I would expect this in a job listing for a juggler at a circus, not for a desk job. This is a position for a knowledge worker—someone who "thinks" for a living.
Thinking to create value requires concentration. Concentration requires focus. Both require minimizing distraction both from internal sources (e.g. multitasking) and external (interruptions, distractions). That's just how the mind works most effectively.
In my personal knowledge and information management (PKIM) seminars and workshops, I teach that focus is what you shut in and concentration is what you shut out. These are essentials skills and powerful tools for any worker.
So why would you set up a work environment that makes these things more difficult?
I realize that the HR person who wrote (and misspelled) that description was probably only trying to cover themselves, but I see this all too often. It still makes me wonder: when will leadership and management get the fact that it takes concentration to create value?
IBM Verse is a new-fashioned email/social/collaboration/analytics tool that's being touted as the answer to the world's problems with information overwhelm. Although their marketing is slick, I've seen little that suggests that Verse is built to enable personal productivity and knowledge work.
Read more on my business blog, Notes on Productivity.
I also get to experience this same thing with students in my Intro to Robotics course. This course isn't just a bunch of computer science geeks doing geeky things: I use it to prepare my students to work well, both in their personal and professional lives, by teaching them essential life skills.
I know teaching life skills through robotics sounds far-fetched, so I'm going to prove it below.
In this course, one of the exercises I teach is the After-Action Review. This consists of five questions:
1. What was supposed to happen?
2. What actually happened?
3. Why did it happen?
4. What did we learn?
5. How can we do better next time?
On Monday, as I lead them through an After-Action Review, I wrote the answers to the final question on the board (as you can see on the left). The action under review was the students' preparation for their final in-class competition (which involved designing and building a robot in teams), but the answers they came up with also translate to work and life in general.
Note that these are not in order of importance or priority. They're all lessons learned. Here's what my students had to sayplus applies to best practices for life:
Continue Reading "Best Practices for Robotics Competitions, Work, and Life in General" »
My first paid consulting job convinced me that technology would solve all our problems. Over 30 years ago, I was writing flight-planning programs with a 1-kilobyte* programmable calculator, and it was incredible: calculations that took hours by hand were done in a few minutes.
What I didn't see then was the whole picture. Technology is (and always has been) only part of the equation. My client and I had to put our knowledge together: his knowledge of the math needed for flight-planning, and my knowledge of how to write that into a program.
What I've discovered is that machines can never do our thinking for us – even though advertisers have been claiming they can for decades. Exhibit A:
"Its vacuum tubes will make up your mind for you far faster than your gray matter can." Somehow I'm reminded of modern ads claiming that technology can decide what's important to you.
What I found out
During my graduate research on how people work. I saw that even people with the best technology could work very ineffectively. At the same time, some people could use outdated equipment – even as simple as pen and paper – and create great value for their organization. Obviously, technology alone didn't make people better workers.
It became clear that technology is useless if people don't know how to work with it – and more importantly, use it to work together.
Based on my experience and research, I came up with this equation as a model for the effectiveness of individuals and teams:
Value (V) = Knowledge (K) x Methodology (M) x Technology (T)
Technology is literally only part of the equation. There are two other factors:
- Methodology: the habits, rules, and practices that people follow to get work done. In other words, how people work.
- Knowledge: what you know, who you know, and what they know
Let me go back to the flight-planning example:
- K = my client's knowledge of the mathematics needed for flight-planning
- M = my process for translating that math into programs
- T = the 1-kilobyte programmable calculator
Without all three, our operation wouldn't have worked and I would've been out of a job.
A kindred spirit
I was delighted to come across a very insightful article that Mark Mortensen of INSEAD recently wrote for the Harvard Business Review: "Technology Alone Won't Solve Our Collaboration Problems." He emphasizes "a simple truth: it’s not what technology you’ve got, but how you use it" and includes three specific examples of how to work more effectively with today's technology.
I'm glad to find someone who recognizes "it’s less important which technology you choose and more important that you align it with how people do work." Mortensen acknowledges the importance of method and knowledge as well as technology. See here for his article.
Three factors to success
The interaction of knowledge, methodology, and technology is critical to any organization's success and the value of any individual's work. This is what I've brought to my consulting clients over my decades in the field, and I've clearly seen the results: it works.
To share your thoughts on this topic, connect with me on social media (below). When you're ready discuss how I can help you and your organization manage the balance of KMT, click "Contact" in the upper-right. I'd love to chat!
*For the younger crowd: 1 kilobyte is about 1/16,000,000 of the memory of a standard iPhone 6.
"Buy a Brain" image by DigiBarn [CC BY-NC 3.0 (http://creativecommons.org/licenses/by-nc/3.0/)]. Changes made: image rotated clockwise 1 degree; article text cropped out; additional border coloring added. Scanned by DigiBarn from Popular Science, May 1949. Link to original image: http://www.digibarn.com/collections/mags/popsci-may-1949/brain1.jpg
Have you ever asked yourself, "self, why did I waste my time in that way?"
I've done both. Many times.
As I continue to do research in high performance knowledge work and personal knowledge management, I've collected a number of tools and methods to help me make smarter decisions about what to do or not do.
Today, I'd like to share one of those tools with you. I call it my opportunity decision matrix,
When I was in graduate school and trying to run my consulting business and launch a software company and be a loving husband and father to my four daughters, I hit a wall. Something had to give. But what?
My good friend, Michael, gave me some sage advice that helped a lot. He told me to ask myself two simple questions to ask whenever I needed to evaluate options.
Here's how this works:
First define the "opportunity". Perhaps it's "Attend ABC conference". Next, evaluate that opportunity through the lens of two filters: opportunity and timing, like this:
Question #1. Is this the right opportunity?
If it isn't, stop. Don't waste your time. Done. Decision made. If it is the right opportunity, then, I continue to question #2
Question #2. Is this the right timing?
Many times, I have a right opportunity but bad timing. It makes no sense to proceed unless both the opportunity and timing are right.
I have since expanded into an this 2x2 opportunity decision matrix:
This matrix has proven extremely valuable to me when I have a lot of hard choices to make and a new one shows up (like, "hey, do you want to fill in the blank.... ?")
For example, at a particularly busy point in my life, I got invited to speak at a conference. It was a great opportunity and I really wanted to go. However, it was not the right timing, so I declined. Having this simple two question matrix really helped me make a hard decision easy.
The following year I was invited to speak at a different event. I concluded that it was both the right opportunity and the right timing, so I accepted the invitation and the "Beyond Planning Conference" was born.
Sometimes, when it seems like I have many large or complex decisions to make, It helps me to pull out a sheet of paper and make a 4x4 matrix, like the one above. Then, I list of all of the options on my plate and one by one, and I write them into the appropriate quadrant.
It's usually quite a sobering experience.
Next, I cross off everything in quadrants 3 & 4 and move quadrant 2 items to my "someday/Maybe" list. This leaves me with only my quadrant 1 items, which I do.
By being ruthless in evaluating all of my choices against these two criteria, I can get unstuck quickly and feel good about the choices I make.
How do you make choices? What tools have you found helpful to make decisions?
How to build a KM strategy, in less than 50 words
Decide what knowledge is vital for the organization (A)
Find out who needs that knowledge (B)
Find out where that knowledge is now (and if it doesn’t exist, where it will come from) (C)
Work out how to get A to B from C
As one commenter mentioned, it's important, when determining the knowledge vital to the organization, that consideration be given to where the organization wants to be.
Source: Nick Milton
Here's how I currently define the argument for Ethics in KM
- Knowledge Management is about sharing of knowledge, information, and experiences - an exchange of information and ideas . (We often call this learning.)
- This exchange cannot occur without effective communication.
- For communication to be truly effective, transparency must exist. Transparent communication is built on trust
- Any unethical behavior undermines trust which ultimately impairs communication which leads to the loss of sharing and the loss (or distortion) of information and knowledge .
The bottom line is that ethics is important to KM because of trust.
On Thursday November 18, I'll be moderating/presenting on a panel with Art Murray, CEO of Applied Knowledge Sciences, Inc., and Box.net's VP of Business Development, Karen Appleton. Here's the program description:
Future Focused Formulas for Enterprise KM Success
Thursday, November 18, 2010
Session C304 3:00 p.m. - 3:45 p.m.
Eric Mack, Founder & CEO, ICA.COM, Inc.
Art Murray, CEO - Applied Knowledge Sciences, Inc.
Karen Appleton, VP Business Development - Box.net
This panel of experienced KM practitioners shares their secrets for successful enterprises that harness organizational knowledge, streamline knowledge and information flows around the globe, are innovative and profitable, and attract the best and the brightest to populate their organizations. Find out what you should be focusing on in the next few years as you build a high-achieving enterprise KM world.
That's a pretty all encompassing description. The marketing folks at KMWORLD wrote that description. (Can you tell?). You'd think we are going to offer you the secrets to life, the universe, and everything - at least related to KM. We won't. What we will offer are some formulas to get you thinking about KM success at the individual and enterprise level followed by a lively discussion.
I hope you can join us. We look forward to meeting you!
Update: I will also be presenting at the DC Lotus User's Group on Wednesday 11/17. Details here.
As I mentioned over on the Notes on Productivity blog, this last weekend I talked with David Allen on a variety of subjects around productivity and Lotus Notes.David allowed me to record a portion of our conversation, and he has this great riff on Outlook and Lotus Notes that I want to share with you.
Started in KM in 1996 at DEC. KM was something on the side.
Reflecting on his 13 years in KM: (I'll try to come back an fill in details later)
1. Collect content: Connect People
Key influencer: Patrick Lambe
2. Try things out; improve and iterate
Key influencer: Tom Davenport
3. Lead by example; model behaviors
Key influencer: Carla O'Dell
4. Set goals; recognize and reward
Key influencer: Nancy Dixon
5. Tell your stories; get others to tell theirs
Key influencer: Steve Denning
6. Use the right tool for the job; build good examples
Key influencer: Tom Stewart
7. Enable innovation; support integration
Key influencer: Verna Allee
8. Include openly; span boundaries
Key influencer: Larry Prusak
9. Prime the pump; ask and answer questions
Key influencer: Etienne Wenger
10. Network; pay it forward
Key influencer: Hubert Saint-Onge
11. Let go of control; encourage and monitor
Key influencer: Clay Shirkey
12. Just say yes; be responsive
Key influencer: Chris SollisonC
13. Meet less; deliver more
Key influencer: Seth Godin
Here are some of my notes from his presentation on resetting the enterprise with Enterprise 2.0 technologies.
Why does Enterprise 2.0 work?
