What's your favourite flavour of KM?

I’m a big fan of organizational network analysis.  I think it’s one of knowledge management’s unsung heroes.I don’t know of any other KM or OD tools which can be as informative, revealing and engaging for clients, from a small amount of research input. I’m in the middle of an assignment now with a business who are looking at how one of their business functions really works when it comes to understanding how expertise is distributed, how technical advice is requested and how it flows, and how new ideas surface and are nurtured.  This particular  client is an agri-chemicals business, and has led to some interesting discussions as we have worked together to understand clusters of connections and outliers.  One of the more humourous moments for me was when one of the members of the team loudly exclaimed “look at that isolated cluster over there – they must be the vegetables!”   Needless to say, he was referring to people in the vegetable-related business stream…

Coincidentally, later that day my daughter, who is a big fan of food science, showed me a fascinating Ahn Yong-Yeol article from nature.com which used network analysis to illustrate the connections between different ingredients used across thousands of recipes, based on their chemical similarities.  "This looks like those pictures you create, Dad" she said to me.

Isn’t this cool? (Click to enlarge)

A more interactive infographic based on this data is provided in Scientific American here (snapshot below). The data is sorted to show the foods who share the most chemical compounds with others towards the top. Roast beef proves to be the food that does this the most, with strong chemical overlaps with coffee, soya-bean, peanut, beer, wheat bread and butter. In a way, it's the grand-daddy of flavour.   So next time you go into a pub, have some peanuts with your beer, some bread to start, with a tasty steak followed by a coffee – then chemically speaking, you’ve had a whole less flavour variety than you might think!

The social-food-analysis research gets more interesting when they look at the data through a regional lens.  It turns out that the North American palate prefers foods with strong flavour overlaps (steak with a coffee rub anyone?), whereas the East Asian palate prefers food with lower overlaps (mmmm, prawns with lemon…)

So where am I going with this?

Well, I see parallels with assumptions we make when we bring people together to share knowledge. Whether formally through structured networks and  communities, or informally as people cluster around content, discussion and other attractors – my suspicion is that by default, we tend to align and gather with people with similar experience rather than different experience.  In the metaphorical world of food chemistry, that means our knowledge-sharing is built on the assumption of a North American palate, rather than an East Asian one.

This is why a well-planned peer assist will include sufficient diversity to avoid group-think, and why the design of communities of practice should thoroughly explore their purpose before they start recruiting members.  A community focused on continuous improvement and giving and receiving technical help will benefit from being built from members with the same field of expertise - their shared practice.

I often use this simple model when helping organizations characterise their networks:

Communities often move along the axis at the bottom, shifting their mode from ad-hoc help and continuous improvement, to phases when the group is engaged in delivering something together (a policy, a white-paper, a set of recommendations, a good practice guide). This requires a temporary shift in leadership style, from social facilitation towards project management, but the membership is broadly unchanged. If the purpose of the community is re-defined as innovation or the generation of ideas, then you will probably want to extend the ingredients of the group to include people with a greater range of experience and different perspectives.

So if we see ourselves as trusted organisational chefs (I quite like that analogy), then there are times when we need to satisfy the established tastes of our customers, and there will times when we need to educate their palates with new fusion dishes too.

Knowledge Management's Fried Egg moments...

Number 20, Fenchurch Street, London has always been a controversial building.  It has become better known as the “Walkie Talkie”, and was rechristened this week as the “Walkie Scorchie”, because the combination of the curved design, mirrored windows and some bright sunlight created a focus of solar energy which was sufficient to melt parts of an expensive Jaguar XJ parked nearby, and in a non-scientific experiment, to fry an egg! Unwittingly, the architect had designed a building which worked as a scaled-down version of the solar furnace in Odeillo, France. I remember visiting this whilst on a childhood holiday, and was blown away by the lumps of melted rock on display.  I applied my sunscreen more carefully for the rest of my vacation.

Anyway, I say the architect unwittingly designed a building, but perhaps that’s being generous, because the same Architect (Rafeel Vinoly) designed the Vdara Hotel on the Las Vegas Strip, 3 years earlier.  The tall, sleek, curved Vdara Hotel, according to the  Las Vegas Review,

…is a thing of beauty.

