What does-done-look-like-08212018

What Does Done Look
Like?
The ETS Knowledge Story 2002-2017

Stan’s ‘SIRCL Game’
• Here are five key knowledge management activities and the associated benefits.
• 1. Share what you have learned, created, and proved to allow others to learn from your
experience and reuse what you have already done. This provides a supply of knowledge.
• 2. Innovate to be more creative, inventive, and imaginative, resulting in breakthroughs
from bold new ways of thinking and doing. This creates new knowledge.
• 3. Reuse what others have already learned, created, and proved to save time and money,
minimize risk, and be more effective. This creates demand for knowledge.
• Leads to curation – SharePoint, etc.
• 4. Collaborate with others to yield better results, benefit from diverse perspectives, and
tap the experience and expertise of many other people. This allows knowledge to flow at
the time of need, creates communities, and takes advantage of the strength in numbers.
• 5. Learn by doing, from others, and from existing information so you can perform better,
solve and avoid problems, and make good decisions. Learning is the origin of knowledge.
© T.J. Elliott Knowledge Workings 2018 2

APHORISMS AND ADAGES
• Value Is The North Star
• Value Arises (Mostly) From
Performance’s Many Elements
• Everything’s Made Up Except When It
Isn’t
• What And Why Before How
• What Does Done Look Like?
• First Do No Harm
• Knowledge Is Sticky
• Islands & Labyrinths
• Absences, Edges, And Trenches
• Knowledge Flows From The Edge
• Break A Formidable Task Into Specific,
Achievable Chunks
• A Corporation Is A Network Of
Conversations
• Action Learning Speaks Louder Than
Words
• The Employment Of Failure
• Use Of Self As Instrument
• Science Proceeds Funeral by Funeral

Orientation
Perspective I

Taking “on the big
challenges the for-
profits will not
because the
challenges are too
hard--
and they don’t have
the scientific
capability to attack
them
--or because the
return on
investment isn’t big
enough or soon
enough--and their
need to satisfy
shareholders won’t
allow it.”
Randy Bennett
5

JC Spender
A business
model is a
description 
an abstract
representation
 of a
complex
business to
help predict
how it might
respond
within a
dynamic
opportunity
space
Strategy is
the set of
specific
activities 
tradeoffs,
services,
marketing,
etc. to
secure the
value creation
imagined in
the business
model
7

Value is the North Star but…
The wise and cautious mariner ought not to trust too
fully to his own judgment when the pressing need is to
take some important step or to deviate from a dangerous
course. Let him take counsel with those whom he
recognizes as the most sagacious, and particularly with
old navigators who have had most experience of
disasters at sea and have escaped from dangers and
perils, and let him weigh well the reason they may
advance; for it is not often that one head holds
everything, and, as the saying goes, experience is
better than knowledge. He should be wary and
holdback rather than run too many risks whether in
sighting land, particularly in foggy weather when he will
bring the vessel to or stand off and on according to the
position of the ship, inasmuch as in this fog or in the
dark no one is a pilot.
Samuel de Champlain, Treatise on Seamanship
8

Value Arises (Mostly) From
Performance’s Many Elements
Performance
Knowledge/
Skill
Attitude
Learning
Sensemaking
& Reflection
Experience
Risk Reality
Systems, Selection, Management, Rewards
9 © T.J. Elliott Knowledge Workings 2018
HT Harold Stolovitch,
Tom Gilbert, & HPT

Keep describing and defining
these elements
Performance
Knowledge/
Skill
Attitude
Learning
Sensemakin
g &
Reflection
Experience
Risk Reality
Systems, Selection, Management, Rewards
10

®
© T.J. Elliott Knowledge Workings 2018
11
Leighton’s Linkages
Knowledge Judgment
Ideas Premises Beliefs
Reasoning
Conclusions
Information
ACTIONS

Reasoning is the exception

"Knowledge is not a
dead pile of facts, but
on the contrary, the
outcome of a dynamic
interaction with the
world at large, and
most importantly, with
the other people in it."
Stowe Boyd, CKO, Knowledge Capital
Group

Knowledge is all
over the place
Different names
& angles
Mani Subramani & Sridhar P. Nerur

Learning
Knowledge
Organizational
Development
Talent

Tom Stewart on KM Feb 2002
A Bible for Me A warning shot across my bow

Not for me

ETS Knowledge Sharing State
Knowledge
Information
Data
Individual Group
Enterprise &
External
Current
State
Everyone Knows
Everything