People want to help
- Stop obsessing about risks
Lower barriers to altruism
Beware of the 'one best way' and slotting people into a predefined workflow
Emergent tools allow altruism and innovation
Ask "How much workflow, this process, this structure, is necessary to be successful at this time?"
make it easier to corect mistakes instead of hard to create them
use tools that let structue appear
Strategy may be dead
Time for a Chief innovation Officer instead of Chief Strategist
Don't nail it down up front. Set the direction and the outcome.
Innocentive - open source problem solving for problems that stump the home organization
Question credentialism. Innocentive lets anyone, regardless of credentials look at this.
Build communities that people want to join
Example: Verizon Customer support open source
Createed method of identity and the ability to acquire status reputation and identity
With a little bit of technology facilitation, crowds can be very wise
Enable peer review
Experiment with collective intelligence (wisdom of crowd)
Better collaboration is not the only goal
"Narrate your work" (Dave Weiner) Do this over time and let people link to it and talk about it.
Increated awareness, not of solutions, but of people behind the solutions
Sitting this one out is a bad idea
Look at technology with fresh eyes
We're not going back to business as usual
How to succeed with Enterprise 2.0
How to snatch defeat from the laws of vistory
- Declare war on the existing enterprise
- Allow waled gardens to flourish
- Accentuating the negative
- Try to replace email
New entrant needs to be 10x better than incumbent (e-mail is not going away)
Where you can succeed is where there is a blank space in technology landscape (no incumbent)
Fall in love with features
Think iPod - all it does is play music.
Overuse the word "social"
The media landscape continues to change as a result of convergence of devices, communication, and technology. This updated video was prepared in partnershp with "The Economizt" in preparation for the Third Annual Media Convergence Forum.
After working for two decades as a consultant in the areas of technology, information management, collaboration, and productivity, I realized that while these were all good things to do, the next opportunity was in the area of how we manage what we know and what we do with what we know. That realization led me to pursue the field of knowledge management and the management of intellectual capital. Unlike many people in the 1990's and early 2000's, I decided not to focus on the organizational level but rather to direct my attention to the individual or personal aspect of knowledge management. My work as an eProductivity specialist taught me that it's much easier to bring about a lasting impact working with individuals - from the bottom-up - than to try and create a system to be imposed on the organization top-down. Thus, my interest in knowledge management, and specifically my interest in what is frequently referred to as personal knowledge management, began.
Continue Reading "Completion. What a wonderful feeling! Chapter 2" »
A few people have asked how what my office setup looked like as I worked to complete this assignment:
Here's my workstation set up for studying: 24" 1200x1900 Portrait monitor on the left, Hi Res 1680x1050 Laptop in the middle and a 30" 2560x1600 display for MindManager on the right. From time to time, I will also use the two projection screens in the background. All are controlled by my laptop.
Continue Reading "Graduate paper done, thanks to Notes/MindManager/Brain" »
Steve works for NASA Exploration directorate as a contractor in KM area. ARES is responsible for developing NASA’s Process Based Mission Assurance (PBMA) site – which is one of the knowledge repositories that I have seen. http://pbma.nasa.gov/
Steve’s current work is with the Exploration directorate, which is responsible for the Orion Program, which is designed to take men back to the moon and ultimately to Mars.
Steve’s Lessons learned from NASA regarding KM
- At NASA never say “I’m here to help you with KM” instead – it’s “I’m here to accomplish work” Work is the central theme – technology is just an enabler.
- KM initiatives that have succeeded are those that have been sponsored by a business leader
- There has to be a personal return on investment. It has to help me do my work more effectively.
Continue Reading "KM in NASA’s Exploration Directorate" »
Next up is Dr. Jay Leibowitz, presenting research Cross-Generational Knowledge Flows In Edge Organizations.
Notes in progress....
Perhaps I should change my business card:
Eric Mack, MKM
Some potential tag lines:
Knowledge not flowing?
Have a knowledge sharing problem?
Plagued by knowledge silos?
Call the knowledge plumber!
Been at Google for two years….works in the Google Enterprise organization, which focuses on use of Google Apps within an enterprise. Products include Search, Maps and Earth, Applications…
Key customers – Universities + small and mid size businesses.
One of the most interesting things at Google is the culture of openness and transparency.
Google is over 20,000 employees world wide.
- Resource allocation. Google has the 70-20-10 rule. 70% of the time spend working on core apps, 20% on something that has strong potential and 10% on wild and crazy.
- Challenge – how to leverage people across the entire organization – to get help on the 20% and 10% projects. Developed Google intranet tools to help find the right people. The idea bulletin board lets you send out an e-mail with an embedded survey that allows people to vote on the idea. Scale ranges from 1 to 7. 7 – would incredible if implemented to 1 – would be harmful if implemented.
- When a document is created by someone in Google it is automatically available to everyone in the company – unless you restrict access.
Google docs allows people to share and collaborate on a single document. This eliminates the needs to have multiple versions of a document – or to merge comments on a document.
Value of keeping data in “the cloud.” From a security perspective – loss of laptop is not a big deal. 10% of laptops will be lost in the 1st 12 months of ownership. The biggest risk of data loss is at the point of the end user… Note—as several people have noted there is a lot of debate about this topic. This is the Google perspective.
[Eric's Note: I refrained from raising my hand. I felt that he did not defend his position. He kept saying trust me… I don’t. He said that no end-user data is collected and then 10 min later said that they collect end user data in order to deliver user-specific ads… Hmmm]
Next up, Dr. Steven Newman, Vice President, Technology Application at ARES Corporation is sharing his experience about "Succeeding with knowledge Management." Dr. Newman manages programs related to the Space Exploration Mission Directorate, integrated knowledge management, and risk management.
Notes from: Succeeding with Knowledge Management
First rule: don't call it a Knowledge Management System; we call it the Knowledge Management Program.
Don't walk into the room and say "I'm here to talk about knowledge management."
Instead, say, "I'm here to talk about helping you do work, efficiently and effectively."
For KM to succeed, it has to have a personal return on investment. Then there has to be ROI for the team, and then for the organization.
Continue Reading "Succeeding with knowledge Management" »
What the Air Force is doing in KM
Presenter: Doug Brook – Senior Partner, Triune Group
“Technology is not the answer…. It is the easy thing to set up…and the easy thing to talk about. It’s also were many of the failures have been.”
New Imperatives for the Air Force where KM plays a major role
- Need to capture aging expertise, amidst expandin sue of web 2.0 tech
- Need to connect for knowledge sharing with minimal investment
- Gov 2.0=transparency, accessibility, accountability
- Need to work within secure confines for privacy and OPSEC
Doug Brook, President and CEO of Triune Group is up now, talking about knowledge retention and transfer in the Air Force.
New imperatives of KM
Need to capture aging expertise, amidst expanding use of Web 2.0 tech.
Need to connect for knowledge sharing with minimal investment
Gov 2.0 = transparency, accessibility, and accountability.
Challenge with Air Force is to work within secure confines for privacy and Opsec.
Technology is not the answer. Tech is the easy part. It's the knowledge side that is difficult.
Air Force Knowledge Now (See last year's note from Randy Atkins presentation)
16,000 Virtual communities, 225K registered users
12 Million page hits a month
2 Million documents
325,000 registered uses and 100K non-registered cruisers.
(Note we are talking about the business side of KM in the Air Force, not Battlefield. That's why we can be more open about certain elements.)
Talking about collecting KM success stories - typically something that is hard to do - by acknowledging these submissions with CoP of the quarter or CoP of the year. Getting 30-50 submissions each quarter. Very little cost to provide recognition.
What does it take to make KM successful for the Air Force?
- Leadership: Focus, Resources, Commitment
- Process: What, When, How
- Community: Culture of sharing, openness, service
Continue Reading "Knowledge Retention & Transfer: Air Force Knowledge Now" »
Rick Brennen, who works extensively with the DoD on KM talked about the changing nature of warfare and the resulting changing nature of the military. Key to his discussion was what this has meant for sharing knowledge – and in particular sharing knowledge on the battlefield.
Rick has an interesting background in that he was a navy fighter pilot, worked for Sun in the 80’s, worked for Jack Welch in acquisitions – and now consults for the DoD and works as a Venture Capitalist. He is someone that has great insights…..
Notes from Rick’s talk.
We are struggling with how to effectively share knowledge real time on the battle field. And these are related to several of the same issues that corporations face
- business model
- organizational structure
- security policy
- systems inertia
Business model DoD is struggling with the open systems concept. Systems are built by large contractors – and their products frequently don’t talk to each other. This makes communication, coordination and knowledge sharing between military personal very difficult.
Organizational Structure and tie to KM: Organizational structures are not good or bad – but they need to be designed to meet what you are trying to do. In an organization where you are looking for repeatable performance a hierarchical org with strong rule-based structure works. But they are very poor when things are changing rapidly. Here you need flexibility & innovation. This is where flat structure and strong influence works… Organizations flatten to adapt to rapid rates of change… The knowledge management structures in these organizations are horizontal… In the past military organizations were hierarchical – missions were pre planned at least a day in advance. Today – when an airplane is launched the mission is designed after the aircraft in the air. In this case – knowledge flow has to be horizontal. Need to communicate with the army guys, the marines, the tanks and the civilians.
Security policy: How do you build a KM system that can tap into multiple secure systems and release it to people that need it. People don’t have the time to decide who can see what data when. In particular when dealing with things that need to happen within minutes to be successful. We don’t know how to do this yet.
Systems inertia: Most DoD systems are designed – not to be refreshed. Moore’s law says processing capability will double every 18 months – but military systems are not designed to be refreshed. Thus – they don’t take advantage of rapidly evolving technology
Summary / Recommendations
KM is critical to the future of the military – on the battle field. It is a critical component of the DoD’s ability to respond appropriately to a rapidly changing world
Adopt open systems: Break the ppopreietatry strangle hold of large prime contractors have on key systems.
Org structure: deign systems to support flattened, COCOM structure crossing serviced, agency and nation state boundaries
Systems inertial: take open systems and scalability concepts seriously and design them in approximate at the platform and Enterprise level
Security policy: build multi-level security infrastructure for real battlefield KM systems
Rick Brennan, Senior Managing Partner, Brennan and Associates, is up next, sharing considerations for the expanding role of KM in the Department of Defense.
Many challenges and opportunities for KM in an organization that looks ahead a few years, say 5, but has a typical cycle-time of 10 years to deploy systems. This requires a change in thinking. KM is the lever that is helping.
Conflicts are smaller and of shorter duration
Resources are more constrained
Effects are global, and felt more rapidly
Stability is the goal
What happens when the bad guys, using social networks, etc., know stuff that happens on the battlefield before the good guys do?
War is different. It's no longer about killing people and blowing things up, but about bringing about change in a nation.
Katrina was a disaster.
So, how can we be better prepared?
