SlideShare uma empresa Scribd logo
1 de 17
Baixar para ler offline
Knowledge Harvesting Discussion with Chicago KM Forum Nancy Dixon, Common Knowledge Associates* Kate Pugh, Intel ®  Solution Services Hans Meidjam, HP* Services April 10, 2007 v8 Copyright © 2007 Intel Corporation, Hewlett Packard  and  Common Knowledge Associates
Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object]
Who Are We? ,[object Object],[object Object],[object Object]
What is Harvesting?  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What is Harvesting? Some Approaches Select Plan Discover/ Capture Transfer 1 Reuse 2 1 Knowledge transfer begins during planning (with project team), continues during capture (between and among teams, with facilitator, or with stakeholders), and downstream, resulting from publishing and from conversation. 2 Reuse begins immediately with transfer and continues as a result of these varied vehicles. Types of Approaches ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Story 1: Success in Exploratory Drilling
Story 2: Intel ®  Solution Services Project Knowledge Harvest Return Value to Intel Solutions Development and Integration Service Owners Capability Development Solution Delivery Kit Another Active Project or Sales Process Training Sales Support Case Study Knowledge Nugget Sales Support Business Process Knowledge Integration Project Team Panel
HP ®  Services Knowledge Harvesting (General) Select Plan Discover/ Capture Publish Reuse Knowledge Capture through Individual Project Team Member Interviews ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What Decisions do You Need to Make about the Approach? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Ten Factors Driving Harvesting Approaches Do tacit harvesting in real-time and explicit harvesting offline (e.g., Get Docs, include survey, etc.); ignore non-unique knowledge; do a timeline to encourage sense-making. Match the harvest format(s) to nature of the knowledge (tacit/explicit) and degree to which originating team needs to engage in sense-making. 2. Proportion of knowledge that is unique and, of that, tacit vs. explicit Facilitate taking into account internal politics and reluctance to share Complexity may be technical or organizational; harvest facilitator(s) should have topic insight; selectively involve participants in events Involve knowledge seekers as harvesters; harvest during the project vs. just at the end Selectively harvest; profile and track projects to determine which to harvest Approach Decisions 5. Degree of hierarchy, politics 4. Complexity of the knowledge topic  3. Need for immediate transfer  1. Criticality of the knowledge to the organization Environmental Factor Consider need for anonymity; include/ exclude senior team members; assist group in discerning facts from abstractions; use carrots and sticks Select subject matter experts from related disciplines who can use specialized knowledge to probe more precisely; have independent interviews where there is potential for conflict or defensiveness Have originating team as panel format. Seekers among those asking questions to panel. Harvest if there is a risk or error that could be spared another project team  Examples
Ten Factors Driving Harvesting Approaches  (Cont.) Include people who will translate and contextualize the knowledge downstream (e.g., Marketing) Differences (e.g., role, culture, dispersion across time and space) necessitate packaging for reuse. 6. Differences in knowledge recipients Formats of the harvest interview (e.g., Microsoft LiveMeeting, face-to-face, representative, sub-groups) The larger the group, the more difficult are logistics and conversation effectiveness 8. Size of group/team Augment/refine/validate comments of originating team Role of the facilitator as broker of related knowledge, developer of reports, subject matter expert, group facilitation, live recorder Use technology appropriately to accommodate dispersed locations or involvement in different modules of the project Approach Decisions 10. Need for external viewpoints/valida-tion 9. Type of facilitation 7. Degree of dispersion of team (i.e., dispersion figuratively and literally) Environmental Factor Separate interview (e.g., client/customer, supplier, expert) Facilitator does just-in-time transfer of related knowledge to knowledge originating team Format(s) of the harvest (e.g., face-to-face, Microsoft LiveMeeting*, teleconferences, individual interviews, wiki) Example
How Do These Factors Match or Differ from Your Environment? ,[object Object],[object Object]
How Have these Approaches Worked for You? What Other Approaches Have You Used?   ,[object Object],[object Object]
[object Object],[object Object],[object Object],Questions or Comments?
Appendix Presenter Biographies
Nancy Dixon Dr. Dixon is an author and consultant working with clients to create effective ways to hold knowledge conversations. She is the author of eight books as well as over 50 articles that focus on how organizations learn.  Her new book,  CompanyCommand: Unleashing the Power of the Army Profession , is a description of how the U.S. Army’s leading community of practice, CompanyCommand.com, was created. It is co-authored with Tony Burgess and Nate Allen, the company commanders who developed one of the Army’s most effective and acclaimed communities.  Before forming her own company, Common Knowledge Associates, Dr. Dixon was Professor of Administrative Sciences at The George Washington University in Washington, D.C. Earlier, she was a member of the Human Resource Development graduate faculty at The University of Texas, Austin. Dr. Dixon serves as an editorial reviewer for the  Human Resource Development Quarterly  and as a member of the Editorial Board for Management Learning and for Action Learning: Research & Practice. She is a member of the Editorial Advisory Board for the  Journal of Workplace Learning.  Dr. Dixon’s consulting company has worked with corporations and government agencies to prepare professionals for knowledge conversations, develop lessons learned systems, and facilitate after action reviews and peer assists. She is a frequent speaker at national and international conferences and serves as a member of the Knowledge Management Advisory Board for SAIT Samsung. Common Knowledge Associates 2857 Selma Lane Dallas Texas 75234
Katrina Pugh, Intel ®  Solution Services ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Mais conteúdo relacionado

