How can you do knowledge management on the SharePoint platform. Some of Knowledge Management is technology -- and some of it is people and process. Learn how you meld them together to get better knowledge management in your organization.
4. In this Section…
• What is Knowledge?
• What is Management?
• Types of Knowledge
• …Compared to Learning
Management
• …Compared to Data
and Information
Management
• Stories
5. What is Knowledge?
Wisdom
Answers “which”
Knowledge
Answers “how”
Information
Answers “who”, “what”, “when”,
“where”
Data
Facts or Symbols
You are here
6. What is Management?
When Noah heard the
weather forecast he
ordered the building of
the ark – that was
leadership.
Then he looked around
and said, “Make sure the
elephants don’t see what
the rabbits are up to.” –
that was management
8. Tacit Knowledge
• Polanyi: “Tacit
knowledge cannot be
transferred – we know
more than we can tell”
• Nonaka: “Tacit
knowledge is
unarticulated
knowledge awaiting
transfer”
12. What we can’t adequately
articulate
• Riding a bike
• Landing a plane
• Facilitating a meeting
• Managing a project
• Developing good
software
16. De(Re)skilling the Workforce
• Socrates thought books
would do terrible things
to our memories
• Henry Ford reduced the
skill level to create a car
– and labor rates
plunged
• Cell Phones and Caller
ID have reduced our
memory for phone
numbers
17. … Compared to Learning
Management
• Learning is focused on
education
• Instructor led classes
• eLearning
• You can not teach what
you do not know
• Structured learning
accounts for ~1% of
what employees know
18. Where we get our learning
Active Passive
Directed Searching Monitoring
Undirected Browsing Being
Aware
Being Aware
80%
Browsing
5%
Monitoring
14%
Searching
1%0%
Source: Marcia Bates Univ. Calif. LA,
“Toward an Integrated Model of Information Seeking and Searching”
19. How do adults learn?
• Andragogy
• Learner need to know
• Self-concept of learner
• Prior experience of
learner
• Readiness to learn
• Orientation to learning
• Motivation to learn
Source: The Adult Learner, Knowles et all
20. Assessing Retention
• Direct Measurement
• Disruptive to the
retention process
• Distorting to results
• Indirect Measurement
• Business Impact
• Service calls
• When measured against
adoption
• Service Requests
separated from Service
Incidents
22. …Compared to Information
Management
• Enterprise Content
Management
(Unstructured)
• Explicit knowledge and
information are
frequently confused –
even by “experts”
• Most frequently
focused on the “capture
and distribute” part of
the lifecycle
26. Knowledge is Expensive
• Loss of Capabilities
• Recovery Time
• Recovery Effort
• Productivity Loss
• Relearning takes time
27. Time to Talent
• The length of time it
takes to make someone
productive
• Longer time to talent =
greater cost
28. Costs of Turnover
• Approximately ~40% of
employees turnover
every year (BLS)
• Approximately half of
all turnover is voluntary
(BLS)
• Employee replacement
costs are between 20%-
150% of annual salary
(SHRM)
29. 3 2.9 2.9 2.8 2.7 2.6 2.7
2.9 2.9
2.7
3.1 3.2
5.2
5.5 5.4 5.3
5
4.8
4.6
4.9 4.9 4.9
5.1
5.3
9.5
8.8
8.9 8.3
8.1
8.2
7.6 7.7
7.3
7.6
7.8 7.8
12.2
11.6 11.1
10.2
10.1 10
9.9
9.6
9.3
9.9
10
10.3
9.6 9.5
8.1
8.4
7.8
9.4
8.6
9
8.8
10.2
9.9 10.3
0
2
4
6
8
10
12
14
Jan-83 Jan-87 Jan-91 Feb-96 Feb-98 Feb-00 Jan-02 Jan-04 Jan-06 Jan-08 Jan-10 Jan-12
US Employee Tenure
16 to 17 years 18 to 19 years 20 to 24 years 25 to 34 years
35 to 44 years 45 to 54 years 55 to 64 years 65 years and over
Linear (25 to 34 years) Linear (35 to 44 years) Linear (45 to 54 years) Linear (55 to 64 years)
Linear (65 years and over)
45-54 Years (30 Working Years)
55-64 Years (40 Working Years)
65+ Years (50+ Working Years)
35-44 Years (20 Working Years)
15% drop in tenure for 55-64
18% drop in tenure for 45-54
Source: US Bureau of Labor Statistics
33. In and Above the Flow
• In Flow
• Happen as a part of the
work
• Above the Flow
• Additional activities
required to capture the
knowledge
34. Redesign the Process