Continue Reading "Knowledge Management on the Battlefield" »
First speaker is Melodie Mayberry-Stewart. Melodie is the CIO of New York talking about the case for Open Government.
The case for Open Government
Government should be:
Continue Reading "The Case for Open Government" »
I am an eProductivity specialist - I show people how to use information, communication, and action tools to get things done. I've spent most of my career working on helping people apply tools and methodologies to become more productive, efficient and effective at what they do.
I believe the next great opportunity in individual and team performance and innovation is in the area of Personal Knowledge Management (PKM): how we use what we know and what others know to get things done.
I believe that PKM skills can help people bring about the greatest transformation in individual and organizational productivity and innovation. It is this aspect/opportunity of KM that excites me the most.
Continue Reading "What most excites me about Knowledge Management" »
With almost 400,000 employees, many of them working from home offices, IBM faces significant challenges knowing and sharing what it knows.
This video tells an interesting story and offers insight into the WHY of knowledge management and social networkingat IBM.
Source: APQC Media on YouTube
It seems that the students have changed and adapted from the industrial age to the information age, but has the educational system kept up?
This video highlights some of the challenges of knowledge transfer in K-12 education.
What do you think?
The author explains why small businesses are poised for significant advantage over large companies.
Some key points that I took away:
- People in senior positions don’t trust the decisions being handed to them.
- Customers value the personal relationship.
- Small businesses give their employees a sense of security, which they in turn pass along to their customers/clients.
- The gap of confidence between small businesses and big ones is growing.
- We don’t trust companies any more; we trust people.
- Small companies with low overhead, reliable owners, a small number of committed employees, personal client relationships, and sustainable business models that drive a reasonable profit are the great opportunity of our time.
“There’s so much the little guy can do that large corporates can’t – communicate internally, react quickly to client demands and make priorities to name just three.”I may be looking at this through KM-colored glasses, but I think that KM can be a powerful tool to support a) communicating internally, b) react quickly to client demands, and c) making [informed] priorities.
With so many businesses going out of business, I believe now is the time for ethically-led and well- informed knowledge-driven, customer-focused businesses to flourish.
What do you think? Do you agree with the author? …with my takeaways? …with the opportunity for KM/PKM to support small business service and competition?
How much information can YOU convey in 140 characters?
So far, the experiment has been a good one and I am finding new and innovative ways to embed Twitter into my PKM systems. It will definitely be a part of my PKM tool kit.
While Twitter is great, I quickly outgrew the Twitter web interface - too inefficient for me. My first thought was to find or create something in Lotus Notes, perhaps even to add to eProductivity. I decided to see what was out there first. I decided to try TweetDeck. I've posted a screen shot and a few comments on the Notes On Productivity Blog:
Is TweetDeck Twittering over the Twop?
I shared that, from a Personal KM perspective, I see three key benefits of using Twitter:
It lowers resistance to sharing information. (The 140 character limitation is now a strength.)
It makes it easy to tap into a global mindset
And it provides quick recognition and feedback for what you think and know
I believe that we will find that Twitter and the form of communication it represents will impact our worlds in ways that exceed what we have seen with blogs or the web itself.
It is already transforming the way a small number of people work.
Within 18 months it will change our world.
This is only the beginning.
Last-minute slide review at the Swan hotel before our presentation
Continue Reading "Our Lotusphere best practices session is over!" »
Um. I don't think so...
I think my studies will just have to wait until after Lotusphere.
Via Fox News:
McCain Team Sells Info-Rich BlackBerrys to TV Station
I share this not to get into a political discussion -- I'm sure we can find ample examples of stupidity in both parties -- but rather to consider once again the cost of lost information. From a competitive intelligence perspective, I cannot think of a better bargain on the part of those shopping. I wonder who else was buying?
As for me, instead of selling hard drives and PDA's on eBay or even giving them away, I physically destroy them, either with a sledge hammer or a drill press. But I'm paranoid about my information.
Some of the topics for the workshop will be:
- Leadership skills in value networks
- VNA visualization
- Social, organizational and value network analysis
- How to plan and apply VNA for business improvement
I'm on the fence about going or not, as I have a busy schedule with Lotusphere and my own upcoming presentations, but I recommend the workshop for anyone interested in getting more from their KM initiative.
But what about our information economy?
I'm just thinking here but as I went to Google for the umpteenth time today in support of my work, the thought occurred to me: "what would I do without Google?" I realized that in many ways, Google has be come as indispensable to me as Windows my computer or the Internet.
I used to tease my late friend, Marc Orchant, that "Search is the new UI" but that may be a truer statement than I thought. If Google were to suddenly tumble, I wonder what the impact would be on our information economy?
I'm just thinking out loud [because it's more fun than studying or processing my email].
He begins by pointing out that disruptive KM tools are originating with consumers and less from the enterprise. OK, nothing new there; we have seen how social networking tools are breaking down the walls of knowledge silos and connecting people leading to high levels of knowledge sharing and innovation. This openness and transparency -- the very lack of walls -- has created all kinds challenges for enterprise IT and knowledge managers that are tasked to consider issues such a compliance, governance, security, and control over IP.
Here's Jeff's point though: yesterday's Facebook announcement about creating private groups (e.g silos) may change the paradigm for knowledge management:
...However, [with] the privacy feature, you can decide which friends view the videos, allows users to build walls in their consumer applications. This shift - putting up walls in consumer apps rather than removing them in enterprise apps - may be the major source of KM innovation in the next few years.Social networks are now making it possible to relocate silos by allowing users to define the walls and players -- without control or supervision from management. Will this be the major source of KM innovation, as Jeff suggests?
Jeff Widman: Disruptive Knowledge Management
The Federal WARN law requires companies with more than 75 employees to provide 60 days advance notice of a plant closing or mass layoff involving 50 or more employees. OK, if you have any connection to HR, you know that. But get this: you can search the database to see if your employer has filed a notice and to see how many layoffs are planned in 2008 in each California city where it has a facility.
You can beg that CI practitioners are checking out their competitors daily.
Via Mercury news
When I moved to California from Belgium at age 14, the Los Angeles Unified School district refused to recognize much of my education because there were no U.S. equivalents for the subjects I learned within my grade level. In other words, I was "too young" to learn those subjects and would simply have to learn them again. This put me in basic-level courses, even though I had successfully completed advanced courses in physics, zoology, mathematics and two foreign languages. I was willing to take exams to prove what I knew but the LAUSD system did not have provision for this at the time. It's as if my knowledge (recognized by grades, awards, and international scholarships) simply did not exist - at least as far as the Los Angeles educational system was concerned. (Fortunately I got out, and I've never allowed education to get in the way of my learning since.)
I can sympathize with what the people in this article are dealing with. They have the brains, filled with knowledge, but without the recognition, their opportunities are limited. Here, we have a problem of knowledge resources at a time when we need all the brain power we can get. This is not a discussion of legal vs illegal immigration. This is, however, in my opinion, a very interesting KM challenge. Clearly the current situation (for all of its causes) does not maximize the knowledge worker contribution that these people can contribute to society.
I wonder what a KM centric approach would be to maximizing the value of the knowledge these people have and are willing to share?
Article: Skilled immigrants a 'brain waste' in California's workforce
It was another year of stimulating conversation; this year, several bloggers shared their perspective of the conference as well:
Continue Reading "Thank you Jane Dysart for a successful KMWORLD 2008" »
As part of my graduate work in KM, I've been aware of these legendary events for years. Personally, I'm interested not only in the outcome, but in the process and the tools (in this case, IBM's Innovation Jam web site itself) to see how people from all over the world can come together and innovate around key themes.
This year's areas of inquiry are:
- Built for Change
- Customers as Partners
- Globally Integrated
- The Planet and its People
Continue Reading "IBM Innovation Jam 2008" »
I see many other practical uses for IdeaJam: Yesterday, I was talking with David Allen about how we might handle questions at our proposed Lotusphere session. I decided to use IdeaJam to allow people to post questions in advance of the session and then vote on them. This is just another clever way to use the power of social software to innovate.
As a tool to support innovation and social consensus, IdeaJam should be in every organization's innovation toolkit.
My name is Eric Mack and I approve this message.
Dave Snowden, in his typical fashion posted this slide in advance of his keynote today:
"Knowledge management was a theory or rather a Weltanschauung supported by dysfunctional technology, while social computing represents and increasingly functional technology utilizing dysfunctional & outmoded theory."
I'm sure his wrap-up keynote will be quite interesting.
Update: OK, I give up. If I try to live blog this I know I'll miss the key message. Dave's not a superficial speaker. Every sentence or story challenges our current perceptions. Dave's on a roll. So much so that I do not want to miss anything by blogging it. (If you've had the privilege of hearing David Snowden speak before, you know what I mean.) I'm deleting my current posts; perhaps I'll come back after I've listened to the recording and thought about what Dave had to say.
Update 2: Dave's posted the podcast from his keynote, here and my colleague, Michael Sampson's blogged his thoughts, here.
We have a thought farmer speaking to us -- Darren Gibbons, on the topic of Intranet 2.0 and how to set one up.
Darren begins with a series of screen shots on the evolution of intranets. My goodness, I forgot how ugly intranet sites were in the early 90's. (Even Notes was prettier.)
Characteristics of Intranet 2.0, include blogs, Wikis, taxonomy, folksonomies, mashups, etc. and the list goes on. The point is that this is about users and their wants and needs.
It's easy to get caught up in the features and functionalities of what an Intranet is supposed to be, but then we risk missing the real benefit.
When discussion Intranet 2.0, begin with the key concepts of Intranet 2.0:
- Top Down vs Bottom Up: Planed vs emergent. (e.g. desire paths - see Flickr for examples)
- Silos vs Transparency: Intranet 2.0 is about transparency and breaking down the barriers between groups and knowledge.
- Broadcast vs Conversation: People want to converse. Intranet 2.0 makes it easy to flatten the organization and reach the people you want to reach. (Remember ClueTrain? Intranets have ability to subvert preexisting structures)
- Friction vs Flow: Friction as barriers to publishing. Cognitive friction happens when my forces to work in a way inconsistent with how I think it should work. Flow as mental state when you are immersed in what you are doing. little resistance to the process.
Continue Reading "Intranet 2.0 in 10 not-so-easy steps" »
Tom Beckman and Art Murray, of Applied Knowledge Sciences, are presenting on the topic of the development and implementation of lessons learned systems at the U.S. Air Force.
Why Lessons-learned systems are so important to the U.S. Air Force.
Why implement a Lessons-Learned system?
Too much time, money and resources are wasted by repeated errors and duplication of effort.
Organizations are facing unrelenting pressure to do more with less...
I can tell these slides will fly by...
