A canoe, a pieris japonica and a conducive space: key ingredients for special and productive meetings

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I often refer to the metaphor of: ‘Drinking from the fire hydrant ‘to describe what it feels like trying to keep up with the wave of material that hits our email in boxes.  And if like me you have 4 mail accounts (for different businesses and pro bono activities) you will know the challenge. In the past filtering of content was handled by the manual clippings service which collated material and grouped it according to a set of predefined topics.

Today much of that is automated but you still end up skimming and relying on trusted sources. I find less is more and prefer thought pieces from organisations such as the McKinsey Quarterly and Strategy & Business (formerly a Booz and Company publication now part of PWC).

meetings are the factory floor for knowledge workers

This week’s thought leadership interview by Theodore Kinni in Strategy & Business about meetings caught my eye. Based on a book Let’s Stop Meeting Like This: Tools to Save Time and Get More Done by Dick and Emily Axelrod, a couple of quotes hit home:

S+B: Why should executives be concerned about meeting effectiveness?
DICK AXELROD: Meetings are the factory floor for knowledge workers.They are where a lot of work gets done—or should get done—these days. Organizations are getting more complex, and making them work requires people to meet. Meetings are also artifacts of the organizational culture. If you change the way you meet, you can begin to change your culture. And meetings are huge engagement opportunities. They are where people decide whether they’re going to sit on their hands or they’re going to put their wholehearted self behind whatever needs to be done.

AND

…..These five factors—purpose, challenge, autonomy, learning, and feedback—provide a way of thinking about a meeting that goes beyond the agenda and mechanics, like how you set up the room. If you can embed them in your meetings, you should have good ones.

S+B: How do you embed them?
DICK AXELROD: We use something we call the “meeting canoe” for that. It’s a six-stage process that represents the order, shape, and flow of the meeting experience. First, you welcome people and connect them to one another and the task. Then, you help them discover the way things are, and elicit their dreams about what could be. Next, you help them come to a decision about what should be done and ensure that everyone is clear about the decisions reached and who is going to do what. Finally, you attend to the end by reviewing the decisions reached, identifying next steps, and reviewing how you worked together.

choose which meeting you attend

This all struck me as being true! We are all looking for ways of making meetings more effective and the idea of making them voluntary (you have to see value and want to attend) is one that plays very well with Open Space Meetings – A method of running meetings – the agenda is decided on the day by participants and there are five main rules during the mini-breakout sessions:

  • Whoever comes are the right people: this alerts the participants that attendees of a session class as “right” simply because they care to attend
  • Whatever happens is the only thing that could have: this tells the attendees to pay attention to events of the moment, instead of worrying about what could possibly happen
  • Whenever it starts is the right time: clarifies the lack of any given schedule or structure and emphasises creativity and innovation.
  • When it’s over, it’s over: encourages the participants not to waste time, but to move on to something else when the fruitful discussion ends.
  • Law of Two Feet” (or “The Law of Mobility”). If at any time during our time together you find yourself in any situation where you are neither learning nor contributing, use your two feet. Go to some other place where you may learn and contribute.

You need special people and a confident organisation to run Open Space Meetings.  Most people need an agenda published in advance in order to decide whether to attend. In many of the cultures I work with such a session would be viewed as frivolous at best.

What I have observed, and why I was drawn to many of the assertions made by Dick and Emily, is that set up and space are so important.  Its a core theme in Masterclasses I run.

the right space and the right culture

view of the CityA month ago I was a guest at the official opening of dotmailer‘s new Head Office concurrent with their 15th birthday.  I had the pleasure of working with them in 2005 when the founders were thinking about where to take their evolving business (then called Ellipsis Media) and Tink Taylor (Founder) has been very generous in recognising that contribution in the what others have said section of this site – I will publish a note on that in due course.

I mention the testimonial as the company I looked at then has many of the same people still working for it today. Much of that is down to the working culture and collegiate approach which their new HO building in London which overlooks the City reflects.

dotmailer kitchenI particularly liked the use of the English style tea house (kitchen) which houses the original table from the pub in Croydon where the 3 founders first met and discussed the business.