Mais procurados

A Framework for Digital Business Transformation
A Framework for Digital Business TransformationA Framework for Digital Business Transformation
A Framework for Digital Business TransformationCognizant
 
Dialogue & Collective Sensemaking
Dialogue & Collective SensemakingDialogue & Collective Sensemaking
Dialogue & Collective SensemakingPeter Jones
 
Masterclass On Improving & Measuring Onboarding, Retention & Well-being
Masterclass On Improving & Measuring Onboarding, Retention & Well-beingMasterclass On Improving & Measuring Onboarding, Retention & Well-being
Masterclass On Improving & Measuring Onboarding, Retention & Well-beingRichard Harbridge
 
Knowledge Capture Process
Knowledge Capture Process Knowledge Capture Process
Knowledge Capture Process Ryan Gunhold
 
Knowledge Management In The Real World
Knowledge  Management In The  Real  WorldKnowledge  Management In The  Real  World
Knowledge Management In The Real WorldStan Garfield
 
Knowledge Management Tools & Techniques
Knowledge Management Tools & TechniquesKnowledge Management Tools & Techniques
Knowledge Management Tools & TechniquesMichael Norton
 
Knowledge Management Audit
Knowledge Management AuditKnowledge Management Audit
Knowledge Management Auditblodotaji
 
Knowledge Management Overview
Knowledge Management OverviewKnowledge Management Overview
Knowledge Management OverviewRahul Sudame
 
Accenture Knowledge Management in Asia Pacific
Accenture Knowledge Management in Asia PacificAccenture Knowledge Management in Asia Pacific
Accenture Knowledge Management in Asia PacificKM Chicago
 
Operational Excellence Models, Strategies, Principles & Tools
Operational Excellence Models, Strategies, Principles & ToolsOperational Excellence Models, Strategies, Principles & Tools
Operational Excellence Models, Strategies, Principles & ToolsAurelien Domont, MBA
 
Learning in the Flow of Work
Learning in the Flow of WorkLearning in the Flow of Work
Learning in the Flow of WorkJosh Bersin
 
The 7 Essential Steps of Talent Development
The  7 Essential Steps of Talent DevelopmentThe  7 Essential Steps of Talent Development
The 7 Essential Steps of Talent DevelopmentThe RBL Group
 