Problems with mainstream Lessons Learned systems
Continue Reading "Lessons Learned about Lessons Learned" »
Presenters for this session are Darcy Lemons, Senior Project Manager, APQC and Gerry Swift, Project Manager, APQC.
(Darcy presented two weeks ago at the KM conference I attended at Pepperdine University. See earlier blog posts)
APQC: Mission to conduct research and identify best practices and share the results, connect people to people, and connect people to information.
Presenting findings on APQC study
Sponsors and best practice partners - 30 organizations who paid to join the study because they had a common interest in learning about the topic.
1. Align IM strategy, Architecture, and components to support Knowledge transfer
2, Integrate IM & KM initiatives
3. Address organizational and cultural issues
4. Evaluate current and future trends in technology
Continue Reading "Web 2.0 for KM: Accelerating Collaboration and Knowledge Transfer" »
Michael has been blogging the conference all week and has done an outstanding job. Nice to see that recognized.
Steve Trautman, author of Teach What You Know, is speaking on knowledge transfer.
In any organization, there are two kinds of people:
- People who know
- People who need to know
78% of the knowledge needed to do a job comes from people who are nearby... people learn from people.
Continue Reading "Transferring Knowledge Isn't Just for Nice People" »
Anyway, if you're in the area...
Think about it. After e-mail (or perhaps before), search is one of our most important tools for information retrieval.
Peter Morville, author of Ambient Findability, and pioneer in the field of information architecture, highlights best practices and technologies that he thinks will transform enterprise social search into a vital tool for collaboration, knowledge management, and discovery. He's talking about connecting knowledge management and discovery - Search 3.0.
To do search well, we need the ability to:
- have a willingness to dive down into the details of search
- need ability to step back and see how search fits in the broader context and fits in the big picture.
Continue Reading "Notes on Connecting Knowledge Management and Discovery - Search 3.0" »
Why do we need to applying knowledge and intangible assets the acquisition process?
1. 80% of most acquisitions fail to meet the objective for which the deal was done.
2. A failure to see "intangible" assets - The leaders of the acquisition may not "see" the nonfinancial aspects of the knowledge merger.
He shared a story about a failed acquisition and the lessons learned from the process.
3. Many great organizations are wasted
4. Painful for the people involved
5. Good intention often thwarted by the 'conquistador' syndrome
6. Mistakes are often repeated
Continue Reading "Applying Knowledge and intangible assets to achieve breakthrough performance" »
First up, Tim Young.
Millenials - grew up in P2P world. Anyone can be a peer to anyone. They also pinpoint information in a significantly different way than other generations. How does this impact those people entering the workforce today? How must we as the current generation of knowledge workers deal with this? How can we respond? What do we need to know?
Many org charts are broken: The organization structure is no longer in alignment with the communication structure.
Asynchronous communications - well versed. Breaks down knowledge silos.
For many Gen Y, E-Mail is bad. Very bad. Moved to low friction small payload messages. e.g. microblogging. It allows them to build their own workplace peripheral vision based on what matters to them.
Silos are evil.
Continue Reading "NASAsphere: Innovative Solutions & KM Practices" »
Michael Sampson is presenting is research on SharePoint - his evaluation of the product against his framework for collaboration.
This session will focus on the choice of technology. (Disclaimer, if you have already purchased SharePoint, you may leave this room angry.)
Michael is an analyst and consultant in collaboration. He's vendor independent/neutral.
What is team collaboration and what kind of behaviors does it entail?
- making a decision
- authoring a document
- new product development
What technology do we need to support collaboration, so it improves work practices and make work better than current approaches.
7 Pillars reference framework for evaluating collaborative tools. (The full report is available free, on his web site)
Shared access to team data
Real-time joint viewing
Social Engagement Tools
Enterprise Action Management
How does SharePoint stack up against the 7-Pillars framework?
On its own merit, SharePoint does really well in one area (pillar one) and "FAIL"s the remaining six.
Continue Reading "SharePoint as a Collaboration Tool: An Independent Evaluation" »
Os Benamram, of Morrison & Forrester, LLP, presenting on how their firm has implemented KM to support their legal staff and teams as they serve clients. I walked in a few minutes late, sorry.
Update: My key take away is that the design philosophy is that the system should provide information that is immediately actionable. -- Supports my case for personal KM.
Web 2.0 - What works well:
Content - user generated "many-to-many" blogs (YouTube)
Context - User defined "social tagging" & folksonomies (del.icio.us)
Improving work quality and efficiency
Continue Reading "KM 2.0 in Action" »
First up: Tom Reamy, Chief Knowledge Architect, KAPS Group.
Reamy: Two Futures of Knowledge Management: A crisis in KM?
- Death of KM (Snowden, et al)
- CIO reporting to CFO, not CEO
- CIOs seen as a tactical rather than strategic resource.
- Second or third identify crisis - lurch not build
Stage One - all about information
Stage two - repudiated stage one - about social
Web 2.0 is not the answer, whatever the question may be...
Continue Reading "Where in the world is KM going?" »
Peter Andrews, Innovation Strategist & Senior Consulting Faculty Member, IBM Executive Business Institute, is talking about how people drive the process of knowledge creation and transfer and the role that Web 2.0 plays in that.
Many jobs secure >> few jobs secure
Companies persist and create value -->> companies morph
Jobs have structure --> limited structure
Major tools and techniques you can use on the web:
- Blogs and podcasts
- Social networks
- Mashups and Wikis
- Tags and syndication (RSS)
Wonderful capabilities of Web 2.0
- Enabling experts
- Better search
- Establishing reputations & trust
- Keeping up to date
- Customized tools
Continue Reading "People Driven Web 2.: Participation Reconsidered" »
Dave Pollard, former CKO at E&Y, currently VP Knowledge Development at Canadian Institute of Chartered Accountants
History of KM from its beginning in 1994
What KM 1.0 was supposed to solve (1994-2003)
Information flowed through MIS
Information at the front lines was not a great concerns
Information sucked up into the system and presented to management who sent orders back down.
Key ideas of KM 1.0:
"Let's centralized to reduce wasted conversations"
"Let's bring all of the important stuff inside the firewall - intranets/groupware"
"Let's put the marketing stuff on our web site"
Continue Reading "KM 2.0 From Content & Collection to Connect & Connection" »
Enlisting Executive Support for KM
No cookbook exists
More than an idea, please.
To find a sponsor, you need to have a project that is a) actionable, and b) relative to the executive's pain point.
Starters are good
Branching , not linear
Who you know is important to success
Know your company
Shop in a new neighborhood.
Don't limit yourself by only looking in places that you know.
PRINCIPLES FOR ENLISTING EXECUTIVE SUPPORT FOR KM
1. Know your work
2. Know what's going on with the company
3. Develop a value proposition
Don't make them guess how your solution will work
Keep it relevant (to that individual executive)
Try ideas on for size
Find your Alignment
(Great diagram for identifying a match in alignment between your work + corporate Goals and pain points)
Your Value Prop & Alignment
Can you put numbers around your work?
Can you envision your work's future
3. Find the wight executive
Forming your approach strategy
Use a channel approach to get your message out
- Find connections to the executive
- Look for contacts across executive activities
- Locate other forums
- Match each channel with a message
(Excellent slide on how to get idea in front of your superiors)
Be prepared for the opening dialog
Know your targets resources & influence
Clarifying the relationship up front is key
What does your boss consider to be a success?
Who should I pursue as early strategic partners?
What can I do to ensure continued funding
How will expansion happen?
6.Become a Salesperson/Publicist
Your comm skills matter
Master the details
Enlist support everywhere
Stacy land has written a book on this topic, Managing Knowledge Based Services
Note to self: Self, ask Stacey for her slides.
What's your reaction to John's comments about Singapore being a center of innovation?
"See my blog, I juts responded. Singapore is well known for execution but less for innovation." Gave example of the need to translate ideas into action . Our linear based research, common in the U.S. and the U.K. does not lead to action. yet, in Asia, we see continued funding that leads to action.
Is KM alive?
If you look at history of management cycle and ideas, you need a cycle of new ideas - novelty is important. You need to look at things a fresh every 4-5 years. Look at quality management. While a strategic objective, quality is now embedded into the major life of organizations. The positive is that it is now mainstream. The negative is that KM has moved on, it's been subsumed into many IT functions. Other aspects of KM have returned, e.g. decision support. (My take is that the opportunity remains, but the objective and name needs to be moved forward.)
Role of technology in KM
Believes that the role of technology on cognition is very important but limited. The problem is that a lot of IT people believe we can simply throw more computing power at a problem, when the real need is for cognition that the human brain is best at.
Google is going the way of IBM & Microsoft.
Continue Reading "Snowden-on-KM-A--Hot-Seat-Interview" »
Toiling in the vineyards of innovation, John works with teams, in govt & private sector to help them improve or increase their innovation.
Three questions about innovation:
Continue Reading "Innovation & Knowledge Management" »
Tomorrow, the conference kicks off in full gear. I'll try to live-blog some of the sessions. Otherwise, I'll import Michael's RSS feed and let him do all the work.
So far, over 100 speakers are signed on, including keynotes from Peter Morville, John Kao, Peter Skarzynski, and Dave Snowden. (Current speaker's list.)
The conference will be held in San Jose, September 23-25.
I hope to see you there!
This morning, I opened my e-mail and received an invitation to LinkedIn and a link to Mary's new blog and her first blog post about her takeaways from the Southern California, KM Exchange.
Please welcome Mary Shippy to the blogosphere!
Mary Shippy on KM
David Pender, University of Adelaide, is sharing some of his current research (in progress) about some of the knowledge management issues in supply chains.
The problem: Just as collaborative barriers exist, within organizations, so they exist between organizations.
So what don't we know?
Pender identified eight questions that must be asked when considering this issue:
- nature of the supply chain and how it evolved
- basis of the supply chain design
- intellectual property issues
- network and "social capital" issues
- Inter-firm "ba"
- distribution of risks, costs, & rewards
- inhibitors & enablers to success
- leadership, management & stewardship issues
Continue Reading "Supply Chains in large Scale Engineering Projects" »
Federal Knowledge Management Working group
International Astronautical Federation
Mark Kotler, Senior VP, IT, Direct IT, Wells Fargo Foothill, is talking about managing change in organization development at Wells Fargo Foothill.
On Monday, September 22, (1:30 p.m - 4:30 p.m.) Paul and I will be presenting a workshop on Personal KM:
Personal Knowledge Management & Productivity
Paul Heisig - The Walt Disney Company
Eric Mack, eProductivity Specialist - ICA.COM
This workshop illustrates how personal knowledge management (PKM) can make a lasting impact on the enterprise. Workshop leaders take a look at how productive knowledge work evolves from individuals, teams, and organic communities to ultimately impact the entire organization. It offers an overview of potential entry points for the individual knowledge worker and explores the top challenges that companies and those individual employees face, including the variety of collaboration vehicles offered in the marketplace. Discussion and categorization of the emerging collaboration technologies includes how to apply them to the individual user to fit into the larger enterprise road map. The workshop discusses key success factors and lessons learned; insights from past industry project implementations; and takes a fresh look at the successful habits, tools, methodologies, strategies, and techniques of knowledge work in a Web and Enterprise 2.0 world.