But the south-facing tower is also a collector and bouncer of sun rays, which -- if you're at the hotel's swimming pool at the wrong time of day and season -- can singe your hair and melt your plastic drink cups and shopping bags.

Hotel pool employees call the phenomenon the "Vdara death ray."

A spokesman for MGM Resorts International, which owns Vdara, said he prefers the term "hot spot" or "solar convergence" to describe it. He went on to say that designers are already working with resort staff to come up with solutions.”

So the same architect has designed two tall, curved, mirrored buildings which have both manifested the same unwelcome side-effect.

Not only that, but the Disney Concert Hall (not designed by Rafael Vinoly) had similar issues back in 2003.

You have to ask yourself, surely lessons learned from the Vdara Hotel should have been applied by the same firm as they designed the Walkie Talkie?  Surely the Death Ray experience would have burned itself into the memory of the firm concerned?

And would it be unreasonable to expect the Architectural profession to be aware of the Disney Concert Hall case, and consequently have prevented the flawed Vdara design sizzling tourists like ants under a magnifying glass?

Is it easier to learn from the failures and flaws of others, of from our own internal failures?  Well, it depends on whether the power of "Not Invented here", disguised as "It'll never happen here", is greater than the professional defensive reasoning and displacement of failure Chris Argyris described in his brilliant HBR paper, “Teaching Smart People How to Learn.” If you haven’t read it, and you work in the field of knowledge management, organizational learning, improvement or in any medium-large consultancy, then please do.  It’s 22 years old but it could have been written yesterday.

Here’s a taster to wet your appetite:

 "Any company that aspires to succeed in the tougher business environment of [today] must first resolve a basic dilemma: success in the marketplace increasingly depends on learning, yet most people don’t know how to learn. What’s more, those members of the organization that many assume to be the best at learning are, in fact, not very good at it. I am talking about the well-educated, high-powered, high-commitment professionals who occupy key leadership positions in the modern corporation.

Most companies not only have tremendous difficulty addressing this learning dilemma; they aren’t even aware that it exists. The reason: they misunderstand what learning is and how to bring it about."

Argyris goes on to distinguish between the single loop learning approach of problem-solving and error correction, and the double-loop learning which addresses how organisations identify, discuss and enact change, and the dynamics, performance measurement systems and behavioural filters which can prevent even the most brilliant (often the most brilliant!) professional from seeing their role in something less than brilliant.

The case of the non-learning professional is not reserved for architects, of course - it's just that their oversights can be so tangible.  The financial sector, energy sector and public sector have all had their own versions of the "walkie scorchie".  It's just that you can't fry eggs on them.

As knowledge and learning professionals, we need to make sure that we're visible, helpful  and active for these fried egg moments.

They are the moments when mistakes are too visible to be missed, and when even defensive reasoning is no defence.   We can help our organisations not just to learn from the specifics of one design error (we can certainly start there, and get our foot in the door), but we also need to have the courage and the influence (and partnership with OD and other functions) to look beneath to the structural and organisational factors which will ultimately determine how many times the organisation gets its fingers burnt.

Oh, and on a related matter, and if you're thinking of buying one of these - be careful which wall you put it on!

Microsoft, Collaboration, Competition and how not to create a Knowledge-sharing Culture.

So Steve Ballmer leaves Microsoft within the next year, and his epitaphs are already being cooked-up by many commentators.

Most are lukewarm at best.

I had the privilege to share a platform with Steve at a conference in the late 90's. He was presenting Microsoft's collaboration technologies at a groupware (remember that term?) event.

Unfortunately, whoever prepared the laptop for their CEO's presentation forgot to plug in the power supply.  10 minutes from the end of the presentation, there was an awkward moment when the "5% power remaining" message rudely appeared on the screen and a frantic Microsoft employee materialised  at the foot of the podium asking to plug in the cable.   He was waved  dismissively away by Steve, who declared to the audience that it would be a good test of the battery life.   The audience stopped paying attention to the content of the presentation, and started wondering with increasingly bated breath whether the battery would make it to the end.

Happily, it lasted the distance.

I'm not so sure what happened to that Microsoft employee though.

Steve kindly provided a written endorsement for "Learning to Fly" which, at the time, was a bit of a coup for Geoff and me.  However,  reading the more recent articles about the culture of competition in Microsoft, I'm wondering whether he made it as far as the chapter on creating the right cultural environment for knowledge-sharing.