Introduction to Sustainability & Entrepreneurship (March 2014)
Introduction to Sustainability & Entrepreneurship (March 2014)Introduction to Sustainability & Entrepreneurship (March 2014)
Introduction to Sustainability & Entrepreneurship (March 2014)Edward Erasmus
 
Digital Transformation Strategy
Digital Transformation StrategyDigital Transformation Strategy
Digital Transformation StrategyJames Woolwine
 
Knowledge management (KM) tools
Knowledge management (KM) toolsKnowledge management (KM) tools
Knowledge management (KM) toolsDmitry Kudryavtsev
 
BalanceScorecard-AnEffectiveTool
BalanceScorecard-AnEffectiveToolBalanceScorecard-AnEffectiveTool
BalanceScorecard-AnEffectiveTooljshreemdra
 
Business Architecture the Key to Enterprise Transformation
Business Architecture the Key to Enterprise TransformationBusiness Architecture the Key to Enterprise Transformation
Business Architecture the Key to Enterprise TransformationMike Walker
 
Digital Transformation Strategy Template and Training
Digital Transformation Strategy Template and TrainingDigital Transformation Strategy Template and Training
Digital Transformation Strategy Template and TrainingAurelien Domont, MBA
 

Mais procurados (20)

A Framework for Digital Business Transformation
A Framework for Digital Business TransformationA Framework for Digital Business Transformation
A Framework for Digital Business Transformation
 
Dialogue & Collective Sensemaking
Dialogue & Collective SensemakingDialogue & Collective Sensemaking
Dialogue & Collective Sensemaking
 
Masterclass On Improving & Measuring Onboarding, Retention & Well-being
Masterclass On Improving & Measuring Onboarding, Retention & Well-beingMasterclass On Improving & Measuring Onboarding, Retention & Well-being
Masterclass On Improving & Measuring Onboarding, Retention & Well-being
 
Knowledge Capture Process
Knowledge Capture Process Knowledge Capture Process
Knowledge Capture Process
 
Knowledge Management In The Real World
Knowledge  Management In The  Real  WorldKnowledge  Management In The  Real  World
Knowledge Management In The Real World
 
Knowledge Management Tools & Techniques
Knowledge Management Tools & TechniquesKnowledge Management Tools & Techniques
Knowledge Management Tools & Techniques
 
Knowledge Management Audit
Knowledge Management AuditKnowledge Management Audit
Knowledge Management Audit
 
Knowledge Management Overview
Knowledge Management OverviewKnowledge Management Overview
Knowledge Management Overview
 
Auditing Knowledge
Auditing KnowledgeAuditing Knowledge
Auditing Knowledge
 
Accenture Knowledge Management in Asia Pacific
Accenture Knowledge Management in Asia PacificAccenture Knowledge Management in Asia Pacific
Accenture Knowledge Management in Asia Pacific
 
Operational Excellence Models, Strategies, Principles & Tools
Operational Excellence Models, Strategies, Principles & ToolsOperational Excellence Models, Strategies, Principles & Tools
Operational Excellence Models, Strategies, Principles & Tools
 
Learning in the Flow of Work
Learning in the Flow of WorkLearning in the Flow of Work
Learning in the Flow of Work
 
The 7 Essential Steps of Talent Development
The  7 Essential Steps of Talent DevelopmentThe  7 Essential Steps of Talent Development
The 7 Essential Steps of Talent Development
 
Introduction to Sustainability & Entrepreneurship (March 2014)
Introduction to Sustainability & Entrepreneurship (March 2014)Introduction to Sustainability & Entrepreneurship (March 2014)
Introduction to Sustainability & Entrepreneurship (March 2014)
 
Digital Transformation Strategy
Digital Transformation StrategyDigital Transformation Strategy
Digital Transformation Strategy
 
Knowledge management (KM) tools
Knowledge management (KM) toolsKnowledge management (KM) tools
Knowledge management (KM) tools
 
Change Management Learning Module
Change Management Learning ModuleChange Management Learning Module
Change Management Learning Module
 