If you're planning to attend the conference, let me know - it would be nice to meet you in person.
Kurt Motamedi, Senior Faculty in Strategy at Pepperdine University, is talking about managing change as a function of knowledge management and organizational development.
Change has multiple facets
Knowledge drives change; change drive knowledge
knowledge is dynamic; it's not stationary
Organizational development is a knowldge-based process.
TYPES OF CHANGE:
Continue Reading "Managing Change and Organization Development" »
Tom Soderstrom (NASA-JPL), Christina Ramstein (Disney), Andrew S. Gordon, (USC).
A great discussion about innovation and creativity. Interesting discussion on where the knowledge management function is situated. In the United States, the KM function is often connected to the IT function. This is less the case in Europe or Asia, where it is more a part of strategy, management, etc.. Innovation can be easier (and less expensive) to implement than many people think. Much of it is idea sharing and recognition. People love to share their ideas and be recognized as having contributed to something. Create an environment where new ideas are welcome and encouraged and where ideas can be recognized among peers (note: $$ not necessarily required) and potentially flourish (e.g. connect a person with someone that can implement the idea). Imagineers are engineers, their job is to be creative, but that does not prevent someone in management (or security, or the Churro vendor) from having an idea and sharing it.
JPL uses the Disney quote, "If you can imagine it, you can build it" to drive innovation. Find out what people's passions are and encourage them. Many of them will do it for free on their own time. This is not about taking advantage of people, it's about encouraging and equipping them. Everyone is very creative, not everyone is encouraged to share. That's a missed opportunity for innovation.
(Photo Credit: Allan Crawford)
Christina Ramstein, Director of intelligence and Collaboration at The Walt Disney Company, is speaking about Innovation, Intelligence, and Creativity:
What is innovation?
Discovery of new ideas
Understanding new realms
Development of new things
Embracing new concepts
Willingness to think outside your comfort zone
Utilizing the knowledge of others to build upon all of the above
What drives innovation?
collaboration (overused term, but valued and encouraged across 400 business units)
all of the above
Technology is he life-blood of the organization; it enables the sharing of ideas (knowledge) across the organization and with partners.
Continue Reading "Innovation at the Walt Disney Company" »
Andrew S. Gordon, USC Institute for Creative Technologies talks about concept development and visualization.
Story-based organizational learning: a Vision.
We share our experiences through stories. Through stories, others can learn from our experience.
Talked about using immersive virtual environments as a tool for sharing, training, learning.
Today, we are looking at how to capture stories and then use them for learning and knowledge sharing.
Stories Gathered through interviews
- Talk to the people who have skill and experience in the subjects we are training for to gather real-world experience. Gathered from practitioners, once their experiences are over.
Analyzed to identify training relevance [based on established training objectives]
Integrated into hand-crafted training simulations [deployed months or years later, at great financial cost]
Automated Story Capture [a new approach]
Continue Reading "Activity-Based Story Retrieval (Story Management Technologies for KM)" »
Tom Soderstrom, CTO, NASA-JPL, Office of the CIO, is presenting. I love listening to Tom's presentations because I always leave with a new perspective.
(Tom gave us a quick overview of JPL, it's role and mission.)
Routinely evaluates trends in technology. Constantly on the look out for tools and technology that will make our people more productive.
Identify IT trends
Userr Our Filter
Listen and Share
Standardize and energize
User emerging COTS intelligently
Stay compatible with NASA but lead where it helps
JPL maintains over 100 operating systems at JPL. (Some of their missions are 30 years old - pre-DOS, need to still support them)
Continue Reading "IT Industry Trends Viewed through a JPL Filter" »
I wish Notes had a built-in tunneling mechanism to failover to port 80.
Next time, I plan to setup a VPN link.
Today,in this final day of the Southern California Knowledge Exchange, we will be dealing with the following topics:
I. Using KM to Drive Innovation and Creativity
II. Managing Change and Organizational Development
III. Community Driven Projects in Aerospace
(Photo credit: Allan Crawford)
Mark May, Program Manager IBM Global technology Services
Depending on when people were coming of age, they were shaped by key events. What is right for one generation is often different from what is right for another generation.
The mixing of generations is producing unique work situations.
Quick summary of Eric Berne's work on Transactional Analysis, notably summarized by Thomas Harris in the book by the title of this presentation.
We have a problem when we get to I'm OK, you're not OK.
- Innovation is the creative side of collaboration
- Collaboration is built on trust
- Trust is built on relationships
- Relationships a built by getting to know others
- Relationships cross generations
Continue Reading "I'm OK, You're OK ..... OK*?" »
Steve Cranford, PriceWaterhouseCoopers KM office.
KM as a management philosophy to take organizations FROM an Industrial Economy TO a knowledge economy. From INTUITIVE decision making to INFORMED decision making.
OBJECTIVE: Fostering Innovation & Creating the Learning Organization
A knowledge culture is evidenced in an organization that encourages people to work together effectively, to collaborate and share to ultimately make organizational knowledge more productive. (Source unknown)
The challenge: Multi-Generational Expectations
Capturing the attention and providing incentives is a top organizational challenge.
Shaped by different experience.
Boomers - 78 Million, (1946-1964)
Gen X 26% of the workforce (1965-1981)
Gen Y 28% of the workforce (1982-2008) will be 47% of the workforce by 2014
The challenge is that each generation thinks differently about what the other generations think.
Continue Reading "Generations and their impact on the Knowledge Sharing Culture" »
This afternoon, we have three presenters on the topic of multi-generational knowledge sharing.
Captain Ralph Soule, U.S. Navy Team Carrier One
Responsible for the USN overhaul program for submarines and air craft carriers.
Capt. Soule shared his experience on a ship with multiple nuclear propulsion plants. Here he was, recognized as an expert in the equipment he oversaw, yet he was not allowed to touch a valve. Knowledge transfer is so important to survival of the ship (and the mission).
Spoke about the strengh of the critique process (another term for after action review) for identifying lessons learned and reinforcing them in real time operations (on a ship). Shared how he educated his crew that this is a core process in learning faster - a source of competitive advantage.
Challenges for intergenerational knoweldge sharing:
Continue Reading "Multi-Generational Knowledge Sharing" »
Don McAlister, Pratt & Whitney Rocketdyne is talking about the intimate connection and relationship between Program Management, Knowledge Management, and Process Synergy.
Program Management doesn't use Knowledge Management Processes, it IS A KNOWLEDGE MANAGEMENT PROCESS.
The CONVENTIONAL WISDOM OF HOW A BUSINESS REALLY RUNS IS WRING or at least INCOMPLETE.
Premise. We already know that the KM & PM are Critically Interdependent. (See slide to review phases of each)
Insight #1 - Program Management is actually a Knowledge Management Process
Insight #2 - The "Material Transformation" Business Model is Incomplete
Businesses are also "knowledge transformation" machines. Example: A rocket manufacturer is in the business of selling knowledge; the rocket motors are simply the containers in which we provide that knowledge.
So, as Gartner proposed, knowledge management is about management; it's leadership.
Continue Reading "KM Project Management Synergy" »
I wonder what any of them would think about eProductivity for Lotus Notes?
The Southern California Knowledge Management Exchange is taking place this week at the Graziadio Executive Center on the Campus of Pepperdine University. It's beautiful. From the terrace, we have a beautiful view of the Pacific.
What is Web 2.0?
Web 2.0 is about:
Question: How do we, as KM professionals, take what is going on out on the Internet and bring them into our organizations so that we can apply them as tools to support KM?
The Web as a Platform - key concept. We build on the web.
"Software that gets better the more people use it..." That may be the case on the internet. Does it hold true inside the firewall?
Web 2.0 boils down to just three things:
Continue Reading "Web 2.0 Design Concepts and their Application to the Enterprise" »
Q&A Panel with Stu Sutton and Deone Zell:
Opening comments on Drucker and Covey's point that accounting models look as people as expenses without placing a value on the knowledge capital they represent.
Challenge: Putting a value on a person's knowledge value could upset (or disrupt or possibly destroy) the organizational structure. (Hint: The real value may not be at the top of the org chart.)
Continue Reading "Social Networks, Theories, Applications, and Beyond! (Panel)" »
(Deone Zell, CSUN school of business. )
Network principles underlie many concepts. The ability to network is unprecedented. The transition from the "Organization man" (White, 1956) with the "network Person (Economist, 2006).
Consider the relationship between nodes and links. Every time you add a node you increase to the square of the number of links. (Metcalf's law) Now, add in the six degrees phenomenon and you have a radical skyrocketing in the number of possible connections.
Social Capital - the idea that relationships are more important that the number of nodes. The value of all social networks and the inclinations that arise from these networks to do things for each other.
Continue Reading "Social Networks, Theories, Applications, and Beyond!" »
(Dr. Joseph Betser of The Aerospace Corporation, presenting doctoral work of two doctoral students at UCI.)
KM issues in Aerospace
Aerospace workforce issues
Average age of production workers: 51
Average age of engineers: 54
About 27% eligible for retirement by 2008
Continue Reading "Studying Communities and Knowledge Management" »
First up, Stewart Sutton, Principal Scientist and Director of KM at The Aerospace Corporation is presenting. At Aerospace, our product is knowledge. That knowledge is embodied in our products.
Human knowledge is increasing exponentially and the KM tools and social software techniques to help manage that increase are being introduced just as fast.
The culture of knowledge: If those that possess knowledge regard it as power, they will guard it more jealously -- this increases access costs.
The same tools we use to search, sort, organize, and process our knowledge are consuming increasingly more time in our daily routine.
Continue Reading "Knowledge Management, Social Software and Economics" »
An investment in knowledge pays the greatest dividends.... - Ben Franklin
On creative destruction: (Missed quote on slide)
Actionable by people
Content, Context, Community
Context <=> Content
- Case study: Xerox Sustainability Strategy
- Case study: Xerox Security Strategy
Communities of Practice
Tools (Web 2.0)
Continue Reading "Lessons for future KM Practices: 3C's for value Creation" »
Discussion about KM in context of the NASA Return to the moon after a 40 year gap.
Discussion about Roman Engineering, a classic success story of durability.
Discussion of Y2K - who would have thought that shortcuts we took 30 years ago would come back and haunt us in 2000? Someone forgot to ask, "how long is this thing likely to last?"