What Does Done Look Like?
“We, writers, painters, sculptors, architects, passionate lovers of the beauty,
until now intact, of Paris, hereby protest with all our might, with all our
indignation, in the name of French taste gone unrecognized, in the name of
French art and history under threat, against the construction, in the very heart
of our capital, of the useless and monstrous Eiffel Tower.”
Manifesto that ran in the Le Temps newspaper on Valentine’s Day in 1887: 19

innovation: “it only exists when there
is a product or service out there the
people are actually using.”
20 © T.J. Elliott Knowledge Workings 2018

Change
Perspective II

First Do No Harm

All Systems
Resist Change,
Complex
Systems
Resist
Change In
Complex
Ways

24
ETS Systems Thinking Analysis
People Sharing
Knowledge
(+) time
on
assign-
ments
(+) Indiv.
Objectives
met
(+)
Star
Recognition(-)
Motivation
to Share
(+) Perception
of Self-
Effectiveness
(+)
Recognition
of Expertise
(+)
Productivity
(+)
Efficiency
(-) Cost
(+) Net
(+) Investment
Capability
(+)
Funds
KM
infras.
(+) Div.
Work
Done
(+) Div
goals met
(+)
Recognition
for Div
(+)
Resources/
VP SOI
(-) VPs
Pushing
Knowledge -
Sharing

25
People as Islands of Information and
Knowledge;
Organizations as Labyrinths of Controls
and Politics

26
Knowledge is Sticky
• Some forces identified by experts *
• Motivation
• Incentives
• Biases
• Controls
• Causal ambiguity: the partial
understanding of why the use of
certain knowledge leads to a certain
outcome
• The lack of absorptive capacity of
the recipient : the inability to
recognize the value of the new
knowledge
• And the lack of retentive capacity of
the recipient: the inability to
institutionalize the use of the new
knowledge.
* The last three are from
Gabriel Szulanski’s work

27
knowledge absences
environment & practice edges
knowledge flows from the edge
cognitive trenches

Knowledge
Flows On
The Edge
but the core is in charge
and wish to stay so
John Seely Brown, John Hagel III, Lang
Davison
(full quote in notes)

How to Make Better Decisions
• “You should talk to people
who disagree with you
and you should talk to
people who are not in the
same emotional situation
you are.”
Whom would
you choose?
29© T.J. Elliott Knowledge Workings 2018

Implications & Examples
Perspective III

YAxis-IncreasingRisk
X Axis - Increasing Business
Value
Strategic Directions
New Products
New Business
Financial
RFP
Outside Resources
Shaping Workforce
Project Initiation
Client Relationships
Tests
IP
Size of sphere
indicates relative
cost of
implementation
Value Matrix: Implementation Risk & Value
31

32
Our Knowledge
Workers Hit All Squares
on Tom’s Board
Integration Model
• Systematic, repeatable work
• Highly reliant on formal
processes, methodologies or
standards
• Dependent on tight
integration across functional
boundaries
Transaction Model
• Routine work
• Highly reliant on formal
rules, procedures and training
• Dependent on low discretion
workforce or automation.
Collaboration Model
• Improvisational work
• Highly reliant on deep
expertise across multiple
functions
• Dependent on fluid deploy-
ment of flexible teams
Expert Model
• Judgment-oriented work
• Highly reliant on
individual expertise and
experience
• Dependent on star
performers
Levelof
Interdependence
Collaborative
Groups
Individual
Actors
Routine Interpretation /
JudgmentComplexity of Work
SOME
MANY MANY
MANY

THEY SHOW AN ABILITY TO BREAK A FORMIDABLE TASK
INTO SPECIFIC, ACHIEVABLE CHUNKS
33
• "People low in hope see only
the large goal, and not the
small steps to it along the
way“
• BUT…
• Some goals involve changing
systems and you may need to
shift between looking at the
overall problem and
experimenting with solving
one particular 'chunk'

Simple Experiments:
Alphabet Soup
34

35
THEY SHOW
AN ABILITY
TO BREAK A
FORMIDABLE
TASK INTO
SPECIFIC,
ACHIEVABLE
CHUNKS

As Is Should Be
Gaps: Searching fragmented, content
& archives disorganized, siloed in
various disconnected locations, i.e. SP
WSS folders, file serves, other
databases, email, Outlook
Gaps: Identity not well managed, hard to
locate ETS Expertise, fragmented
Contact/Staff info, multiple sources of
people data not are not integrated; groups
and audiences not dynamically created or
maintained; Active Directory inconsistently
populated
Gaps: Web 2.0/Collaboration practices
across the silos inconsistent,
processes for supporting collaboration
outside firewall inchoate.
Gaps: Common front door seen as
Push Message space only; tools and
workspace separate; Push-pull
behaviors inconsistent; Corporate
messaging tech not audience
specific/sensitive
Ntweb Infoline Infoportal
Early Gap Analysis

Anthropology Before Technology

Multidimensional MapWHY DIDN’T IT
WORK?

