Channeling insight into action for km world 111103 v2
1. Channeling
Insight Into
Action
Using Knowledge Jam to
share hidden know-how
KM World, November 3, 2011
Kate Pugh
AlignConsulting and Columbia University
katepugh@alum.mit.edu
www.alignconsultinginc.com
Sharing Hidden Know-How
(Jossey-Bass, 2011)
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2. Can you remember that day when…
• Conversation flowed
• Diverse views
sharpened the thinking
• Whims morphed into
shared plans
• Relationships emerged
or strengthened
…and insight was
channeled into action??
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3. Channeling insight into action!
Theme 1: What’s at risk? Why is Knowledge Jam
useful?
Theme 2: How are facilitation and conversation vital to
surfacing insight?
Theme 3: How does translation ―channel insight into
action‖?
Theme 4: How can these three disciplines improve
social media and beyond?
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4. Theme 1: What’s at risk? Why is
Knowledge Jam useful?
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5. When is Know-how a ―flight risk‖?
Merger integration
Large-scale transformation
Exec./Team Transitions
New Product Development
Offshoring/Outsourcing
Sales ―positive deviants‖
Social Media and other
large-scale change
initiatives
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6. 75% orgs share tacit knowledge, but 2/3 of
initiatives are isolated or bilateral
76% are
How do you share Tacit Knowledge ? After action
doing
Social media review, post-
something!
14% mortem, or
similar
Story process
telling 36%
process
19%
Mentoring
31%
Nonprofit Webinar 9/14/11: ―How do you or your organization share tacit knowledge?‖ 28 responses, multiple selects. 24% not
sharing tacit knowledge at all.
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7. $17 million opportunity cost (est.) for
every thousand knowledge workers
Ask, Elicit
Negotiate (Boundary Spanning, Interpret, Adapt
Search time from Surfacing Usable (Put Knowledge to Work)
experts Insights)
228 min (38%) 276 min (46%)
60 min
(10%) 36 min
(6%)
$1,700 per knowledge transaction
Source: Laurence Prusak and Al Jacobson, ―The Cost of Knowledge,‖ Harvard Business Review, November, 2006, Reprint F0611H)
Kate Pugh’s calculations $200/hr, 10hrs/interaction, 10 interactions/yr; $200 x 100 x 84% = $16,800/year one typical employee spends in these time-sinks annually
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8. What are the competencies we need?
Knowledge “Blind Knowledge Knowledge “Jails”
Spots” “Mismatches”
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9. Knowledge Jam defined
Knowledge Jam is a process for bringing out
know-how via a facilitated conversation
between “originators” and “brokers,” with a
built-in step to circulate or
“translate”
what was
learned.
Facilitation
Conversation Translation
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12. Sample Knowledge Jams
Recent AlignConsulting Knowledge Jam Subjects
Company Subject
Consumer e-market maker Accelerating and informing media plan for launch
Fidelity Investments Relocating IT support and reducing risk
Forest Bioproducts Planning approach to major structural transition
Research Institute
Hitachi Data Systems Decentralizing knowledge process, ownership
Institute for Healthcare Spreading healthcare quality improvement
Improvement strategies
Intel Solution Services Improving consulting service models, speed sales
International NGO Improving program decision-making
Non-profit Gleaning insights from retiring exec, transitioning
Novozymes KN and KJ Discussion 110926 12
13. Case Study: Consumer e-market maker
Knowledge Jam
• Situation: Need to accelerate planning for entry into
selected metro market
• Burning Question: What social and traditional media mix?
• Select/Plan before Knowledge Jam Event: 1 month
• Participants (~10): Social media
partners, market regulatory and
legal experts, sales process experts
• Result: New awareness of market
liabilities in proposed
social/traditional media scenario;
decision to select another
geographic market
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14. Case Study: Institute for Healthcare
Improvement Knowledge Jam
• Situation: Need to accelerate perinatal 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, non-profit’s
program designers and faculty,
• Result: ―Gelling‖ added to org-wide
design model
Jamming with the Institute for Healthcare Improvement ― (NASA Ask Magazine, Winter,
2011) http://www.nasa.gov/offices/oce/appel/ask/issues/41/41i_jamming.html
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15. Comparing Knowledge Jam to Other
Capture-Transfer Methods
Organizational Learning Collaboration Technology Translation
After Action Review IBM Innovation Search/Alerts
Jam™
Mentoring Peer Assist Clipping services
Discussion Forums
Wikis Knowledge
Jam
Instructional
Community of Design
Practice
Conversation Intelligence Acquisition
Reporting Interview
Appreciative Inquiry
Knowledge Harvesting
Individual Journaling or Facilitation
Procedure Writing
(not in graphic)
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16. Theme 2: How are facilitation and
conversation vital to surfacing insight?