• Make success
dependent on
generating knowledge
• Negative knowledge
(what doesn’t work and
why) is still valuable
35. Connect to the Business
Results
• Connect knowledge
management to a key
strategy
• Metrics are essential to
success
• Measure the business
change – not the use of
the technology
36. The Great Lubricator: Trust
• People are mismatched
and will “rub” in places
• Friction creates heat
and robs energy
• Trust is the lubrication
that reduces friction
38. Interviews (Video)
• Video tape experience
laden stories
• Transcribe the video
with closed captions
• Appropriately tag the
video based on
transcription
• Allow users to search
for the video
39. Documentation
The national commission
on the BP Deepwater
Horizon Oil Spill and
Offshore Drilling
committee reported…
“We reviewed thousands
of pages of
documentation…”
40. Training
• Training isn’t just
instructor led in a
classroom
• People learn best
• In the concrete (not the
abstract)
• While doing (making it
real)
41. Story Telling
• We grasp the abstract
through the means of
the concrete
• We remember what’s
emotionally charged
• Share the norms and
values of the
organization
42. Mentoring and Coaching
• Mentors and Coaches
come along side those
they mentor and coach
• Pairing programs are
effective at generating
informal coaching
situations
43. After Action Reviews
• Do Ask: What went
right and wrong?
• Do Ask: What could
have been done to
make the project more
successful?
• Don’t Ask: Whose fault
is it?
48. Fixed Mindset
• “That’s not the way we
do things here”
• “Our industry doesn’t
work like that”
• “We can’t change, it’s
tradition”
49. Organizational Change
• Every organization
needs change
• Most organizations
resist change
• Change is scary – and
the fear must be
acknowledged
50. John Kotter’s 8 Steps
• Create urgency
• Form a powerful coalition
• Create a vision for change
• Communicate the vision
• Remove obstacles
• Create short-term wins
• Build on the change
• Anchor the changes in
corporate culture
Not 100% consensus on definition – or detailed definition
Sources of Power – Mental Models; knowledge is about how things work. Knowledge – The capacity for effective actionKnowledge is the only thing that when you give it away you still have it.BP -> Video cameras – Bring expertise to a problem (bring experience to bare on the problem)
Credit Sue Hanley for sharing…
AKA Information
Nonaka – Misinterpreted PolanyiSome examples of “We know more than we can tell…”
Michael Gazzaniga -> Severed Corpus Callosum – Show Walk to Left Visual Field (Right Side of Brain) Right side of brain can not process language. When asked why he was walking Left side (Language processing) said “To go get a coke” – Rationalizing what he had seenThinking, Fast and Slow (Tell them about all the book references)– Most of the time we walk around with System 1 (fast processing) and we don’t do deeper analysis of what we’re seeing.We are responding to things that we don’t have conscious awareness of.
Symbols are great. Cultural norms/expectationsIn the US … 1; in Germany 2 … just ask me how many pizzas I ordered.Book: The Art of Explanation/The Curse of Knowledge
In the US and most of the world, on the right. In the UK, on the left
In the US, respectful. We’ve been taught to clean our plates. In China, rude. You’ll embarrass the host that they didn’t provide enough for you to eat.NOTE: These are things that you wouldn’t think to communicate because they’re obvious. They’re just the rules that you live by.
PMI requires PM hours to get a PMP
Deck… 3x4x5Pythagorean theoremHow do you use SharePoint this model?Create a task list for the apprentices to do.Create a video library showing a snippet of the action that you want the apprentice to do repeatedlyCreate a calendar to schedule times for the journeymen and master to be available to the apprentice. (Office hours)
Systematize everything … The E-Myth RevisitedOf course, this a simplification…
Book: The Information Diet (Socrates)*** Use the same capacity to do other things.