This week, the  Washington Post  carries an interesting article describing how Microsoft's stack-ranking damaged collaboration:

while forced rankings can boost employee performance immediately after the system is introduced, the gains fall over time, with people more focused on competing with each other than collaborating.

Slate.com revisited the fable of the two men running away from a bear.  One stops to put on running shoes; the other says, don't be crazy - you can't run faster than a bear.  He retorts, I don't need to - I just need to run faster than you.

So while Google was encouraging its employees to spend 20 percent of their time developing ideas that excited them personally, Ballmer was inadvertently encouraging his to spend a good chunk of their time playing office politics. Why try to outrun the bear when you can just tie your co-workers' shoelaces?

There were even cases of the most able engineers not wanting to be placed on projects with other high-calibre staff because they knew that they would be force-ranked against them at the year end.

Google's "grouplets" aren't the only knowledge-sharing contrast to Microsoft.  BP's T-shaped Management approach (80% of your time should be spent on your objectives, 20% collaborating and sharing to support someone else's objectives) was well documented in a much-read HBR article "T-Shaped Managers, Knowledge Management's Next Generation."

My favourite current example is Schlumberger's approach to professional development which requires technical  staff pursuing recognition as principals or fellows (the two highest positions on the technical career ladder) to have led a community of practice, to which they are democratically elected by members of that community.  As a result, knowledge-sharing and collaborative behaviours directly influence technical promotion.  You can't be individually brilliant and make it to the top - you have to also be socially and behaviourally mature.

All of this feels like a thousand miles from forced ranking bell curves, and it reminds me of the importance of KM partnering with and influencing HR and Talent Management - something which is still relatively unusual.

Let's hope that Steve Ballmer's successor sees the connection between performance management and knowledge management, and executes a stack (ranking) dump!

Fossils, Time Capsules, Museums and other Knowledge Retention techniques

I've been working this week with an organisation who  are looking at knowledge retention from some major programmes with a significant gap (several years) between the closure of their current programmes and the start of the next phase of projects, when today's lessons will be most relevant. Now let's be clear here -  knowledge transfer is always a better starting point than knowledge capture, I think that's a given for KM.  However, in this case, some kind of strategic knowledge capture is going to be necessary , as there is no guarantee that  the staff with experience will be available in the future.  I'm  putting a brief together for them which will help them to involve the workforce in prioritising topics, conduct some media-rich interviews and create a set of knowledge assets with the needs of future projects in mind.

The default position is just to let nature take its course and see what survives. Let's call this the fossilisation option.  Hope that in the rough-and-tumble of organisational change, that there will be enough fragments of knowledge and experience preserved that it will be possible to reconstruct the "soft parts" (the context for decisions made at the time).

Next up is the time capsule approach.  Take an eclectic set of artefacts, bury them somewhere safe, and erect a memorial plaque or signpost (SharePoint folder anyone?) to remind people where  things have been buried.  Then hope that the person who exhumes them can make sense of the way in which each of the artefacts (documents) would have been used, and extrapolate to cover the gaps. Better than the fossil record, but still pretty unreliable.

Museum image (thanks to Prafulla.net)

Moving up the scale of effort and thoroughness, we have the Museum collection. Painstakingly assembled and expensively detailed, this represents a high-resolution snapshot of the past in terms of the documents and outputs, but will still say little about the underlying reasons for decisions taken at the time.  And as Ian E Wilson, Canada's chief librarian and archivist once said:

“No amount of sophistication is going to allay the fact that all your knowledge is about the past and all your decisions are about the future." 

So where do we find a suitable metaphor which places the emphasis on recommendations for future re-use, rather than yesterday's lessons?

I found it at futureme.org.

Futureme.org

What's futureme.org you might ask?  As they say on their website:

FutureMe.org is based on the principle that memories are less accurate than e-mails. And we strive for accuracy.  See, usually, it's the future that will reflect back on the present. We here at FutureMe think it's fun to flip that all around. So send your future self some words of inspiration. Or maybe give 'em swift kick in the pants. Or just share some thoughts on where you'll or what you'll be up to in a year, three years...more? And then we'll do some time travel magic and deliver the letter to you. FutureYou, that is.