Continue Reading "Lessons for future KM Practices (Charlotte Linde, NASA-AMES)" »
Mission: Organize the world’s’ information and make it universally accessible and useful.
2000, realized: 40% of the World’s information is sitting behind a firewall.
2002, created Google Enterprise.
Three areas of focus: Search, Geospatial, and Applications
Google has evolved with the internet.
Sergey’s Resource Allocation Rule: 70/20/10
This is the secret to innovation at Google.
70% Resource focused on core products: Search, Ads, Apps
20% Products with strong potential
10% Wild and crazy. “Go pursue it”
Everyone is encouraged to have 20% projects.
Q. How do we get our daily job done in 80% of the time? (I know GTD is one element.)
Continue Reading "Innovation at Google (Vijay Koduri)" »
Why does the U.S. Air Force do KM?
To deliver sovereign options for the defense of the United States of America and its global interests.
Air Force Knowledge Now program
- Official Documents
- Explicit Knowledge
- Expertise (Best Practices)
- Experience (Lessons Learned)
- Judgment Tacit Knowledge
Continue Reading "KM for Project Development, Management, and Execution (Randy Adkins)" »
Next speaker, Dan Nerison, Fluor Corporation. Dan oversees performance of all knowledge communities at Fluor.
KM at Fluor: Connecting people, delivering value.
Sharing the Fluor Story.
KM QUOTE: If it wasn't for the people, knowledge management would be easy... It's ALL about the people. - Dan Nerison
Continue Reading "KM for Project Development, Management, and Execution (Dan Nerison)" »
Darcy Lemons, Senior Project Manager and KM Advisor at APQC is presenting on The Future of Knowledge and KM.
APQC = American Productivity & Quality Center
Darcy - Involved in supporting research in KM (benchmarking studies, research in KM & Web 2.0 tools for collaboration, as well as custom consultative work, etc.)
Quick summary (unedited, not proofed)
Q. What is the future of knowledge?
Will the knowledge we have today be sufficient for the future, say five years from now?
Continue Reading "The Future of Knowledge and KM (Darcy Lemons)" »
The theme of the conference is: The Evolution of Knowledge for Value Creation
The conference agenda for the next three days is quite full. Today's agenda includes a number of presentations and discussions. The three sessions for today are:
- KM for Project Development, Management and Execution
- International Knowledge Management
- Lessons for Future KM Practices
Kiho Sohn presented an overview of the history of events that led up to this KM conference. (This is the second year. I attended the previous iteration when it was hosted by JPL at Caltech.
My friend, Alan Lepofsky, has posted his thought on a new tag-line he thought up:
"If knowledge is power, then sharing knowledge is the ultimate power-trip"
I liked Colin Williams' comment that proposes a secret handshake for KM professionals: "Sharing is caring.".
A few key takeaways from the KM sessions:
- Narrative and sensemaking are powerful tools for the knowledge manager
- Change management is a fundamental component to a successful KM initiative
- the eProductivty equation for knowledge worker productivity works
and a few points from Dave Snowden's talks:
- "Knowledge is only ever volunteered, not conscripted."
- "We only know what we know when we need to know it."
- "We can always know more than we can tell, and we will always tell more than we can write down."
Of course, there was much more going on at the conference, some of which I was familiar with and some new. but these two points will have a profound effect on how I approach my KM consulting work with clients.
Time to head home, I've got to get back to work with Michael on the upcoming eProductivity Conference in Manila.
I'll try to post somemore updates, as time permits. Meanwhile, you can follow my KM posts, here.
Terry shared about a hospital during crisis, low morale, and intense public pressure, and how, as an OD consultant, he had to create a sensemaking project in the aftermath.
Presented "A model for sensemaking" (Snowden) from cognitive-edge.com.
Narrative and workplace stories define an organization's culture. The challenge is that we need to be able to see multiple perspectives. Terry used narrative capture as a tool for to make sense of how all of the people involved (healthcare providers, management, patients, and families) experience their system and how solutions were identified to encourage change.
Continue Reading "Narrative Capture as a KM tool" »
Steve Denning is up next, sharing his stories on how to get enduring enthusiasm for change, whatever the change happens to be. This looks like a good follow-on to this morning's session on change. I'm particulary excited to be here because I've followed Steve writing, both professionally and in my KM texts. Several people have told me that Steve's the greatest storyteller overall and that I should not miss the session. Let's see what he has to say...
What's the cost of not doing KM?
Wall Street subprime crisis - why weren't they listening?
What's the missing chapter in most books on leadership or communications?
How to inspire people to change.
Steve's just given us a warning that he's going to question some of the basic principles we have grown up with.
[personal action: purchase secret language of leadership]
The Secret Language of Leadership
Continue Reading "Sparking enthusiasm for change: Narrative Intelligence" »
Are we more interested in the technology or in the change?
Jeff Hiatt, President, Prosci, & Author, Change Management: The People Side of Change, is sharing a roadmap for managing the people side of change.
Premise: Knowledge management shouldn't be a project; it's a change to the organization, its culture, and its people.
Types of change
- Self-initiated by an individual
- Self-initiated by a group
- Externally initiated toward an individual
- Externally initiated toward a group
Where does KM fit in? KM is about change, it is a process, not a project. It is about a change to the organization and how it works.
Change is possible. But if we do not approach it right, the likelihood of success is low.
Continue Reading "A roadmap for managing the people side of change" »
Dave says that four blogs influenced today's talk:
Nicholas Carr on knowledge sharing:
What they say about sexually transmitted diseases seems to apply equally well to data in the Web 2.0 age: You're not just sleeping with your partner; your sleeping with your partner's partner. - Nicholas Carr
Dave likes Nicholas Carr because he challenges conventional thinking and provides great opportunities for responses.
Dave takes issue with Hubert Saint-Onge's perspective on collaboration tools:
... an organization should mandate one tool for collaboration, rather than allowing diversity; but that participation in the use of these tools should be voluntary. - Hubert Saint-Onge
(sorry, missed other two. Took photo and will try to return to this.)
Social computing is more about relationships than categories
Continue Reading "Tags, Categories, & Knowledge Sharing (Dave Snowden)" »
During this week at the KMWorld conference I've met many people that tell me they are using Lotus Notes successfully as their collaboration and knowledge management platform. I heard this same comment more than once;
"... people are all excited about this new tool or that new tool or tool 2.0, but our organization's had [most of] these capabilities with Lotus Notes for years...."Of course, I did meet another speaker at the banquet who asked me if Lotus Notes was still being sold and supported. He was shocked when I told him that the last IBM # of Notes users I was aware of was 140 million Notes users. (Even if I'm off by a few tens of millions of users, that's nothing to sneeze at.)
So, what's the problem?
Why are there so many decision makers that attended Enterprise 2.0 and KMWorld 2007 (and many other conferences I frequent) unaware of the power of Notes?
Continue reading and post your comments
Does more analysis make for more certainty
Does more certainty make for better decisions?
Everything you need to know about all of this (sorry, slide went by too fast)
Sense ----> Respond
(attention and awareness) (Assessment and action)
The cycle includes Change
Continue Reading "Intuition's Role in Decisions and Innovation" »
The booth has been packed all evening, perhaps one of the most popular in the exhibit hall. People like the simple interface for visual mapping. It was good to visit with Shelley and Harlan and to meet Matt, who has been helping me master BrainEKP. Harlan promised me a bunch of new features in the next version of The Brain. !!! We also discussed how we might collaborate to use The Brain as a visualization tool for Lotus Notes. (We need to find a Notes App Dev familiar with JDBC, XML, agents, etc., to pull this off.)
I didn't bring home any brains from the exhibit. Already got one. (It's named abby normal.)
It's good to see The Brain at KM World - they are the only mind mapping tool present and the audience seems unable to get enough of the visualization The Brain offers.
Note: I've blogged about The Brain and posted some podcasts over at Notes on Productivity.
I've come with a list of KM vendors I want to meet and products I want to see. Most notably, the areas of interest to me are in enterprise search, social tagging within the enterprise, and visualization of knowledge maps for workflows, knowledge repositories and social network analysis (SNA).
Richard McDermott offers some unconventional steps organizations can and individuals can take to deal with the flood of complexity, connections, and information.
As information content, connection and complexity explode, maybe we should shift from seeing knowledge management as a traditional library model and more to how to live in it as a world.
Richard shared a story of a nameless well known and well respected (MAKE winner) organization. In the early days of computerization, maps were drawn computer assisted; time consuming and difficult to produce, did not change often. Now, in this organization, maps (think documents) are easily created, so we have multiple versions of maps floating around, utility drops, trust drops. They are drowning in knowledge, faithfully captured in their systems. [The problem is in how they use and interact with it.]
Shift in Knowledge Work
- Globalization increass the amount of information content to sort;. (How much email do you get>? Which doc version to trust?)
- Computerization increases complexity of knowledge
- Global connectivity has increased transaction time for managing contacts
- Leads to a "tragedy of the Knowledge Commons"
Continue Reading "The Tragedy of the Knowledge Commons" »
- Instant Messaging
- Desktop Video Conferencing
- Just-in-time canvassing
- RSS Aggregates
- "Know who" directories, etc.
Four types of social networking tools
- Social publishing and information sharing
- Collaboration and Communication
- SNA/Sensor/GIS Mashups
Continue Reading "Dave Pollard on Social Tools and Knowledge Sharing" »
David Gurteen is an independent knowledge educator and coach, helping organizations to share their knowledge more freely and to innovate more creatively. Dave is also the founder of the Gurteen Knowledge Community, a global network of over 14,000 people in 153 countries. [ He is also a diehard Lotus Notes user!]
David is inviting us to join a conversation about rewards in KM initiatives. Rewards as in a specific reward for a specific knowledge behavior.
"How do we make them use it?"
A story: (my paraphrase, here...)
KM Program manager: "We've just created a KM system and no one will use it. How do we make them use it?"
KM Consultant: "To what extent did you involve the users in the design, planning, and implementation of the system?"
KM Program manager: "We didn't. Management wanted the system yesterday and there simply wasn't any time to involve the users."
KM Consultant: "Well, that is a problem. I'm sorry your people choose not to use a system that they see no value in..."
and so it goes...
So the question Dave wants us to consider is "How (and why) do we make people do things?"
It looks like, much of David's current thinking and questions on this topic is influenced by Alfie Kohn, author of the book "Punished by rewards".
Many of the familiar principles of Quality Management amount to an elaboration of this simple truth: an innovative healthy organization requires that we work with people rather than do things to them. - Alfie Kohn
Continue Reading "Work with People, don't do things to them!" »
Technology plays a key function in most knowledge work. Much work now gets done through virtual tools, allowing unprecedented levels of interaction and collaboration.
A challenge before us...