BalanceScorecard-AnEffectiveTool
BalanceScorecard-AnEffectiveToolBalanceScorecard-AnEffectiveTool
BalanceScorecard-AnEffectiveTool
 
Business Architecture the Key to Enterprise Transformation
Business Architecture the Key to Enterprise TransformationBusiness Architecture the Key to Enterprise Transformation
Business Architecture the Key to Enterprise Transformation
 
Digital Transformation Strategy Template and Training
Digital Transformation Strategy Template and TrainingDigital Transformation Strategy Template and Training
Digital Transformation Strategy Template and Training
 

Destaque

Faciliated Knowledge Harvesting
Faciliated Knowledge HarvestingFaciliated Knowledge Harvesting
Faciliated Knowledge HarvestingNancy Dixon
 
Knowledge harvesting @ chevron apqc 2009 presentation
Knowledge harvesting @ chevron   apqc 2009 presentationKnowledge harvesting @ chevron   apqc 2009 presentation
Knowledge harvesting @ chevron apqc 2009 presentationedrisbashir
 
The Use of Personal Information Management (PIM) Tools
The Use of Personal Information Management (PIM) ToolsThe Use of Personal Information Management (PIM) Tools
The Use of Personal Information Management (PIM) ToolsAliff Azhar
 
For Nonprofits: Best Practices in Measurement
For Nonprofits: Best Practices in MeasurementFor Nonprofits: Best Practices in Measurement
For Nonprofits: Best Practices in MeasurementPaine Publishing
 
2009 Summit Presenation on enterprise applications, Analytics and KM
2009 Summit Presenation on enterprise applications, Analytics and KM2009 Summit Presenation on enterprise applications, Analytics and KM
2009 Summit Presenation on enterprise applications, Analytics and KMEinat Shimoni
 
Explorations in Storytellng
Explorations in StorytellngExplorations in Storytellng
Explorations in StorytellngAlan Levine
 
How to Harvest Knowledge Through “After Action Review”?
How to Harvest Knowledge Through  “After Action Review”?How to Harvest Knowledge Through  “After Action Review”?
How to Harvest Knowledge Through “After Action Review”?2016
 
KM, RM, IM Converging or Diverging?
KM, RM, IM Converging or Diverging?KM, RM, IM Converging or Diverging?
KM, RM, IM Converging or Diverging?Chris Tsouris
 
Serial transfer presentation
Serial transfer presentationSerial transfer presentation
Serial transfer presentationkhanoom
 
Concept and Application of KM_Week Two
Concept and Application of KM_Week TwoConcept and Application of KM_Week Two
Concept and Application of KM_Week Twokhanoom
 
Presentation1 group3 updated
Presentation1 group3 updatedPresentation1 group3 updated
Presentation1 group3 updatedkhanoom
 
Credibility Advantage 2.0
Credibility Advantage 2.0Credibility Advantage 2.0
Credibility Advantage 2.0Pam Holloway
 
Leavers Questionnaire
Leavers QuestionnaireLeavers Questionnaire
Leavers Questionnairekwasbob
 
Knowledge portal
Knowledge portalKnowledge portal
Knowledge portalSandip Das
 
Knowledge transfer success factors
Knowledge transfer success factorsKnowledge transfer success factors
Knowledge transfer success factorsPam Holloway
 

Destaque (20)

Faciliated Knowledge Harvesting
Faciliated Knowledge HarvestingFaciliated Knowledge Harvesting
Faciliated Knowledge Harvesting
 
Knowledge harvesting @ chevron apqc 2009 presentation
Knowledge harvesting @ chevron   apqc 2009 presentationKnowledge harvesting @ chevron   apqc 2009 presentation
Knowledge harvesting @ chevron apqc 2009 presentation
 
The Use of Personal Information Management (PIM) Tools
The Use of Personal Information Management (PIM) ToolsThe Use of Personal Information Management (PIM) Tools
The Use of Personal Information Management (PIM) Tools
 