And the use of the bubble pods for meetings and the iPad driven coffee machine.  Make the best coffee and people will meet around it, site the meeting areas close by and people will use them. dotmailer has dotmailer podsmade meetings (and work) fun and its dramatic growth as a business would indicate its a formula that works.

and finally

My title draws on three metaphors: a canoe, a pieris japonica and a conducive space.  I’ve dealt with the space issue above. Here’s what Emily Axelrod said about the canoe:

EMILY AXELROD: Our graphic artist, Bob Von Elgg, came up with the canoe as a metaphor for meetings. We love the idea because a canoe requires direction and coordinated action to move through the water. And when you look at a canoe from the top, its shape is reminiscent of the meeting experience: A meeting is a conversation that starts out small in the welcome and connection stages, it reaches its widest point when you’re discovering the way things are and eliciting people’s dreams, and begins to narrow again as you decide what to do and attend to the end.

Plants, like humans, require the right environment to flourish: put a shade loving plant (or person) into the limelight for too long and they go off colour; give them the right nutrients and feed them and you will reap the benefits.  Below is a Pieris Japonica I have grown from a small plant.  At the start of the season I gave it too much light and put it in a draughty spot – the leaves went brown and it lost its colour. Now in a sheltered spot (out of the wind and part shade) it has had a resurgence.

Managing meetings is an art form requiring careful husbandry. Get it right and the results will be spectacular!

Pieris Japonica

Tips for working on international assignments (part I)

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Thanks Frank (Gardner)

It was he who encouraged me to blog about my experiences and I have always wanted to be able to share some of the techniques I’ve come to adopt when undertaking international assignments. The offer by Sandra Ward and Val Skelton, Co-Editors of Business Information Review, to write an article for the forthcoming edition was too good to miss and so today I submitted that piece.

Here are just a few snippets from my submission (the pictures won’t be appearing):

Abstract

In today’s global village the ability to work cross border and cross culture is increasingly important. This article looks at the lifecycle of an assignment from winning and negotiating to working and collaborating concluding with reporting and getting paid. It examines what it takes to run successful international assignments while identifying a number of potential pitfalls to be avoided and issues to be considered.

Baggage trolley at El Fashar Airport DarfurI am lucky; I’ve worked across five continents and experienced many different cultures over the last 40 years. I’ve been shot at in Ireland, detained in Sudan, been part of an aid convoy in the Philippines after Typhoon Ondoy, slept in a tin shack in Darfur, shared a room with a desert rat while watching oil fields burning in Saudi Arabia in the aftermath of Desert Storm and landed in Barbados after the island’s only hurricane.

When I reflect on a few snippets from a lifetime of conducting international assignments it’s perhaps unsurprising that my daughter frequently asks the question at the top of this piece.

Winning the business

We’ve all had ‘we’d like to invite you to tender for’ requests from organizations we’ve never met. As you become more visible and published so these increase. As a rule unless you can trace a direct link to someone you know or somewhere you’ve been then you are being used as padding for a tender process. Be warned. It takes a considerable effort to respond to tender requests especially when there are procurement specialists intermediating….

Negotiating the ‘deal’

….An African friend of mine signed up for a consulting engagement with one of Africa’s major organizations. It looked great and met all of the criteria outlined above. Payment was triggered by receipt and acceptance of a set of reports and recommendations. Now 9 months later he is still waiting for formal approval for his reports. His mistake? He had no milestone payment and no upfront mobilization fee. Next time he might insist on a payment for delivery with balance on acceptance.

Travelling and staying

… Before I decide on whether to go or not to a country I check out what and whom I know who might help – I conduct my own ‘Peer Assist’ – and visit the members’ library at Chatham House.

…Accommodation can make or break an assignment! A client will often give you an allowance or have preferential rates. Expensive doesn’t always mean good; proximity to your client is vital as is the ability to work in your room. For Darfur Victoria Ward and I had to undergo UN security training. It taught me a number of things I use today when asking for a room:

  • Above tree line and below floor 7
  • Preferably not facing the street
  • Proximity to fire stairs.