You can browse anonymous real examples on futureme - some thoughtful, some hilarious, some prophetic and some poignant.  I think the idea of sending yourself, or someone else,  a message for the future is an excellent way of focusing on the capture of recommendations and thoughtful advice. It makes is personal and actionable (characteristics so often missing in lessons learned reports) - and it so much cheaper than building a museum!

So we're planning to use a creative twist on futureme.org with this particular client to draw out the advice. As they say at Futureme - it's the future that will reflect back on the present, so it's fun to flip that all around.

Learning on a Rollercoaster

One of my current clients needs to conduct a learning review from a 2-year IT project which, by her own admission, has had its fair share of ups and downs. The project is at its mid-point, so the main customer for the learning is the team itself. They don't have much time to conduct the review (sadly just 90 minutes), so she asked me for some ideas for pre-work  for the team. Sometimes you don't have the luxury of a full day to conduct an exhaustive review, so you have to work with what you have and help the team to quickly connect their hearts and minds to the review process.  It's the heart bit which interests me here.

When we're under time pressure, we tend to focus on the facts, the timeline, the plan, the process, contract, technology, scope and the deviations. Intellectual recall. In fact, most project review documents contain little more than this kind of intellectual recall. It usually takes a bit longer to get a team to talk about how they felt, and to draw out some the more people-oriented learning - let's call that a kind of "emotional recall".

I combined some ideas from Retrospects, After Action Reviews, Baton-passing and Future Backwards (Heaven and Hell) exercises into this approach. Enjoy the ride!

With thanks to Navcon

Part 1 - the pre-work:

Before the meeting, ask each member of the team to think back over the project timeline and to focus on their emotions at each stage. You can provide them with a template like this, with key dates or milestones marked to give a sense of orientation.

1. Ask them to sketch out their own "emotional rollercoaster", paying attention to the highs and lows.

2. For the high spots, write down what went well, and why you think it went well.

3. Do the same for the low spots. What was difficult, and why do you think that was?

4. How do you think the rollercoaster is most likely to continue?  Draw the continuing journey.  Bring this to the meeting with your notes on the reasons for the highs and lows.

Part 2 - during the meeting.

Sharing the Past and Present.

• Collectively, in the meeting, create a large version of the rollercoaster timeline on the wall.
• Each participant draws their journey up to the present day, pausing to describe the lows and highs, and the reasons for these.   A facilitator should probe these reasons using the "5-whys"  technique to get to the underlying reason.
• For each high and low, ask the group to express the reason as a recommendation - something that someone else should do to repeat the delight, or avoid the despair - or an action which should be taken in order to change a process such that the good practice becomes embedded.
• Capture these recommendations on post-its and place on the rollercoaster.
• Repeat for each member of the project team (towards the end, they can "pass" if someone has already identified a high or low. )
• This should create a shared view of the past, and "how we got to where we are today", with some useful recommendations captured. Consider who you might share these with beyond the team.

Creating the Future together.

• Now ask each member to sketch how they think the project will go from now to the end date. You will probably get a range of options!
• Focus on the best projected outcome and ask "based on all we've learned to date, what actions could we take to make this happen, rather than the less positive options?". You can take feedback from the entire group, or get them to discuss in pairs or sub-groups first.
• Capture these actions (with names!).

Thank you ladies and gentlemen, this is the end of the ride. Please be sure to collect your belongings as you leave and don't forget to check your photo on the way out.

10 options for implementing a KM strategy

Last week I had the pleasure of providing my final virtual webinar for the first of the UN's KM Online blended learning programme.  Geoff Parcell and I have taken turns over the past 6 weeks.  Last week the focus was on KM Strategy and Implementation, and we had an excellent interactive discussion about different options for implementation.Here's a shot of our discussion in action...

So with particular thanks to Eric, Harald, Svetlana and Miguel who added some great ideas  - here are ten different options for KM Strategy implementation.

1. Top Down, Big Bang.

This is the traditional "someone at the top has said this needs to happen" approach, usually accompanied by a cascade, a change initiative, communications and engagement plan, brown-bag presentations, training programmes, mugs and mouse mats. We've all seen these initiatives in action - and in some organisations they can be the only way to get people's attention.  The challenge, of course is to find ways to keep people's attention -  particularly when the board or senior sponsors have moved onto their next big bang.  You might consider setting up a programme board with some of the senior players, which will keep them collectively on-the-hook for your programme.  It's much more difficult for the whole group to shift their energy away than it is for a single sponsor to become distracted by the next big idea.