For Nonprofits: Best Practices in Measurement
For Nonprofits: Best Practices in MeasurementFor Nonprofits: Best Practices in Measurement
For Nonprofits: Best Practices in Measurement
 
2009 Summit Presenation on enterprise applications, Analytics and KM
2009 Summit Presenation on enterprise applications, Analytics and KM2009 Summit Presenation on enterprise applications, Analytics and KM
2009 Summit Presenation on enterprise applications, Analytics and KM
 
Explorations in Storytellng
Explorations in StorytellngExplorations in Storytellng
Explorations in Storytellng
 
How to Harvest Knowledge Through “After Action Review”?
How to Harvest Knowledge Through  “After Action Review”?How to Harvest Knowledge Through  “After Action Review”?
How to Harvest Knowledge Through “After Action Review”?
 
KM, RM, IM Converging or Diverging?
KM, RM, IM Converging or Diverging?KM, RM, IM Converging or Diverging?
KM, RM, IM Converging or Diverging?
 
Me&km
Me&kmMe&km
Me&km
 
Serial transfer presentation
Serial transfer presentationSerial transfer presentation
Serial transfer presentation
 
Concept and Application of KM_Week Two
Concept and Application of KM_Week TwoConcept and Application of KM_Week Two
Concept and Application of KM_Week Two
 
Type of transfer
Type of transfer Type of transfer
Type of transfer
 
Km Tools
Km ToolsKm Tools
Km Tools
 
Presentation1 group3 updated
Presentation1 group3 updatedPresentation1 group3 updated
Presentation1 group3 updated
 
Credibility Advantage 2.0
Credibility Advantage 2.0Credibility Advantage 2.0
Credibility Advantage 2.0
 
Far Transfer
Far TransferFar Transfer
Far Transfer
 
Leavers Questionnaire
Leavers QuestionnaireLeavers Questionnaire
Leavers Questionnaire
 
Knowledge portal
Knowledge portalKnowledge portal
Knowledge portal
 
Knowledge transfer success factors
Knowledge transfer success factorsKnowledge transfer success factors
Knowledge transfer success factors
 
Knowledge Transfer
Knowledge TransferKnowledge Transfer
Knowledge Transfer
 

Semelhante a Knowledge Harvesting

Managing Knowledge
Managing KnowledgeManaging Knowledge
Managing KnowledgeEman Rashed
 
Developing Policy in the 21st Century: Working Smarter, not Harder
Developing Policy in the 21st Century: Working Smarter, not HarderDeveloping Policy in the 21st Century: Working Smarter, not Harder
Developing Policy in the 21st Century: Working Smarter, not HarderIntegrated Knowledge Services
 
Km ver 1.0 student
Km   ver 1.0 studentKm   ver 1.0 student
Km ver 1.0 studentplpictimatec
 
Jamming on Collaboration
Jamming on CollaborationJamming on Collaboration
Jamming on CollaborationIT@Intel
 
Jamming on Collaboration
Jamming on CollaborationJamming on Collaboration
Jamming on CollaborationIntel IT Center
 
Confilict management
Confilict managementConfilict management
Confilict managementFIIIKI
 
Student-centred KM strategies
Student-centred KM strategiesStudent-centred KM strategies
Student-centred KM strategiesSIKM
 
5 Characteristics Of Successful Intermediary Organisations
5 Characteristics Of Successful Intermediary Organisations5 Characteristics Of Successful Intermediary Organisations
5 Characteristics Of Successful Intermediary Organisationsikmediaries
 
Workinlot Intrapreneur in Residence as a Service
Workinlot Intrapreneur in Residence as a ServiceWorkinlot Intrapreneur in Residence as a Service
Workinlot Intrapreneur in Residence as a ServiceAtilla Erel
 
MeTA MSP workshop: The Generic Multi Stakeholder Process Model
MeTA MSP workshop: The Generic Multi Stakeholder Process ModelMeTA MSP workshop: The Generic Multi Stakeholder Process Model
MeTA MSP workshop: The Generic Multi Stakeholder Process ModelMeTApresents
 