KM Captures the knowledge and packages it. Learning management distributes it to others.The student has become the master/teacher.Let’s look deeper at our training is 1% of what we know.
Pedagogy
Regulates attention – sleep/wake cycleSupports “high attention” situations.3000GTVR4 – How many others driving it?Self-Concept of learner?
Disruptive to the learning process – Operant conditioning; test the conditioned stimulus w/o the unconditioned stimulusDistorting to results – “Introspecting about Reasons can reduce post-choice satisfaction” – posters were less valuable if the person was asked to write about it; Gratitude journals can tend to reduce the appreciation/gratitude.Service Request = Unsatisfied learning need*** Broader than just Help Desk calls… story capture*** Gallup Data (Engagement index)
Unable to Understand –> Simply cannot understand why knowledge management mattersWhen Told – Understand What To Do -> Recognize that an idea would be a “good idea”Know What to Do -> Know what approach to take and when to take it.Do What They Know -> Actually implement what they know how to doKnow What They Do -> Can evaluate their behavior to adapt and improve it (sharpen the saw)
Generally speaking the larger that salary – the longer time to talentGood RESOURCES in an Knowledge Management system can reduce time for every level of employee.
The last 4 years voluntary turnover has been approximately 80% of the average level of the last 10 years (i.e. 20% lower than normal)
15% Drop in Tenure among 55-64 year olds18% Drop in Tenure among 45-54 year oldsTenured Years/Working Years = 26-33% for 25 Years-64 Years old~36% turnover annually US BLS - ~ 3%/month …PPL (Pennsylvania Power and Light) – Listed as a key risk on their SEC 10K filing that they have a large number of workers with high tenure.
http://www.lasg.org/LifeAtTheLabs/knowhow.htm
How expensive is it to realize that the ground on which you’ve built your new product launch can’t support your goals?How have you tried to adjust the plans to account for the poor foundation (one side of the tower’s walls are taller than the other in an effort to straighten it.
How much would it cost to know that building a steep pyramid will collapse on itself? (Meidum pyramid – built immediately before the bent pyramid had the high angle – 54 deg and the later pyramids had a 43 deg angle. Believed in part due to the collapse of the Meidum pyramid during construction.)
One more thing to do? OverwhelmedConnect with them where they’re at – make it accessible
Recognize and Reward -> Reuse is important?
Book: How to Measure Anything
Make-Renegotiate-MeetTeam building in the place they are – you want trust in the environment they work in.
Book: Lost Knowledge*** Culture of failure
Transcription/closed captioning to make the video searchable.I am discussing with clients/piloting
The Deepwater commission (2012) produced a 398 page report for the president. The Challenger Accident created a 55 page report (in 1986). The Columbia Accident Investigation Board (2003) generated 248 pages -- neither were able to bring back the lives of the people who lost their lives. Both pointed to issues that had been documented – and ignored repeatedly.Agile isn’t about lack of documentation – it’s about lack of ceremony in documentation.
Learning to fly a plane. Some bookwork… Lots of watch, do, try again, try again… The instructor slowly does less and less… reminds less and less.
Book: Emotional Intelligence – Amygdala/Emotionally ChargedBook: Redirect / Power of perceived normsRepository for stories – no matter how they’re conveyedTwitter … No Story telling in 140 characters => Compare to ticker tapesDo the stories have to be real? -> Comedy view; distorted versions of reality
National Speaker Association Conference – Buddy programProfiles - tracking expertise. Couple with programs encouraging both mentoring and coaching from HR
This isn’t root cause analysis.People resist AAR if they learn that it’s an excuse to crucify someone.Meeting … action items … attendees
SharePoint MVPs…Mailing ListBadge of honor – SharePoint MVPPaintball before the MVP summitViolations of trust were dealt with
We compete on what we knowWe don’t reward knowledge sharing or reuse.
Mental models/Schemas can be too mismatched.
Time: 1.5 minutesProfessor @ Harvard Business SchoolCore of this course is mapping SharePoint adoption to his change model
Diffusion of Innovation – Everett RogersRelative advantage is measured in the eyes of the beholder… i.e. what’s the relative advantage of a Rolex? Status