...managing the evolution of the collaborative organization with the free flow of capability and knowledge.
[Hubert is creator of the "Knowledge Assets Framework." he is also listed in many of my KM texts - it's wonderful to meet and hang out with people I've followed from a distance for years.] Hubert's focus is on the need to increase the level of collaboration in organizations.
Collaboration is the engine that will make KM work across the organization
1. Developing collaborative networks and heightened level of collaboration in an organization will...
- engender the free flow of capability and knowledge
- create closer connections with stake holders (customers, suppliers, etc.)
- enhance innovation and agility and give the organizational greater "emergent orientation"
2. Developing a knowledge platform will make it possible to collaborate with low transaction costs.
3. Exercising conducive leadership will be key to enhancing collaboration
4. Collaborative networks for a second dimension of the organization structure can function in a complementary way to the hierarchical structure.
Collaboration is becoming more important because...
- client want seamlessly integrated solutions
- we now have a global marketplace
- extensive, global supply chains
- organizational life is more complex
- need for greater access to knowledge
- generation of creativity, innovation, synergy
- expansion of networks and influence
Continue Reading "Collaborative Networks & The New Enterprise - Hubert Saint-Onge" »
Verna Allee, founder of Allee & Associates and author of The Future of Knowledge: Increasing Prosperity through Value Networks, just presented on the future of the organizations as value creation networks. Org charts, once the blueprint for the organization are now being relegated to the role of directories in our age of horizontal organizations.
The evolution of business. Allee begins by sharing her favorite Drucker quote about how the corporation will not survive the next 25 years.
The corporation as we know it, which is 120 years old is unlikely to survive the next 25 years. legally and financially yes, but not structurally and not economically.
- Peter Drucker, Fast Company, 2000
If we will have a new economy, where will the new theory come from?
- Living systems theory
- Complexity theory
- Chaos theory
- Network analysis
- Intellectual capital
We must look at how knowledge value is created (see Hubert Saint-Onge)
The strategic capability for the future is about how you are building the intangible assets in the organization - this is where is real payoff is for focusing on knowledge.
Continue Reading "Organizations as value networks - Verna Allee" »
Not impressed with idea of a group of leaders locking themselves away to come up with a KM strategy for their organization. He's yet to find a situation in which this has worked, yet organizations continue this practice.
Knowledge is context dependent.
Dave shared a story, which I will not repeat it, but a good one to exemplify how knowledge is context dependent.
Where is KM?
Stronger in government, weaker elsewhere but the purpose remains the same (whatever the label).
KM Is about
- Improving the way people make decisions
- Creating conditions for information
You don't manage knowledge
Continue Reading "The Dynamics of Strategic KM - Dave Snowden" »
No slides. No PowerPoint.
Premise: Under the right conditions, groups of people can often be remarkably intelligent, often smarter than experts in the same context.
It's called collective intelligence. Several examples and stories given.
Generally speaking, the group can be smarter than an individual.
Example of who wants to be a millionaire: Experts get answers rights 2/3 of the time; the audience, however, gets the answer right 91% of the time.
Problems are not that difficult, but one would expect the experts to be right more often.
As the problems get more complicated, collective intelligence becomes more powerful.
Google's page-rank algorithm is an example of Wisdom of crowds - uses hyperlinks to count as votes.
Surowiecki gave examples of using prediction markets to predict presidential election outcomes, then talked about the idea of how organizations and set up and use internal prediction markets. Gave example of HP and their internal prediction market for printer sales - found to be more accurate than HP's own internal market research organization.
Continue Reading "Collective Intelligence in Action: The Wisdom of Crowds" »
- Admit you have a problem - a knowledge management problem
- You have to attend the meetings - where you share information with people in the same boat as you.
- You have to atone for your past discretion - Blogs, Wikis, Collaborative tools DO have a place
Next up, Jane Dysart, KMWorld conference organizer, welcomes us to this morning's Keynote and the conference in general. There are a large number of first time attendees to the conference - a measure of the growth in awareness for the need for organizational KM.
Tribute to Melissie Rumizen
This year saw the passing of a well-respected and well-loved KM professional, Melissie Rumizen. This morning, before the keynote, Verna Allee, Steve Barth, David Snowden gathered to honor Melissie Rumizen, a KM Pioneer, Author, and respected KM Practitioner. I have Melissie's book and even my KM professors refer to quotes in it. I'm sorry I did not have the opportunity to meet Melissie.
Microsoft is sponsoring the Exhibit hall. Where is IBM? (I see many software tools to support KM, where is Lotus Notes.)
Now, it's on to the Keynote...
This evening, I participated in David Gurteen's Knowledge Cafe. The purpose of the KCAFE is to bring people together to learn from one another on a topic. David begins by providing us with the history of his Knowledge Cafe and how it works.
Continue Reading "Knowledge Cafe with David Gurteen" »
Continue Reading "Knowledge Worker Productivity at KMWORLD 2007" »
Kiho Sohn, Chief Knowledge Management Officer at Rocketdyne, is introducing the speaker...
Opening question: "How many of you remember where you were, July 20, 1969?" [That's easy, I was sitting in front of my parents B&W TV watching the first moon landing.]
We are getting ready to go back... but are we doing everything we can to capture and retain the knowledge and experience gained in the first mission so that we can do it again.
Much of society assumes that because we were there [the moon] once, we can go back immediately. Unfortunately as you [rocket scientists] know, that's simply not he case...
Continue Reading "Knowledge Retention ... a Framework for Action" »
It was inspiring to be in the auditorium, walking among various KM exhibits from all divisions of Pratt & Whitney Rocketdyne (PWR) surrounded by huge rocket engines and pumps from various rockets - they even had a Space Shuttle Main Engine on display.
Continue Reading "Knowledge Management Share Fair; it's Rocket Science!" »
Kimiz Dalkir, the author of Knowledge Management in Theory and Practice shares that knowledge has certain paradoxical characteristics:
- Use of knowledge does not consume it
- Transferral of knowledge does not result in losing it
- Knowledge is abundant, but the ability to use it is scarce
- Much of an organization's valuable knowledge walks out the door at the end of the day
"You can't do knowledge management until you accept that you can't manage knowledge." - Luke Naismith
It's been a great week with a lot of information and discussion. Personally, I've learned a great deal and I plan to take what I've learned and put it into practice with my clients. A big thank you to the researchers and presenters.
NASA has an agency-wide initiative to use Persistent Immersive Synthetic Environments for Knowledge Transfer and Collaboration. Four drivers;
1. Mission support (Modelling, simulation, collaboration)
2. Outreach (public engagement)
4. Internal Training
Case study of Pratt Whitney-Rocketdyne on Systems Theory in KM. Their successful KM program built on the four phases of KM: Knowledge creation, storage, transfer, and application. Five stages of their KM implementation: Determine state of processes, Identify & classify existing KM systems, and ... oh well, go read my notes from earlier...
Virtual Collaboration, success through failure
Estelle shared best practices in collaboration. (See my write-up) Things to come: Blogging, expert locators, science-based facebook, interoperability and standards.
Creating a learning organization at NASA
You know what? I'm tired. Please read the presentations and see my blog for comments.
Knowledge Management needs to be addressed from three perspectives
Continue Reading "Legal and ethical issues in Knowledge Management" »
Persistent Immersive Synthetic Environments for Knowledge Transfer and Collaboration.
The next three sessions will focus on the use of virtual worlds, in this case, Second Life, as a tool for knowledge transfer and collaboration. What makes this particularly interesting is that the presenters are not here in the auditorium. They are presenting virtually and these sessions will be presented simultaneously in real life (here, at Caltech) and also in Second Life.
Continue Reading "Second Life for Knowledge Transfer and Collaboration" »
Panelist opening comments:
Continue Reading "Emergent Trends in Academic Research in KM" »
Anyone seen Jet Burns?
Later in the evening, Paul Caraccioli, Program manager of NASA's Marshall Space Flight Center Propulsion System Department (PSD)* KM System came over and sat down and started to share with Wendy some of the problems his group is facing getting the engines for the Lunar lander to work. Wendy listened attentively, as she's very interested in engineering and space exploration. What a treat, thank you, Paul, for making engineering real and for inspiring a future engineer.
* Long title; they deal with engines - fast ones
Jeanne has turned off to the digital projector and she's now walking to the front of the lecture hall. An aide has just wheeled an interesting looking device onto the stage and handed Jeanne a white stick. I think she's about to use an analog cognitive capture tool...
Yes, she's using the white stick to leave artifacts on a black surface.
Continue Reading "NASA KM Conf. Day Two. End of day discussion" »
Disclaimer: Semantic technology is a tool, not a solution. great slide
Continue Reading "Applying Semantic technology to KM" »
Continue Reading "Into the future: the evolution of a NASA Intranet" »
NASA has 80,000 people (including 18,00 civil servants) and about 140,000 people involved. NASA Projects can last a very long time. Her first project, Voyager is a 50 - year project. How do you sustain knowledge across a project with that kind of lifetime? That's what KM is all about
A framework for knowledge sharing:
PEOPLE - Enable remote collaboration; support communities of practice; reward and recognize knowledge sharing; encourage storytelling
PROCESS - enhance knowledge capture; manage information
TECHNOLOGY - Enhance system interoperability; Utilize intelligent agents; Exploit expert systems and sematic technologies
NASA KM Strategy
- Sustain knowledge across missions and generations.
- Help people find, organize and share the knowledge we already have
- Increase collaboration and to facilitate knowledge creation and sharing
Continue Reading "NASA's Knowledge Management Architecture" »
Prusak on KM:
- You do connection
- Reflect - nothing happens in knowledge without reflection
- Understand that people learn from one another through stories
Stories at JPL originated as a way to get people in the door [to the library; the library, though centrally located at JPL was not easily accessible.]
Teresa was inspired by literature on storytelling (see slide for references)
Criteria for storytelling at JPL
Story must be told by someone sharing personal experience at JPL.
make program inclusive to all aspects (or departments) at JPL
"Tell us your story" Story hour at JPL initially began in 2000 as a way to do knowledge capture and transfer. No one knew at the time how big it would become.
Continue Reading "Cultivating an organizational culture of storytelling at JPL" »
As JAXA gets ready to send a spacecraft to the moon later this year, there are increased initiatives to capture, share, and reuse knowledge within JAXA.
Continue Reading "Knowledge Management Activity at JAXA" »
Dr. Marcia Gibson, NIA, and Dr. Bob Baxter, CIBER, an adult education and learning expert and a historian are presenting.
Here to discuss NASA Engineering Safety Center (NESC). NESC stood up after last shuttle disaster and pulled in key experts from 15 disciplines of NASA to work together to determine what they could learn from their mistakes.