39
Islands & Labyrinths
They may not know or care
about each other. They may each
have filters that render
consideration of what the other
has to say improbable.
Turf
conquers
all: Silo
Structure
Technology
Unintegrated
Entrenched
Culture

40
So We Focused On The Conversation –
and Lots of Acronyms
• AARs
• CoPs
• SNAs
• Facilitation
• Old Fashioned Teaching
• Collaborative Technology

41
Bottom
Line
Initially?
OK
Outcomes
followed
by finding
different
ways to
get to
value If OK works it is more likely as seven or so simple points that you raise
again and again … and again in direct response to demonstrable gaps
and indirect approaches to unknown needs

What We’ve Been Doing: Expertise
Locator
• This is the most frequent
request: “I need a person
who might have this skill or
that experience.”
• We repurposed existing code
of Performance Management
database to create this simple
search mechanism
• We only loaded identifying
info and objectives — no
results, comments,
development plans
• We built it and they did
not come
42

A corporation is a
network of
conversations ...
The task of executives is two-fold: They
must provide a framework of
interpretations that is unique to the
company and they must maintain that
network as a dynamic structure."
Mike McMaster
"The nature of networks is collaboration.
Collaboration has no rulebook except
the need to gratify the requirements of
the group focus.”
David Worlock © T.J. Elliott Knowledge Workings 2018 43

44 27
ETS Internal Use Only
“Please indicate the extent to which the people listed below provide you with information you use to
accomplish your work.” Responses of frequently and very frequently.
= International
= BD & SM/NASP
Area
= R & D
If CC and AV are removed, then the R&D group is essentially broken
into 2 sub-groups.
Network Measures
Density = 9.66%
Cohesion = 3.09
Centrality (IN) = 6.185
Central People (IN)
AD (19)
LL (17)
BK (13)
AC (11)
BD (11)
= SBU Program
= Other
= Not responded

Drew Gitomer
Knowledge Transfer Session
Wednesday, February 17, 2010

Action Learning Speaks Louder
Than Words
• “Action learning particularly obliges subjects to become
aware of their own value systems, by demanding that
the real problems tackled carry some risk of personal
failure.”
• “…in having to draw upon one’s commitment one is
forced to enquire into what one really believes, as
distinct from what one may claim to believe while
arguing in the seminar or at the case-study.”
• “Thus, we may more accurately describe action learning
as development of the self by the mutual support of
equals…”
• “It was the interest that all displayed in the way totally
fresh questions would be unexpectedly raised.”
• “….those best able to help in developing the self are
those comrades in adversity who also struggle to
understand themselves…”
• “… responsible action is, in itself, an effective learning
process.”

Action Learning
• “learning defined as acquiring
new knowledge, new
perspectives and new insights
… is inadequate. The
evidence for learning should
be whether the executives are
able to produce the insights in
the everyday world.“
• Chris Argyris

Questions Catalyze Value
• Certain kinds of advanced learning flow from companies
questioning and examining
• why they do the things they do,
• why they hold the assumptions they hold,
• why they repeat the mistakes they repeat.
• In order to have this learning (called double loop
learning), you have to be able to talk about what is
really occurring in people’s thoughts and actions
• Argyris & Schon
48© T.J. Elliott Knowledge Workings 2018

49
The Employment of Failure: Experiments
Illustrate Challenges

Amy Edmondson on
Complex Systems &
Learning from Failure
The consideration of a failure in a complex
system as bad “is not just
a misunderstanding of how
complex systems work; it is
counterproductive.”
“Tolerating unavoidable process
failures in complex systems and intelligent
failures at the frontiers
of knowledge won’t promote mediocrity.
Indeed, tolerance is essential for any
organization that wishes to extract the
knowledge such failures provide. But
failure is still inherently emotionally
charged; getting an organization to accept
it takes leadership.”
50

“In the act of
creating, people
argue. They have
heated dialogue.
They get upset!
Without real
exchange, you
can’t create
knowledge.
Knowledge
creation is a
human activity.”
Ikujiro Nonaka

Use Of Self As
Instrument
“To someone who engages in
dialogue only to prove himself right
and not to gain insight, asking
questions will indeed seem easier
than answering them. There is no
risk that he will be unable to answer
a question. In fact, however, the
continual failure of the interlocutor
shows that people who think they
know better cannot even ask the
right questions. In order to be able
to ask, one must want to know, and
that means knowing that one does
not know."
Hans-Georg Gadamer, Truth & Knowledge

Science
proceeds
funeral by
funeral
Max Planck
— but hopefully
not our own
— yet that’s
what ‘done’
looks like at last

What does-done-look-like-08212018

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