helped launch and/or run over 20 communities of practice, including Intel’s award-winning Enterprise Architects’ community.

• Kate has extensive experience with MS SharePoint, Social media, EMC Documentum, eRoom, and Lotus Notes. She has (co)designed and managed three major MS SharePoint initiatives, including MOSS.

• 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 has published in Harvard Business Review, NASA Ask Magazine, The European American Business Journal, and InPharmation, and is authoring a book “Knowledge Jam” (Jossey-Bass, 2011.) She has lectured or workshopped at MIT Sloan School of Management, Babson University, Center for Business Intelligence, and CPSquare.

• Kate is a member of Knowledge Elicitation and Transfer CoP, SI KM Leaders (Int’l and Boston), and Boston KM Forum.


Sikm knowledge jam (katrina pugh) 100615

Business

Transcript of Sikm knowledge jam (katrina pugh) 100615