NESC Academy was put together to capture knowledge from the top people in each area of discipline. Charter is to take that information and share it with the younger NASA engineers and scientists. target population is folks who have been at NASA from 1-10 years. Currently have 22 disciplines represented. www.nescacademy.org.
Will share lessons learned in KM at NASA. A successful KM approach
How do they know their KM program is successful?
Continue Reading "Lessons learned in capturing human knowledge" »
Today's panelists are all KM practitioners. (Tomorrow, we will cover the same topics but from a researcher perspective.have research
Linda Holmes, CIO, Canadian Space Agency
David Licher, Northrop Grumman
Kiho Sohn, CKO, Pratt Whitney Rocketdyne
First up: Linda Holmes, CIO, Canadian Space Agency
Continue Reading "Panel: Emergent Trends in Sharing Knowledge" »
Christopher gave us an overview of PBMA-KMS.
Technology as an enabler, not a driver.
Video Nuggets as a knowledge capture and sharing tools
Publicly (and freely) available (http://pbma.nasa.gov)
Knowledge Registry (Includes Competency management system)- find out who knows what and how to reach them
Secure workgroups - can host sensitive but not classified information
Real-time remote meeting and conferencing capabilities
[Look at his metrics slide to an example of how one might measure KM success.]
Key lesson learned:
KM Systems do not survive without a heavy does of the human element.
Programmers should not be driving the KM system. (Don't even let programmers suggest the tools. Instead, identify the problems and find the tools to match.)
Subject Matter Experts should be driving the system. (They want to share, but often don't have time. Find a moderator and make it fast and easy for them to do so.)
Don't buy a tool, buy what it does.
Continue Reading "Collaboration in a Global World, Pt 2." »
First up: David Pender, University of Adelaide, Australia.
Abstract: It is widely accepted that collaboration, whether between individuals, work groups, or, indeed, organizations, plays an important role in the process of knowledge creation and maintenance.
"Knowledge is in the eye of the beholder." Context is such an important part of the knowledge itself. [Collaboration can help provide the contextual structure.]
Technology that supports the people in a KM system is important, but it's the people that makes the whole thing work.
Things like knowledge and innovation doe on have a corporate existence! They exist within the individual.
- Complex organizational forms
- Incomplete contracts
- Contingencies cannot be prespecified in contract
Two distinct paths
- Emergent processes (from common interests, environmental changes)
-Engineered (triggered entity)
As the operating environment becomes more discontinuous, the more impossible it is to do everything in-house. (Limerick, Cunnington, & Crowther, 2002)
Continue Reading "Collaboration in a Global World, Pt 1. " »
Presenting: Paul Caraccioli, Program manager of NASA's Marshall Space Flight Center Propulsion System Department (PSD) KM System. (Long title; they deal with engines - fast ones.)
Paul shared a case study of their KM deployment and the lessons learned.
MSFC PSD KM Strategic Plan
(see slide - sorry; too fast.)
"IT is great, but for our KM strategy to work, what we need to bring about a culture change within NASA."
Continue Reading "Does your organization learn from its mistakes?" »
Integrated IT Architecture can be leveraged
-To enhance search/data mining capabilities
- Knowledge put to use on new designs
Process for retrieving related records and documents is tedious, time consuming, and inaccurate.
The Connect Concept:
Enable the user to retrieve records and documents related to a task or an issue. Context sensitive work.
Continue Reading "Connecting related records and Documents in KMS" »
(Manson yew, Douglas Hughes, Keri Murphy, Gena Henderson, Jeanne Holm of JPL, presenting.)
NEN began as a vision for knowledge sharing:
Organize and disseminate knowledge
Enable reuse of knowledge.
Facilitates creation of knowledge
Michael, you will be pleased to know that there are many Macs in use here at the conference. Of course they have the same problems connecting to a projector as PCs. So much for engineering...
NEN Integrates a content management system, a portal, search engine, and engineering community.
Key difference with NEN is that content is authoritative and actionable. Everything's been vetted first.
Key Knowledge Resource: engineering databases.
Shocking discovery: Much of this knowledge is still siloed.
If we are going to get back to the moon, we need to know what we know...
Writing interfaces to legacy databases. Some systems are so old that they have to be exported and then imported into new systems. This to achieve standardized interface to information.
Key Knowledge Resource: Subject Matter Experts
SMEs are our best knowledge resource, but sadly they are often not easily discovered.
We know the people here know what we need to know but we don't know who we need to know to know this.
Continue Reading "Creating a learning organization at NASA - the NEN" »
I wish I had brought my camera to lunch with me. For lunch, we dined on regal gold-trimmed china in a majestic wood paneled banquet hall of the CalTech Athenaeum. Apparently Albert Einstein's apartment was on the floor above.
PS. In case you are wondering about your tax dollars, we had turkey wraps, potato chips, salad and cookies. Still, it was a nice meal with ample opportunities for discussion on collaboration and knowledge management.
NAI has 16 teams spread across NASA, researchers and academia. Started out with PolyCom multipoint video in 1998, It bombed. The technology was not ready. That story has changed now.
Yet another KM definition: Knowledge management is about knowing expertise, who to talk to, what to ask.
Communities of Practice (COP)
It's about the people; technology should enable the people, not the other way around.
New Approached and ideas
Virtual Office Hours (Connect all tools for an hour each week and allow people to come and explore - a safe sandbox to play in.)
One-on-one and group training
Cheat sheets - a great tool, along with IM to connect people and answers
Virtual seminars and meetings - expected that most folks would watch archived meetings; found that many came for the live experience.
Continue Reading "Lessons learned in KM and virtual Collaboration" »
Let's look just one problem in Aerospace: As of Jan, 2007 50% of aerospace engineers are eligible to retire... Point made. (There were more excellent points made, I chose this one.)
A common framework used by academics and KM practitioners breaks into four stages:
Knowledge Storage and retrieval
This presentation looks at KM in light of systems theory - a System is an entity which maintains its existence through mutual interaction of its parts. Citation: Ludwig von Bertalanffy
Research presentation focused on case study of Pratt-Whitney Rocketdyne and how they successfully addresses the area of Knowledge Application - founded on Systems Thinking. KM Initiative founded on systems thinking. $2.5M invested in KM initiative, $25M savings realized.
Continue Reading "Systems Theory and Knowledge Management Systems" »
An emergent trend: partners that are even more virtual than ever before. Virtual worlds, avatars, and the like allow us to create new social networks in which to get things done together.
Traditionally, a social network involved friends and family. That's changing. Now, social networks reflect the growing on-line realm of virtual worlds, on-line spaces, [blogs] and virtual friends - people we know because of someone we know.
Cross Generational and Cultural Boundaries
Focus on society
Friendships forged through adversity
Focus on community
Friendships forged through identification with a cause
1980s... [I'll come back and update list]
Social networks - why should professionals and their organizations care?
Social networks are critical to organizations retaining and enhancing their critical knowledge yet have been left to grow organically.
Social and intellectual capital is developed through reciprocity.
NASA is moving, in a big way to using virtual worlds as a teaching and learning tool, as a tool to engage with people around the world and to capture knowledge. It's expected to be a key way to engage with the virtual workforce.
Continue Reading "Engaging Partners in a Virtual World" »
Jeanne Holme shared the genesis for this workshop, how different KM groups and practitioners came together to create this event.
Knowledge Management, while often driven by technology, is as much if not more about people and culture. This workshop will provide a forum for peer-to-peer exchange of KM experience and best practices for knowledge capture and reuse for space missions.
Continue Reading "Opening Keynote and welcome" »
The conference theme is Delivering Information for Action, which addresses two of the three areas I focus on at ICA, Information, Communication, and Action. For this conference, I'll be participating with a different set of lenses - I'll be watching and listening to hear what concepts can be applied to my current area of interest: Personal Knowledge Management. This is an academic conference with a number of papers and topics being presented. Time permitting, I'll summarize the sessions I attend.
I'd like to extend my gratitude to Jeanne Holm, the Chief Knowledge Architect at the NASA/Jet Propulsion Laboratory, for her efforts in organizing this conference and for allowing me to attend.
As I prepare for my upcoming presentation with Steve Barth at KM World: New Fundamentals of Knowledge Worker Productivity, I realize that while the current iteration of GTD has been a transformative tool for personal productivity for me, it doesn't go far enough for the way I work today...
The business world is a much different place from what it was just 15 years ago, when I was first introduced to GTD. The pace with which decisions are made and the information needed to make those decisions has increased to the point where we are expected to be connected at all times (omnipresent) and aware of all of the information (omniscient) that we need to know. Of course, that's not possible for us mere mortals. Nonetheless, the expectations remain.
Continue Reading "Do we need a GTD 2.0? If so, what would it look like?" »
Time and place to be determined. Pay your own way.
GEEC Dinner in Boston on Wednesday June 20, 2007
PS. While we are in town, Michael and I hope to visit MIT, perhaps someone would like to arrange a tour?
I don't consider myself an expert in MindManager - to me that implies that I know all there is to know about Mind Mapping. (I don't.) Rather, I think of myself as a perpetual student of tools and methodologies for productivity and knowledge management. I'm always ready to learn and to share what I've learned.
I plan to share how I use MindManager in my daily work and how I've integrated it with other software tools that I use. No sales pitch, just show-and-tell about some of the geek tools I use daily. I plan to cover a range of topics, including how I use MindManager and Lotus Notes and how I use MindManager teaching my children and coaching robotics teams. I plan to leave ample time for questions and answers.
This will be a fun opportunity, I look forward to it as much for the opportunity to share as to learn from your questions and comments. My goal is to make this presentation as informative as possible, so I invite you to submit the questions that you would like me to answer or things you would like to see. I look forward to hearing from you.
Please post your questions below. Also, if you blog, please help me get the word out about this webinar.
I've provided a link to sign up for the webinar at the end of this post.
Continue Reading "Sign up for my "How I use MindManager" webinar" »
I first met Steve at the KM World Conference in San Jose and we immediately hit it off. Once we discovered that we were both passionate about the concept of the KM approach to self organization and personal productivity we knew we wanted to explore our common interests further.
Continue Reading "Barth and Sampson visit the Digital Sandbox" »
One of the tools that I've looked at off and on over the years is TheBrain by The Brain Technologies. Tonight, I had a fascinating conversation with CTO and Co-Founder, Harlan Hugh and Shelley Hayduk (VP Mktg & Sales). We discussed the genesis for TheBrain and how Harlan came to design the brain 15 years ago, based on the associative thought process of the brain. For those of you into mind mapping, TheBrain is not your traditional mind-mapping/diagramming tool - at least not in the sense of the Buzan model or MindJet's MindManager.
Continue Reading "KM, GTD on The Brain" »
I'm curious, has anyone been to a KM World conference? Anyone planning on going?