Working & communicating

…The Culture Map which notes that human speech varies depending on whether there is a “high” or “low” level of assumed shared cultural context. This affects vocabularies: the English use more words whereas North Europeans (and Americans) tend to be more forthright.

Why is this relevant? If you don’t adapt your style and (in my case) speak slower, write more succinctly and with less jargon, there is huge potential for miscommunication….

Importance of set up

If the way we speak, write and hold ourselves is important so are the technological underpinnings. Consider this: in many organizations the jump drive (memory stick) is banned. There is a limit on email size (try sending a video to a client), browser activity is monitored and restricted and guest access behind their firewall requires countless sign off and takes days!….

Listening ears and noticing eyes

How you are received on arrival is usually a good indicator of how important your visit is…

…I also find it pays to listen more than talk especially in the early parts of an assignment, as someone once said ‘you have two ears and one mouth and should use them in that proportion’…

Friendly ‘fire’

Assuming you are by now super observant and minding your P’s & Q’s, the next big challenge facing you is how to work with your immediate stakeholder group. You need to establish separate sounding boards not just your project sponsor…

Handling left field moments

Even the best of us can inadvertently put a metaphorical foot wrong. Our actions are magnified when we are dealing in a different environment and out of our comfort zones….

…Perhaps my most surreal experience occurred in Sudan when I was invited to visit a major company for a discussion only to find on arrival there were 200 people assembled to hear my presentation on ‘Knowledge Management in the Energy Industry’. After recovering from the shock I conducted a 45-minute Q&A session prompted by an opening, ‘What keeps you awake at night?’

Reporting and getting paid

I’ve had mainly positive experiences dealing with international clients and getting paid. Typically the more ‘developed’ the country the worse organizations (especially governments) are at making payment if you are an SME.

However I’ve found people will try and find a way to pay you if they feel you’ve done a good job. Your challenge is to manage that perception!…..

Ten tips

If I were advising someone about to undertake their first international assignment what would I tell them?

  • No credit cards in SudanClarity is key, ambiguity is the enemy of progress: be clear about the terms, what they are going to get, when and in what format and what help and assistance you need from them in order to deliver it.
  • Prepare for the unexpected: plan for disasters and have a backup (if you are on medication take that in your briefcase); save your work to the cloud (securely of course). Adopt my 50/50/50 rule and always have that amount of £, € and $ in your wallet.
  • Keep detailed field notes and conduct regular After Action Reviews or Pause & Reflect sessions as a team: It’s vital to be able to reflect on what you’ve heard and to have the ability to play that back in regular progress reports.

I will share the rest of the article and the remaining seven tips over the coming months.

Awash with Artichokes: making the most of surplus food at Borough Market – Risotto Primavera

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Artichokes are aartichokes-for-good-healthn acquired taste but when you are hungry they are delicious. This is a recipe with basic ingredients: a few determined people, a dash of technology (soon to be enhanced), a sprinkling of generous traders and a huge dose of imagination from the cooks who mixed ingredients.

Week One: from small beginnings – 5 traders, 1 charity (Dragon’s Cafe)

After a little bit of encouragement from Charlotte Jarman (an Anthropolgist project manager of FoodSave project at Sustain who has helped to develop tourism projects with coffee-growing communities in Peru and Tanzania), aided and abetted by Plan Zheroes, London’s Borough Market adopted the idea of making surplus food donations.
The scheme begain in June and received good local press coverage, here’s what Sustain said: ‘London’s Borough Market sends surplus food for use by a local charity.’

The first week’s donations got a lot of publicity including London SE1 Community Website. One of its reader’s, Abi Todd got in touch:

Hi Plan Zheroes

I read the article on SE1 about linking up food from Borough Market with the Dragon Café. Your work sounds amazing and I would love for us to get involved.

I manage a young people’s hostel for 116 vulnerable people aged 16-21 in Borough. We are making frequent use of Food Banks and I would be really interested in investigating if we can link with local food suppliers to supplement this. many of our young people are sanctioned for long periods of time, and food poverty and poor nutrition are rife.