3. Discover/
1. Select 2. Plan 4. Broker 5. Reuse
Capture
Scope, Get partici- Facilitate Translate and Apply and
Sponsor pants, topics conversation circulate measure
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22. Example: ―Clinical Trial doctor and patient recruitment
best practices‖ Knowledge Jam
Subject Choices: Topic Choices:
Process for Process for
High identifying identifying 1. Option 1: Walk through
patient doctors the process
populations
Impact
2. Option 2: Discuss each
Process for doctor trait, where to
educating docs Trial protocols find them
once chosen development
3. Option 3: Drug types
(already
and specialties
Low documented)
Low High
Feasibility
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23. Theme 2 (cont’d): How are facilitation
and conversation vital to surfacing
insight?
3. Discover/
1. Select 2. Plan 4. Broker 5. Reuse
Capture
Scope, Get partici- Facilitate Translate and Apply and
Sponsor pants, topics conversation circulate measure
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24. Conversation: Ground Rules
1. Common curiosity
2. Use data
3. Drive for clarity not judgment
4. Speak one’s truth
5. Ask for permission to digress
6. Pay respect / don’t interrupt
7. Pay attention
8. Said here, stays here
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25. Sample conversation output: Knowledge
Jam to glean fundraiser’s insights
Topic Comments Summary/
(sample) Implications
Plank 1: Broker 1: We are working on a number of things for this Phonathons may
"Investing in phase of the 2010 campaign. We call them Planks. The first train students as
the Future plank is about expanding to future donors. future Agents.
Donor Base" Originator: We get young students involved in solicitation. We Consider having
(e.g., non- have a phonathon and 30-50 people come. We give them a recent alum
donors, food, drink (not too much). We see a lot of camaraderie. It phonathon
younger can be great for training students to be agents. I’d love to
donors, have us train a bunch and select them as a “team” who stay
stretch Keep up the
with the annual fund for year.
giving) interactions, the
Broker 1: Our team mate has shown us that the younger “fun” as
classes don’t like the phones. And even some older classes solicitation
like connecting at least in part with email. What about using moves to non-
social media like Facebook? phone (e.g.,
Originator: I’m not big into that, but others are. Anything social) media.
that makes them feel wanted is good. I was surprised how
much the male alums had a ball together on the phones.
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26. Facilitating Discover/Capture: Evoke
tone, meaning
Indirect Probe—―
Direct Probe—― And the reason Tag Question—
Why is that you did that is. . ―That’s
important?‖ . .‖ important,
isn’t it?‖
Redirect— (warms
Prompt people up)
―Good point.
Question—
Can we put
–―What else
that in the
might come
parking lot?‖
into play?‖ Playback—
―Let me try to
restate that. . . .‖
Leading Question— Float—–
―Are there ―What about. . . ?
solutions in the What are the Thank
area of. . .?‖ benefits?‖ You!
Michael Wilkinson’s’ generic information gathering moves (Secrets of Facilitation, Jossey-Bass, 2004)
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27. Conversation dimension #1: Posture of
openness
• Non-defensiveness
• Heart-openness
• Systems thinking,
transparency
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28. Conversation dimension #2: Pursuit of
Diversity
Glen
―Differences in
Beck! heuristics and
Robert Paul
perspectives improve
Reich! Krugman! decision-making and
ability to predict.‖
- Scott Page, The Difference
Rick Lady
Perry! Gaga!
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29. Conversation dimension #3: Practices of
Dialogue
Voice
Sense of agency or authority
(opposite: Idolatry)
Suspension Listening
Not judging Not assuming
(opposite: Certainty ) (opposite: Abstraction)
Respect
Appreciating what is
(opposite: Violence)
William Issacs, Dialogue and the Art of Thinking Together, Currency/Doubleday, 1999.
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30. Theme 3: How does translation
―channel insight into action‖?
3. Discover/
1. Select 2. Plan 4. Broker 5. Reuse
Capture
Scope, Get partici- Facilitate Translate and Apply and
Sponsor pants, topics conversation circulate measure
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31. Translation tasks of the broker
• Representing the
―seekers‖
• ―Remixing‖ Content
• Promoting learning
• Handling perish-ability
• Measuring impact
• Being a change agent Source: Fetchingboston.com
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32. Inspire ―translations‖
• Amyris Technologies: fermentation processes in drug
development was applied to produce biodiesel
• 3M’s hearing aid group learned about aesthetics from
dental prosthetics
• Recreational ammunition cartridges became
oxidized (―looked old‖), so they learned from
L’Oreal’s lipstick
• ―Subscription model‖ (publishing, members’
organizations) was adopted by community farms
• US Postal Service leveraged Nordstrom’s
customer service
• Others?
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33. Brokers can learn from research on
scaling global health knowledge
Conclusion: Choose a simple Translation ingredients
intervention widely agreed to Leadership and governance.
be valuable, have strong Conversation on intervention value
leadership and governance, Tailoring to local situation, w/ data
have active engagement of a A range of implementers engaged.
range of implementers and of
the target community, tailor the
scale-up approach to the local
situation, and incorporate
research into implementation.”