KnowledgeForPerformanceImprovement
KnowledgeForPerformanceImprovementKnowledgeForPerformanceImprovement
KnowledgeForPerformanceImprovementArthur Shelley
 
MeetingSphere Support any Collaborative Process_with_Five Step_Process June_2016
MeetingSphere Support any Collaborative Process_with_Five Step_Process June_2016MeetingSphere Support any Collaborative Process_with_Five Step_Process June_2016
MeetingSphere Support any Collaborative Process_with_Five Step_Process June_2016Stevebather
 
Co p lance favourite model_170414
Co p lance favourite model_170414Co p lance favourite model_170414
Co p lance favourite model_170414Lance Whitworth
 

Semelhante a Knowledge Harvesting (20)

Managing Knowledge
Managing KnowledgeManaging Knowledge
Managing Knowledge
 
Developing Policy in the 21st Century: Working Smarter, not Harder
Developing Policy in the 21st Century: Working Smarter, not HarderDeveloping Policy in the 21st Century: Working Smarter, not Harder
Developing Policy in the 21st Century: Working Smarter, not Harder
 
Knowledge agenda
Knowledge agenda Knowledge agenda
Knowledge agenda
 
Knowledge Management
Knowledge ManagementKnowledge Management
Knowledge Management
 
Km ver 1.0 student
Km   ver 1.0 studentKm   ver 1.0 student
Km ver 1.0 student
 
Jamming on Collaboration
Jamming on CollaborationJamming on Collaboration
Jamming on Collaboration
 
Jamming on Collaboration
Jamming on CollaborationJamming on Collaboration
Jamming on Collaboration
 
Confilict management
Confilict managementConfilict management
Confilict management
 
Student-centred KM strategies
Student-centred KM strategiesStudent-centred KM strategies
Student-centred KM strategies
 
Leadership from Beyond the FE Sector - ETF
Leadership from Beyond the FE Sector - ETFLeadership from Beyond the FE Sector - ETF
Leadership from Beyond the FE Sector - ETF
 
5 Characteristics Of Successful Intermediary Organisations
5 Characteristics Of Successful Intermediary Organisations5 Characteristics Of Successful Intermediary Organisations
5 Characteristics Of Successful Intermediary Organisations
 
Workinlot Intrapreneur in Residence as a Service
Workinlot Intrapreneur in Residence as a ServiceWorkinlot Intrapreneur in Residence as a Service
Workinlot Intrapreneur in Residence as a Service
 
Bilton Enabling and Encouraging Use of RIS
Bilton Enabling and Encouraging Use of RISBilton Enabling and Encouraging Use of RIS
Bilton Enabling and Encouraging Use of RIS
 
MeTA MSP workshop: The Generic Multi Stakeholder Process Model
MeTA MSP workshop: The Generic Multi Stakeholder Process ModelMeTA MSP workshop: The Generic Multi Stakeholder Process Model
MeTA MSP workshop: The Generic Multi Stakeholder Process Model
 
KnowledgeForPerformanceImprovement
KnowledgeForPerformanceImprovementKnowledgeForPerformanceImprovement
KnowledgeForPerformanceImprovement
 
Chapter 6 km knowledge app
Chapter 6 km knowledge appChapter 6 km knowledge app
Chapter 6 km knowledge app
 
01.02.09 Report2
01.02.09 Report201.02.09 Report2
01.02.09 Report2
 
MeetingSphere Support any Collaborative Process_with_Five Step_Process June_2016
MeetingSphere Support any Collaborative Process_with_Five Step_Process June_2016MeetingSphere Support any Collaborative Process_with_Five Step_Process June_2016
MeetingSphere Support any Collaborative Process_with_Five Step_Process June_2016
 
Personal design thinking guide veronica
Personal design thinking guide veronicaPersonal design thinking guide veronica
Personal design thinking guide veronica
 