So it's the challenge of sustainability, which leads us neatly to the second approach - Top Down, Bottom Up.

2. Top Down, Bottom Up

This approach is a sophistication of the Big Bang approach, using the same level of visible senior support to send a clear message across the organisation. The critical difference is that there is a deliberate effort to harness the energy and passion of workers at the front line, and to involve them in the programme, perhaps as group of advisors or a community of practice. These people are key in helping to translate the messages from the top and set them in the right context locally.  BP had a two-year programme with a team of 10 with a brief to define and demonstrate the value of KM.  But it was KM Community of practice - around 200 enthusiasts who recognised the value that it brought to their day-to-day roles - this was the group who helped KM to be more sustainable.  They were also an excellent source of anecdotes and credible stories of where KM had made a difference at the sharp-end.

3. Slipstream.

In most organisations, you can guarantee that there will be a number of organisational initiatives in flight at any one time.  Rather than wait for a gap in the traffic which will never come, or to launch a competing campaign to capture the attention of an already saturated workforce, there is a third way!  Slipstreaming is about working in partnership with other initiatives or "transformation projects" (don't you just love that phrase?), looking for ways in which you can feed of each others' momentum. The beauty of KM is that it's such a broad discipline that it is easy to find ways to complement and support other programmes and functions.  I have seen KM effectively slipstream behind business improvement and Six Sigma projects; operational excellence, new project management methodologies, SharePoint deployments, acquisition integration activities, customer management and asset management initiatives, culture change movements and the roll-out of new corporate values. [You might question whether you can change culture with an initiative, or roll-out values - we'll leave that for a future post - but you get the idea...]

One thing to be wary of, which affects competitive cyclists and athletes who slipstream - is the danger of getting "boxed in".  If you're slipstreaming the roll-out of SharePoint with a view to sharing a broader set of knowledge-sharing behaviours and methods, then watch out that the technology doesn't grab all the headlines and rob you of impact.  It's always best to agree these things up-front as part of the partnership, rather than "pop out" unexpectedly and assume that you can push KM to the forefront!

4. Outside In.

This approach is a little higher risk, but does come with its own in-built parachute. Sometimes things just sound better when they are heard from the outside.   People who would treat an internal newsletter or intranet article with a degree of scepticism will pay attention to  the same story when it appears in a journal or arrives via their RSS feed – or when a friend of customer mentions that it just arrived in their RSS feed.  It’s the power of outside-in.  Geoff Parcell and I found that when we published the first edition of Learning to Fly in 2001, it gave reach, awareness and credibility to the KM programme way beyond anything we could have achieved ourselves.  Rio Tinto experienced a similar unexpected impact when they published their video on Communities of Practice on YouTube.  It just works, and it creates momentum inside the company to fill in any gaps between what is said externally and what happens internally.

And if you do over-reach?  Well, all that publicity should help you to find a soft landing somewhere else!

5. Viral

This is a variant of the pilot approach and usually involves technology.  BT experienced it with the  launch of their BTPedia internal wiki back in 2007, Russian financial services giant Sberbank encountered it with the launch of their ideas management system in 2011, and the roll-out of many micro-blogging environments  like Deloitte's Yammer have taken on a life of their own this year. With a viral approach, you need to be prepared for it to be messy - it's a case of let a thousand flowers bloom, pick the best ones and do the weeding and gardening later.   However, it's hard to imagine "lessons learned", "knowledge retention" or the creation of knowledge products spreading like wildfire.  You'll need to make the most of the extra momentum and have a plan up your sleeve to connect the parts of KM which spread virally with the other techniques and methods which require more effort to adopt.

6. Stealth

Sometimes labels get in the way.

Sometimes  you have to find ways to build  up  your organization's capability to manage and share knowledge without them realising what your master plan actually is.  You get smart at making small adjustments to processes, spotting political opportunities and allies, tweaking the configuration of information-sharing platforms and the wording of competency frameworks and values;  encouraging networks and facilitating conversations which improve performance and learning.  After a few years, you'll be able to look back and say to yourself  "you know what, we're pretty good at managing and sharing knowledge. - but you probably won't get a plaudit or bonus - just the satisfaction of having helped to build a knowledge-friendly environment which is probably more sustainable than any managed programme would have achieved.

