Knowledge Management That Makes a Difference

Conversation Matters

Through this reflection I've discovered that what I love doing is creating the design that make knowledge creation and sharing possible! University Research Corporation (URC) had a contract with USAID to support Health Care Improvement (HCI) and to spread that knowledge worldwide.

The Three Eras of Knowledge Management

Conversation Matters

In this video I describe the Three Eras of knowledge management that I have previously written about on this blog, Where Knowledge Management has Been and Where it is Going – Part One , Part Two , and Part Three. It is the "means," but what is being managed are ideas.

The Three Eras of Knowledge Management - Summary

Conversation Matters

I have posted lengthy descriptions of each of the three eras of knowledge management and here I have made a brief summary of all three. Knowledge management began in the mid 1990’s. Leveraging Explicit Knowledge. Leveraging Experiential Knowledge.

A Knowledge Management Strategy for Non-Profits Working in Developing Countries

Conversation Matters

I recently conducted a study of eleven non-profits to find out how knowledge management (KM) was being implemented in developing countries. In this article I have 1) outlined the findings from that study, and 2) developed a knowledge management strategy based on the findings.

Why Knowledge Management Didn’t Save General Motors: Addressing Complex Issues By Convening Conversation

Conversation Matters

GM was brought down by a flawed strategy, but an organization’s strategy is clearly a product of the knowledge that exists within its walls. The knowledge existed within GM to develop a more competitive strategy. The types of issues that require leveraging the collective knowledge.

Potentiation: Neurology and Knowledge Management

Conversation Matters

It’s a term that those of us that are involved in knowledge and learning could make great use of – no need for neurologist to have all the fun! An example of a path that is very weak is that uncomfortable experience of meeting someone and ten minutes later not being able to remember her name.

Knowledge Management: Where We've Been and Where We're Going - Part Two

Conversation Matters

In this series I‘ve classified the evolving landscape of knowledge management into three categories. The first category is leveraging explicit knowledge and is about capturing documented knowledge and building it into a collection - connecting people to content.

How to Hold a Retreat or Meeting Where New Thinking Emerges

Conversation Matters

I attended a meeting a number of years ago that has remained in my mind as the ideal meeting where new thinking can emerge. I want to describe that meeting and then tease out the design characteristics that led to such memorable results.

A Surefire Way to Build Widespread Collaboration Across Your Organization

Conversation Matters

Organizations have discovered the power of collaboration to increase knowledge sharing, speed up problem solving, create new knowledge, and spur innovation. These self-directed meetings, called CoachingOurselves®, are guided by modules developed by leading management thinkers.

Design thinking meets HR Operational Services

HR Times

Identifying enabling technology (case management, knowledge management, and web chat) to deliver the desired HR customer experience. Maribeth Sivak is a manager with Deloitte Consulting LLP, where she focuses on full life cycle global human resource transformation initiatives.

Why knowledge search is broken, and how to fix it

Spoke

So you decide it’s time to create a system that helps you share the company’s evolving internal knowledge—event calendars, legal documents, IT FAQs, org charts, HR policies, etc.—so Adopting a traditional knowledge management solution. Knowledge Management

Use 1:1 Meetings for Learning and Watch Your Business Thrive

Saba

Learning allows employees to gain the knowledge and skills they need and understand the expectations associated with using them. In fact, one place that learning is particularly effective is in 1:1 meetings. Learning can take place in small groups, including 1:1 meetings.

Leveraging Collective Knowledge: NASA’s Constellation Program

Conversation Matters

Every organization has the problem of how to save the knowledge it has created, but after the cancelation of the Constellation program (CxP), NASA has that problem in spades. NASA learned its lesson about losing knowledge early in 1990.

Guidelines for Leveraging Collective Knowledge and Insight

Conversation Matters

Knowledge workers in any organization have a wealth of insights that are available to their organization to address the difficult issues the organization is facing. Drawing out those insights requires bringing knowledge workers together in meetings that are expressly designed to take advantage of collective knowledge. Knowledge workers attending a meeting or conference need to get connected to each other before they try to construct new ideas together ( Peter Block ).

The Hallways of Learning

Conversation Matters

This was a group of about 20 researchers and, as the name implies, they studied workplace issues, including, environment, safety, labor, and management. If a group wanted to have a meeting they conducted it in Researcher’s Square, which allowed passersby to overhear the conversation.

What Research Says About Transferring Explicit Knowledge: To Share or Not to Share*

Conversation Matters

I regularly review the new research on knowledge sharing and knowledge transfer because, although all of us have an opinion about what encourages or impedes workers sharing their knowledge, I recognize that my own and others' opinions are rarely based on research.

Study 81

How to Grow a Knowledge Sharing Culture

Conversation Matters

How to grow a knowledge sharing culture – a culture where people expect to share their knowledge with others and willingly ask others for help when they need it. I get asked the culture question a lot by managers that have already tried and failed with all of the above.

Three Books Every KM Professional Should Read

Conversation Matters

They are: Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy , 2012, by Amy Edmondson, a Harvard Professor of Organizational Learning. Critical Knowledge Transfer: Tools for Managing Your Company’s Deep Smarts, 2015, by Dorothy Leonard, Walter Swat, and Gavin Barton. Edmondson’s book, Teaming is one of the best knowledge management books I’ve read, although I don’t think she ever mentions the term knowledge management in the book.

The Power of Action Learning: A Process for Building a Collaborative Culture

Conversation Matters

One of the most powerful tools for moving an organization’s culture toward collaboration and knowledge sharing is a process called Action Learning. A system for learning reflectively – sets, which are small groups that meet regularly over several months.