The organisation I work for is Look Ahead Care and Support www.lookahead.org.uk , and I attach our service leaflet so you can see a little of what we do.

Do get in touch if you think we could work together on this.

So we did!  We asked Abi to create a profile on the Plan Zheroes map, sign the charity agreement and connected her with Charlotte at Sustain; one week later they were ready to collect surplus food.

Week Two: ‘exit the Dragon’ (temporarily); enter Look Ahead

With the Dragon Cafe unable to receive a donation Look Ahead steps in. By now word has spread and volunteers appear from Plan Zheroes and Sustain to help collect and distribute the surplus food. Sustain and Charlotte

Jacopo of Plan Zheroes weighs donations and we record details, the volunteers from Look Ahead pack it and take it to the charity. Charlotte (of Sustain) registers donations week by week, so we all have an idea of what and how much is being donated.

There was much more food to take LookAheadand Jaqueline from Look Ahead, came with one young person and one (very) big bag… luckily they also had money to call a taxi!

At the donation collection point, we had a surprise: an unusual donation of artichokes. Jaqueline’s face, was a picture: we wondered if she knew how to cook and eat Artichokes… and secretly Jaqueline was already wondering if the young people they help would like it!

We raised the issue her face had betrayed and Jaqueline shared they run a weekly “Masterchef’ session, wondering if we would be able to run one with them for the Artichokes?!  Abi replied again:

On Thursdays we run “masterchef” sessions where staff or young people run cooking sessions. It’s a really well established feature of our week at Gateway and your support with making use of donations would be really appreciated.

Week Three: Masterchef Ivan and the Artichokes class

IvanOf course the next step was to engage Ivan Cubillo – a Zheroes Volunteer, who is a professional chef and just graduated as Nutritionist, here is what he said:

“Artichokes are a bit tricky but once you know what to do with them are delicious!! I know few tricks to cook them with not much hussle.”

So now everything is set up, Ivan is running a MasterChef session on Artichokes.

And the story has a happy ending:

We now have to wait and see when Ivan goes to Look Ahead – Gateway for the Masterchef. Meantime over 150kgs of food was prevented from waste, and 180 young people have access to delicious food from their very local Borough Market!

Back to Abi who confirmed inter alia that:

We can definitely commit to Saturday collections over the Summer. We could handle more – mostly so far we’ve just been giving it straight out to residents, who have been cooking it themselves, but there is a fair bit of scope for us doing communal cooking activities as well. (Ivan is coming on Friday to meet me to discuss)

The veg fits in well with our ‘Healthy Conversations’ programme which is all about encouraging better lifestyles and choices, so we are happy to facilitate as much healthy stuff coming into Gateway as possible.

I counted 7 pallets yesterday, and we also had about 4 cardboard boxes.

The role of a food knowledge broker is never dull and once the wonderful new mobile application is launched from next month, thanks to our friends at Keytree who have given us massive support, we at Plan Zheroes will be able to do so much more and help make much better use of surplus food. Here’s a sneak preview of how a conversation between a donor and a recipient might go:

PZ Wire frames - mobile1 Jul14Even if you can’t help with effort as a volunteer or food as a donor you will be able to by making a financial contribution. Plan Zheroes is a registered charity and like all not for profit organisations we need funds to keep afloat.  Thanks for reading this and watch this space for the results of the Masterchef session.

Now that’s what I call an imaginative use of Artichokes – Risotto Primavera:

Here is Ivan’s account of his MasterChef class

Today it was a good day at Look Ahead. The participants showed commitment and good attitude troughout the session. Tommy who works at Look Ahead helped wonders and it was a fun person to be around. Soda bread was a huge success and although we had to tweak the recipe a little bit, the result was amazing! On Monday, the charity received/collected asparagus, broad beans, spring onions, kale, broccoli and (as Tommy said) “lopads” of carrots. With such as a good variety of produces the choice was obvious: Risotto Primavera! After frying the onions and garlic we add some carrots chopped up nicely. Then we add our rice (no rissotto rice? No Problem!) Tesco did not have risotto rice so we end up using long grain rice (Challenged accepted!). Once we add the rice we started stirring our rice to release all the starch…adding slowly our lovely beef stock  was next (Thanks stock cubes!) and when our rice was almost done we added the broad beans and asparagus (they were previously blanched) and  finished the rissotto with butter and cheddar cheese (parmigiano a bit too expensive for our budget). And the Artichokes? Well, we almost forgot the artichokes! (Here is where the Chefs skills come in handy) Quickly we peeled a couple of them, thinly sliced them and sauteed them with garlic and onions, we add a bit of water until they were nice and soft. The par-roasted artichokes looked delicious on top of our rissotto and the guys in the workshop loved them. Overall, great experience in Borough Road, people loved me (no wonder!) and I loved them, so “this could be beginning of a beatiful friendship”.

Best,

Ivan

Rissota Primavera

Pattern language writeshops, gamification and the importance of passion: a chairman’s perspective of KMUK

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“Very stimulating couple of days at – insights into gamification, perspectives on engagement & mulling over global individual concept”

This quote from one of the presenters was a great way to end what was a really enjoyable and rewarding couple of days at the 11th KMUK held a few weeks back.  Despite sharing chairing duties with David Gurteen I managed to capture much of the social media activity on Day One and publish a series of Storify accounts.  On Day Two I upped the informality and attempted to broaden the gamification debate with Andrzej Marzcewski.

A lot of ‘Operational KM’ activities emerged but I will focus on presentations from Alim Khan who outlined a very interesting technique in co-creating a report (writeshops), gamification session with Andrzej and an energetic performance from Patricia Eng on the US Nuclear industry’s knowledge capture and retention programme.

Knowledge Capture & Retention in the US Nuclear Industry – a story of passion!

So Ladies first, here’s a few of the comments Patricia made:Bp1_bVNIgAAwPu-

You have to make the exec management think you are serving them but you are serving the workforce

Don’t worry if you don’t have much money, what you need is PASSION, hang about the cafe. Replaces the old smokers room.

KM metrics? Ask the problem owner, help them develop the tools, go back and see if things are better

IMG_2171The slide that caught my eye though was this one. Apart from the fact that Patricia’s efforts save $37m she rightly focused on the pain points one of which was around departing knowledge. It was a theme that came back a number of times and Patricia’s work inspired a similar exercise at Lloyds Register.

Patricia believes people who leave have different motivations for sharing what they know before the leave even if their departure is involuntary.  I would group them into the following categories:

  • Legacy/Notoriety: I want what I’ve done in the organisation to be remembered and passed on;
  • Avarice: I want my cv to reflect what I’ve done and I see this process and the stories it generates helping me as a freelancer.

In fact this ‘What’s in it for me’ motivational issue is often overlooked by many KM’ers and is one of the core foundations of the work I am doing in Iran with Ron Young. And here’s where I disagree with many in the KM community who are convinced that if you get the culture right then knowledge sharing naturally occurs: There has to be something in it for people to be willing to share what they know.

A study in collaboration at the World Health Organisation

Dr Alim Khan is an incredibly well educated individual who thrives on complexity and with whom I had the good fortune of spending two weeks in Darfur as part of a mission to see how KM might be grounded in a humanitarian crisis. It was therefore not a surprise to see him presenting on the topic of how to accelerate completion of a project report and findings using a wiki based on Christopher Alexander’s Pattern Language work.

The idea of a pattern language appears to apply to any complex engineering task, and has been applied to some of them. It has been especially influential in software engineering where patterns have been used to document collective knowledge in the field.

This was a great example of non routine content aggregation via the coordinating mechanism of a wiki -from workshop to writeshop. ‘Building a collaborative knowledge product at the WHO’ was a session that showcased new thinking.

It’s only a game!

The previous week Andrzej led a Knowledge Cafe session on Gamification in a KM Environment. Once again this was an entertaining talk focusing on the psychology behind the use of games and especially the variety of user types (stakeholders) an organisation needs to consider and their motivations (the ‘\what”s in it for me’ again) for participating.