If you like the sound of that, and can live with the lack of recognition, then perhaps a career as an independent KM consultant awaits you!

7. Copycat

This is more of a tactic than an implementation strategy per se - but it's often successful to point to examples of successful KM from other organisations (competitors and customers are particular impactful) to create some "me too" or "me better" demand.  Find a good example and invite them in to tell their story.  Check whether your board members have non-executive directorships or recent prior experience of other companies.  They might be good ones to pursue! Copycat can work well internally too, encouraging business units to out-do each other in successful knowledge sharing, but make sure that the measures you use to compare and celebrate don't create a new set of competing silos.   ConocoPhillips' '4G' awards (Give, Grab, Gather, Guts) and Syngenta's TREE awards (Transfer, Reuse, Embed, Experience) both focus on giving and receiving - hence they compete to out-share each other - which has to be a good thing!

8. Pilot

A Pilot approach will often take a subset of KM methods and apply them locally - in contrast to the big bang, which usually takes KM as a whole and attempts to apply it globally.  It's all about lighting a number of fires to see what spreads.  A pilot enables you to try the aspects of KM most likely to make a difference quickly, to build credibility locally, and to learn from each implementation.  That could mean launching a community of practice for one part of the organisation whilst closing the learning loop on major projects and working on knowledge retention for retiring experts. Criteria for a successful pilot?

• capable of showing results (measurable value would be good) within 6 months;

• strategic;

• repeatable elsewhere;

• close to the heart of any key sponsor or stakeholder, and

• ideally a recognisable part of the organisation (not too esoteric) which will make their story easy to understand.

9. The Buffet Menu

The success of a buffet approach depends on a high level of demand for knowledge. Rather than investing effort in creating an appetite, or a willingness to experiment - this approach works with the demand already present, and provides an array of tools and techniques which the organisation chooses from at will, once their "palate" is sufficiently educated.

The International Olympic Committee is a great example of this.  They set out a veritable smorgasbord of learning processes, observation visits, secondments, extranet platforms, access to experts, databases, distilled recommendations and lessons learned.  A knowledge feast for a future organising committee, who enter the 7-year process with a tremendous appetite for knowledge. On a smaller scale (and let's face it, everything looks small compared to the Olympics!), management consultancies operate their KM programmes using the demand for knowledge which accompanies each new assignment.

Demand-led programmes are more likely to be sustainable - no need to persuade people to change their behaviour - adrenaline drives them to it!

10. Phoenix from the ashes

For a lot of organisations, KM is not a new idea.  For many of them, there have been several historical big bangs, pilots and copycat initiatives. Talk with people about what has happened in the past and learn from it.  Corporate KM started in the mid '90s, so you'll be looking for people with grey hair (working in KM does that to people). Sometimes just having these conversations can rekindle enthusiasm, tinged with nostalgia.  Why didn't we make more of that?  What did we lose momentum then?  Perhaps now the timing is better?  Perhaps now, with a new sponsor, or now that we've addressed that particular barrier? It is quite possible for KM to rise, phoenix-like from the ashes and fly higher than it did before.

So whether you're a viral copycat or a phoenix stealthily approaching a buffet from the outside in, here's ten options to consider, with a little help from the inaugural UN KMOL class of 2013.

Knowledge Pit Stop

Back in 2009, I blogged about some heart-warming examples of cross-industry peer assists,  involving Great Ormond Street Hospital and the Ferrari Formula 1 pit team.  Geoff and I wrote the story up fully in our second book, "No more Consultants". The specific example related to the operating theatre team improving their handover processes during an operation called the "arterial switch" - and the insights of Professor Martin Elliott and his colleagues who had the curiosity and the passion to approach Ferrari and ask for help.

It reminded me of Thomas Friedman's book "The World is Flat" where he wrote:

“I have concluded that in a flat world, IQ- Intelligence Quotient – still matters, but CQ and PQ – Curioity Quotient and Passion Quotient – matter even more. I live by the equation CQ+PQ>IQ. Give me a kid with a passion to learn and a curiosity to discover and I will take him or her over a less passionate kid with a high IQ every day of the week.”