A Model Lessons Learned System – The US Army

Conversation Matters

I have detailed the progression of this system using the model I constructed for The Three Eras of Knowledge Management. Since the beginning of the Iraq war CALL has become a subset of the larger Army Combined Arms Center’s Battle Command Knowledge System located in Ft Leavenworth.

CoP Facilitator Tasks That Create a Sense of Community and an Environment that is Welcoming

Conversation Matters

Schedule and hold in-person events for community members (story telling sessions, speed consulting, knowledge cafes, etc.) either in a periodic community meeting or as part of another meeting or training session . Market the community to potential members (speak at meetings, brown bags, orientation meetings, etc.). Provide success stories to the executive management committee. Knowledge Management Strategies Change Management

Transferring Expertise: The Best Way to Move Tacit Knowledge

Conversation Matters

One of the really tough nuts to crack in KM has been how to transfer the knowledge of experts to those less skilled. If we are going to crack this nut, we need a better image – a more accurate way to think about how experts create and store the knowledge they use. A more accurate image would then allow us to think of better ways to transfer that knowledge to others. Orr describes a meeting where Alice, who has a problem she wants some help with, shows up for lunch.

Avoiding Knowledge Silos: The 4 Best Practices for Your Business

Spoke

Knowledge silos are a natural outcome of the way we’ve structured work. Effective cross-team sharing of knowledge and information just isn’t built-in to the way many companies operate. That’s why smart companies intent on avoiding knowledge silos proactively adopt tools and processes that make it easy for subject matter experts (SMEs) to share their knowledge. Spoke makes it easy to access important knowledge, no matter where it lives across your organization.

Tools 40

Language Matters: It Sets the Tone for What You Do and What You Value!

Thrive Global

Other words people commonly use on their calendars that may represent things they really don’t want to do are things like ‘quit smoking’, ‘start weight loss program’, ‘weekly meeting with boss’ , ‘math test’, or ‘annual review’. wellness language communication knowledge knowledge-management

Collective Sensemaking: How One Organization uses the Oscillation Principle

Conversation Matters

The consultants work on client projects in small ad hoc groups formed around topics of joint interest, for example, knowledge productivity or sustainable business. Given those principles, after 15 years there are still no managers at K&S, nor hierarchy or job descriptions.

Are On-line Discussion Forums Conversations?

Conversation Matters

In my opinion on-line forums are the gold standard of knowledge sharing. A clear response from a knowledgeable peer is all that is needed. There is tremendous value gained, both in terms of learning and development, from an exchange that meets that definition.

Three Books Every KM Professional Should Read

Conversation Matters

They are: Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy , 2012, by Amy Edmondson, a Harvard Professor of Organizational Learning. Critical Knowledge Transfer: Tools for Managing Your Company’s Deep Smarts, 2015, by Dorothy Leonard, Walter Swat, and Gavin Barton. Edmondson’s book, Teaming is one of the best knowledge management books I’ve read, although I don’t think she ever mentions the term knowledge management in the book.

We Know More Than We Can Say: The Paradox of Tacit Knowledge - Part One

Conversation Matters

It is quoted to encourage attending to tacit knowledge, rather than exclusively focusing on explicit knowledge. The answer lies in, 1) how our brains store knowledge, 2) how we create knowledge, and 3) the values and relationships that are interlinked with tacit knowledge. . How Our Brains Store Knowledge. What we think of as tacit knowledge is really the human ability to draw on our past experiences to respond to new problems or questions.

How to Make Use of Your Organization’s Collective Knowledge – Accessing the Knowledge of the Whole Organization - Part I

Conversation Matters

Collective knowledge is the next step beyond knowledge sharing for organizations. More than just making use of the existing knowledge employees have, collective knowledge makes use of the sensemaking capabilities of employees. Understandably most leaders see it as their responsibility to come up with answers for the complex issues their organizations face, ascribing to the manager-as-problem-solver model of leadership.

Knowledge As A Service: Embracing Disruptors To Drive Revenues

SAP Innovation

If knowledge is power, it’s not surprising someone realized the value in packaging it as a product. For professional service companies, Knowledge as a Service (or KaaS) is becoming a critical concept that can drive up revenues and keep firms competitive.

The Complexity of Transferring Lessons Learned from Projects

Conversation Matters

The team that has learned something writes it up, then the team that needs the lesson reads the report – knowledge transferred, end of story. The fault, if there is one, is the lack of recognition of the complexity involved in transferring knowledge. The meeting is a conversation.

Learning From Failure - It's Possible

Conversation Matters

But the research of Cannon and Edmondson indicates that managers greatly underestimate the difficulties that are involved in learning from failure. At the beginning of the meeting I attempted to set a tone of openness. There are from 5 – 20 solutions offered at each monthly meeting.

The Value of Lessons Learned

Conversation Matters

Individual lessons that each soldier learned, that would lead him/her to act more effectively the next time that soldier was involved in a similar maneuver - each soldier carried a pocket notebook to write these lessons down during the group meeting.

The Incentive Question or Why People Share Knowledge

Conversation Matters

How do we incentivise people to share their knowledge? The question is asked because when managers look around their organizations they don’t see much knowledge sharing going on. People Willingly Share Their Knowledge. We do not give that knowledge away lightly.

Study 81

Organizational Studies that Don't Just Sit on the Shelf: Participatory Action Research

Conversation Matters

The first principle is to have as a principal investigator a social scientist that is knowledgeable about how to conduct qualitative research to insure both the reliability and validity of the study. The interview teams from the four departments came together for the first of three meetings.

Study 62