IMG_2185Andrzej and I then led a working session where the delegates were asked this question:

what role (if any) do you see for gamification in KM?

The discussions were wide ranging: many were sceptical; some were Gamification Ideas KMUK 2014converts; others saw no role.  But when asked to note down their top  ideas this is what emerged:

I was particularly drawn to the idea of surfacing expertise (which is how CapGemini where Andrzej is the Intranet supremo uses the technique) and the idea of using Gamification to demystify KM.

My take: Gamification is a big leap to make for senior executives who have not grown up in an online interactive environment. As Andrzej points out each one of us who uses LinkedIn is engaged in Gamification; ditto those of us with loyalty point cards. Its about how the technique is introduced that matters and where it is targeted.

A word or two from Dave Snowden

A few quotes from Dave’s opening address which I thought were spot on:

Danger of Community of Practice – correlation doesn’t give rise to causation.

@snowded prefers to talk about ‘decision support’ rather than ‘knowledge management’ – it describes what it does

Understanding the history of the organisation is a key to understanding its culture.

The idea of creating a big database of lessons (identified) only works if those are then fed back into the workings of the organisation – then they can be described as ‘Lessons Learned’! Most aren’t which is why the idea of a pool of case studies is often also a waste of time.  Its rare for two cases in one organisation to be the same so why would you expect something that happens someone else to be a perfect fit for your own organisation.

And finally

Tammy Young Heck@ymmat
Future of KM is facilitation, not management. Needs to be part of the how we natively work & relate.
Florence Kiff @flokiff 
The new world of the Knowledge Managers- moving from managing knowledge repositories to facilitating communities #kmuk

Exactly!

 

What Knowledge Management is and why some people don’t ‘get it’

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I was in virtual conversation today with Professor Fernando Sousa, President of APGICO, the Portuguese Association for Creativity & Innovation whose aims are to:

  • develop, disseminate and promote knowledge and experience in the management of organizational creativity and innovation;
  • establish international contacts with similar organizations;
  • create forums for dialogue between businesses, academic institutions, government agencies and other stakeholders in the management of creativity and innovation.

APGICO has all the right characteristics to become a Knowledge driven organisation where collaboration and co-creation are at the heart of everything they do!

Fernando and I first met 5 years ago when we were part of an Advisory Board assembled to look at future business options for a traditional hand weaving business based in the Alentejo region of Portugal. Fernando subsequently invited me to be a guest speaker at an EU Creativity & Innovation event Portugal hosted during which he used stories to develop themes and we’ve shared ideas ever since and recently met for tea in Faro.

I mention this since despite a number of conversations Fernando, like many, struggles to ‘get’ Knowledge Management though he appreciates the ideas behind it, the techniques that underpin it and the value of stories to unearth new meaning. In his own words:

Although I have some difficulty in entering your field of expertise, I always find your texts and slides quite interesting; in fact, I find some of them are true mind breakthroughs

While generous (thank you Fernando) it means I haven’t expressed the message clearly enough in language that he understands or in context which goes to the heart of a conversation I’ve been following this week on KM4Dev started by the World Bank entitled ‘PDFs that nobody reads’.

KM – the dangers of a supply led model

Here’s an extract from one of the many excellent contributions to the KM4Dev discussion, this by Lata Narayanaswamy, Honourary Research Fellow at University of Sheffield:

It is this question of what people actually do with all the reports and newsletters and information packs that we as development professionals produce, and I absolutely include myself here. My own research in this area would suggest that, in contrast to so many members in this forum in particular, who work to promote KM as an interactive, engaged, two-way, back and forth communications process, a large proportion of what passes for KM is the production of a PDF that gets posted on a website. It is a supply-led model that reflects what both Philipp and Magdaline have identified as the lack of reflection on what people actually want to know, and instead focuses on what organisations either want to share or what they think people should want or need to know and ‘how’ to know those issues. ……
Given the diffuse nature of what we call ‘development’, it is not therefore surprising to find that the World Bank, despite their powerful financial and discursive position, is experiencing a ‘no one is really reading our stuff’ problem, because broadcast mode has always been an essential part of their KM framework and the way in which so much of civil society has understood what is means to ‘do’ knowledge.
And whilst I believe that engaging with and articulating the demand for knowledge is hugely important, I am under no illusion that engaging with demand alone is going to address this issue. I myself as a practitioner have been in plenty of situations where someone has requested information (presumably this counts as engaging with demand!) and I subsequently learn that they didn’t use it. I think Peter’s example of ‘information that might be useful if only we had a budget to engage people with it’ really highlights that KM is not only about demand or supply but a continuous process of recognising the value of information to the knowledge creation process.