I was interested to see that Formula One was in the news again this week with another example of curiosity-driven cross-sector knowledge sharing - this time with public transport.  Train manufacturer Alstom, who say that the knowledge they gained has enabled them reduce a 2-day repair job to just 4 hours.

We need more of these "I wonder" moments to bring knowledge together, where curiosity triumphs over the "but we're different" default reaction of not-invented-here cultures which drives those connections and overlaps apart.

Image

When knowledge sharing is the only option

Sometimes you can't make it on your own.  One of my favourite U2 tracks.  Now I can't stop humming it!

Sometimes it takes an impossible challenge to get people to share and collaborate, as this fun video from Coca Cola shows.  Coke put a double-size vending machine into a site in the Philippines, which yielded two bottles for the price of one.  The only snag was that you had to find a friend to help you reach the coin slot.  So you win together by collaborating, or you both walk away with nothing.

[youtube=http://youtu.be/Bj3QLLTFDX8]

Nicely done, Coca Cola!

Way back in the 90's in my BP days,  CEO, Lord Browne had decentralised the business and created a "federation of assets" with a clear focus on performance.  This was a step forward, but not quite as big a step as it might have been, because with that focus on performance came a strong sense of independence - even to the point of competition. Here's a way to visualise this using Csikszentmihalyi's flow model.

Browne did a lot to support peer structures and networking which was well documented, but his initial response to was to increase the levels of challenge further, whilst keeping the resources constant. This raised the levels of performance required such that working harder was no longer a solution.  Business unit leaders would do anything to hit their performance targets - even collaborate!  And collaborate was exactly what they did: sharing knowledge, resources, people, contracts, and effectively enlarging the area of "flow".

This happened because collaboration became the only option, and competition was going to be as fruitful as two people fighting at the foot of a giant coke machine!

All of which leads me to wonder whether an age of austerity isn't a good thing for knowledge management after all?

Rolling Stones gathering knowledge.

After 43 years of the Glastonbury Music  Festival, and after much negotiation, the Rolling Stones have finally played the famous pyramid stage.  It happened on Saturday, started with Jumping Jack Flash and ended with (can't get no) Satisfaction. What caught my attention though, was the headline that Sir Mick Jagger had spend many hours "intently watching DVDs of previous headline performances."

I was impressed that despite his experience as a performer,  he still saw the need to learn and improve, even after 50 years in the industry and some of the most lucrative and successful live tours of any band in history.

It reminds me of the following quote from L Carte:

Only those who have learned a lot are in a position to admit how little they know.

How many professionals and leaders in your organisation retain that same commitment  to continue learning in order to be the best the can be?

Jagger, a former London School of Economics student, still exhibits intellectual curiosity, so I'll give him the last word:

"Everyone wants to have done more things in their lives. It is a slightly intellectually undemanding thing to do, being a rock singer, but, you know, you make the best of it."

KM, Best Practice and Buzzword Bingo

There was an article in one of London's free papers today listing the "top ten most annoying phrases", and among the usual suspects, holding on at number 8 is "Best Practice", for which Metro's plain English translation is "a good way of doing something".

It caused me a bit of soul searching about the language barriers we build around our own lexicon of tools, techniques and frameworks. I thought it might be fun to come up with my own "KM Buzzzword bingo"  card for use during dull moments at KM conferences and team meetings. I'm not criticizing the featured buzzwords (I'm guilty of many of them myself!) - just pointing out that the KM discipline is more than capable of making your average employee scratch their heads and say "whaaaat?".(Feel free to click and download the PowerPoint version if you'd like to adapt it.)

Going back to Best Practice for a moment though, it reminded me of a recent discussion I had with Ian Thorpe on his blog entry "Will I spoil KM if I tell people that "best practices" don't exist?", which, incidentally has one of my favourite ever Dilbert cartoons in it.

I think Ian and I ended up agreeing that where Best Practices do exist (which is much less than people might think, and usually in an operational context - checklists for routinely landing a plane, preparing an operating theatre etc.),  they should  be considered time-bound - Best for today, based on current knowledge - but not set in stone.  The problem comes when we treat good practice unthinkingly as if it were truly "best", and fail to adapt it for our own context.

So the Metro free newspaper's translation "a good way of doing something" is probably true of most good practices which are mis-labelled as "best".

I wonder what their editor would make of the rest of our Bingo card? Perhaps I should reach out to her...