Yamey, Gavin (Evidence to Policy, Global Health Group), ―Scaling Up Global Health Interventions: A Proposed Framework for Success,‖ PLoS
Medicine June 2011, Volume 8, Issue 6. E1001049.
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34. Theme 4: How can these three
disciplines improve social media and
beyond?
Facilitation
Conversation Translation
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35. Knowledge Jam’s standard practice
Social Media
“Knowledge Jam” Social
Media
Ask, Elicit
Negotiate (Boundary Spanning, Interpret, Adapt
Search time from Surfacing Usable (Put Knowledge to Work)
experts Insights)
10% 6% 38% 46%
*Source: Larry Prusak and Al Jacobson, Babson College Working Knowledge Research Center (as published in Harvard Business Review, 2006)
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36. But, Knowledge Jam disciplines can
create new culture!
Knowledge Jam
Knowledge Jam
Knowledge Jam
Culture
Culture
Culture
Applicable to
Applicable to
Applicable to
Thorny Problem
Thorny Problem
Thorny Problem Knowledge Jam
Knowledge Jam
Knowledge Jam Knowledge Jam
Knowledge Jam
Knowledge Jam other Business
other Business
other Business
Discipline
Discipline
Discipline Addressed
Addressed
Addressed Differentiators
Differentiators
Differentiators Heritage
Heritage
Heritage Processes
Processes
Processes
Facilitation
Facilitation Knowledge
Knowledge Boundary-
Boundary- Intelligence
Intelligence Intention
Intention
Blind Spots
Blind Spots spanning
spanning Acquisition
Acquisition
Conversation Knowledge
Conversation Knowledge Surfacing
Surfacing Organization Openness
Organization Openness
Mismatches
Mismatches usable
usable al Learning
al Learning
insight
insight
Translation
Translation Knowledge
Knowledge Putting
Putting Collaboration Stewardship
Collaboration Stewardship
Jail
Jail Knowledge
Knowledge Technology
Technology
to Work
to Work
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37. Turbo-Charging Social Media initiatives
“Naked” social media Adding Knowledge Jam disciplines
Facilitation Some ―curating‖ Formal selection, business case
Guidelines Container-building and inclusion
Synthesis
Open comments Widened view, non-defensiveness
Conversa-
tion Multiple locations Cultural and cognitive diversity
Dialogue
Formal broker role to ―translate‖
Translation RSS Feeds
Reuse measurement
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38. Discussion: Is ―Convening‖ today’s
leadership edge?
1990s 2000s 2010s
Raw skill Networks and Convening people
Relationships and ideas
Raytheon Nike Facebook, LinkedIn
GE Ebay Twitter
Apple Amazon Google
Hewlett Packard Walmart TED
Compaq CapitalOne Partners in Health
Dot-com “nano” “social”
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40. Kate Pugh, AlignConsulting and
Columbia University
• Kate has 17 years of consulting and seven years of industry experience.
She held leadership positions with Intel Corporation, JPMorgan, and
Fidelity. She is on the faculty of Columbia University’s Information and
Knowledge Strategy Masters program, and is author of Sharing Hidden
Know-How (Jossey-Bass, 2011).
• Kate helped run Intel Solution Services’ Knowledge and Process Mgt
Group, led Fidelity Personal & Workplace Investments KM, and initiated
and ran the JPMorganChase’s Finance Portal Program.
• Kate has helped launch and/or run over 20 communities of practice,
including Intel’s award-winning Enterprise Architects’ community.
Sample clients include Fidelity Investments, The Gates Foundation,
Institute for Healthcare Improvement, Medtronic, Mitokine Bioscience,
Project Management Institute, and The World Bank. Kate is on the
Board of Knowledge Mgt. Institute Canada.
• 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 articles in Harvard Business Review, NASA Ask Magazine,
Dashboard Insight, IBM Syn.Chrono.us Blog and Ivey Business Journal.
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41. Some Reading
• Sharing Hidden Know-How (Jossey-Bass,
April 2011)
• Conversation Channels insight Into Action
(Nonprofit Webinar Series recorded
video/webinar, Sept, 2011)
• ―Knowledge Jam: Three Disciplines to Beat
the Merger Performance Odds,” Ivey
Business Journal, July/August, 2011.
• Jamming with the Institute for Healthcare
Improvement ― (NASA Ask Magazine,
Winter, 2011)
NASA Ask Magazine
• ―Don’t Just Capture Knowledge – Put It to
Work,‖ Katrina Pugh and Nancy M. Dixon,
Harvard Business Review, May 2008.
• Sustainable Communities: Top 10 CSFs for
Keeping the Faith, IBM Synch.rono.us Blog,
July 19, 2010
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