My own observations on that discussion were:

I’ve been working a fair bit recently with and in Middle East and Africa and very aware of the challenges of publishing dry English reports to audiences where English is a subsidiary tongue. I’ve tried using the power of 3 (3 bullets, 3 themes), stories and postcards to bring ’stuff’ to life.  But ultimately it takes a seismic shift for people to change ingrained habits.

One of my early corporate assignments was to set in place a business intelligence function which collated and summarised salient content for senior officers.  Later, technology sought to replicate this but was never quite able to replicate the knowledge of an individual who knew the business inside out.  In a way this was how the Knowledge Manager in that business emerged – a person who knew and understood the business providing the right content (with opinion) to those who were best able to use it.

I’ve been working with one of the leading Gamification experts and will be facilitating a debate on the subject at KMUK and with David Gurteen at a Knowledge Cafe in a few weeks time.  Its a similar issue – how to get engagement with an audience, a problem increasingly exacerbated by the behaviours of Generations X, Y & ‘Rent’ whose learning and reading styles are driven more by social than traditional push technologies.

identifying the value of Knowledge Management

So I was delighted when Nick Milton published the extract from a presentation to financial analysts made by ConocoPhillips last month in which one of their Vice Presidents described the value of Knowledge Management to that organisation – take a look at Nick’s blog. The comment that really hit me was:

The knowledge sharing group that we have that drives all of this is embedded in our IT organization, which is embedded in our technology and projects organization.
So it’s well integrated with all our other functional groups and we look at maps of how knowledge is being shared from one part of the world to the other and across different functions and can actually track how well that is working and it’s been pretty impressive what it has done for us.

“It is actually one of the key tools that we are using today to combat the great crew changes, we call it in our industry, where we have so many people with so much knowledge who are retiring and we’ve hired all of these younger people. A big part of how we do that knowledge transfer from the experienced folks to the less experienced folks is using these tools.

Value creation is at the heart of the Knowledge Asset Management Methodology, Ron Young has helped many organisations adopt. It is based on a concept of frequent value assessments with measurements (Change Readiness / Stakeholder Analysis / KM Maturity Models as examples) and the idea of embedding a 9 step Knowledge Management process into the day to day workings of an organisation.  It further calls for the identification of an organisation’s Knowledge Assets, a serious attempt to measure the intrinsic value of processes, communities and individual, team and organisational knowledge and networks.

For many years Ron, along with others in the KM arena, has been calling for a mechanism that places a value on these Knowledge Assets and while the ConocoPhillips briefing is some way off that it is a move towards that goal. Lest we should forget, a few years back a correlation was made between the winners of MAKE awards and their outperformance on the US stock market.

I believe Risk Management is also of huge significance and why the Nuclear Industry pay attention to the capture of Critical Knowledge identifying who has it and what they could least afford to lose through natural wastage or downsizing. As yet, factoring in the value of a loss of Critical Knowledge as a potential risk does not feature in the Audit and Compliance reports of most organisations and I for one believe it should.

and finally

So what do I take from this?

  • Knowledge Management needs a foundation of good Information Management;
  • To be effective (and sustainable) Knowledge Management must be embedded in the processes of an organisation and focus on business issues;
  • While stories bring experiences to life, you can’t assess what you don’t measure and if you don’t map and measure (frequently) you are reliant on anecdotal evidence which at the top level of organisations won’t wash for long; and
  • Its easy to produce ‘product’ that looks good but not relevant or in context for the audience – pushing at an ajar door on the lower levels is a lot different than banging on a locked door at the top of the building!