Co p lance favourite model_170414
Co p lance favourite model_170414Co p lance favourite model_170414
Co p lance favourite model_170414
 

Mais de KM Chicago

Km chicago ymca of the usa's extranet - march 2014
Km chicago   ymca of the usa's extranet - march 2014 Km chicago   ymca of the usa's extranet - march 2014
Km chicago ymca of the usa's extranet - march 2014 KM Chicago
 
Km chicago dr kalaras - how to transform a manager to a great leader - jan ...
Km chicago   dr kalaras - how to transform a manager to a great leader - jan ...Km chicago   dr kalaras - how to transform a manager to a great leader - jan ...
Km chicago dr kalaras - how to transform a manager to a great leader - jan ...KM Chicago
 
KM Chicago - Stan Garfield - Enterprise social networks - feb 2014
KM Chicago - Stan Garfield - Enterprise social networks - feb 2014KM Chicago - Stan Garfield - Enterprise social networks - feb 2014
KM Chicago - Stan Garfield - Enterprise social networks - feb 2014KM Chicago
 
Km chicago presentation 9 10-13
Km chicago presentation 9 10-13Km chicago presentation 9 10-13
Km chicago presentation 9 10-13KM Chicago
 
Taxo for km chicago 20121009
Taxo for km chicago 20121009Taxo for km chicago 20121009
Taxo for km chicago 20121009KM Chicago
 
Metaphors as design points for collaboration 2012
Metaphors as design points for collaboration 2012Metaphors as design points for collaboration 2012
Metaphors as design points for collaboration 2012KM Chicago
 
Deloitte GCKM Metrics Program
Deloitte GCKM Metrics ProgramDeloitte GCKM Metrics Program
Deloitte GCKM Metrics ProgramKM Chicago
 
Social media search engines 10 may2011
Social media search engines   10 may2011Social media search engines   10 may2011
Social media search engines 10 may2011KM Chicago
 
Commercial Sector Applications of GIS
Commercial Sector Applications of GISCommercial Sector Applications of GIS
Commercial Sector Applications of GISKM Chicago
 
Learning and Knowledge Alignment
Learning and Knowledge AlignmentLearning and Knowledge Alignment
Learning and Knowledge AlignmentKM Chicago
 
Knowledge jam for chicago km 110208
Knowledge jam for chicago km 110208Knowledge jam for chicago km 110208
Knowledge jam for chicago km 110208KM Chicago
 
Practical dos and don'ts of enterprise prediction markets
Practical dos and don'ts of enterprise prediction marketsPractical dos and don'ts of enterprise prediction markets
Practical dos and don'ts of enterprise prediction marketsKM Chicago
 
Predictive analytics km chicago
Predictive analytics km chicagoPredictive analytics km chicago
Predictive analytics km chicagoKM Chicago
 
Starting a KM Initiative
Starting a KM InitiativeStarting a KM Initiative
Starting a KM InitiativeKM Chicago
 
Plug-n-Play Knowledge Management
Plug-n-Play Knowledge ManagementPlug-n-Play Knowledge Management
Plug-n-Play Knowledge ManagementKM Chicago
 
KM Chicago: Organisational Network Analysis
KM Chicago: Organisational Network AnalysisKM Chicago: Organisational Network Analysis
KM Chicago: Organisational Network AnalysisKM Chicago
 
Knowledge management in health care: opportunities for collaboration
Knowledge management in health care: opportunities for collaborationKnowledge management in health care: opportunities for collaboration
Knowledge management in health care: opportunities for collaborationKM Chicago
 
iConnect: Expertise Location at Deloitte
iConnect: Expertise Location at DeloitteiConnect: Expertise Location at Deloitte
iConnect: Expertise Location at DeloitteKM Chicago
 
Tools & Techniques for Knowledge Retention: UOP’s KM Initiative in Action
Tools & Techniques for Knowledge Retention: UOP’s KM Initiative in ActionTools & Techniques for Knowledge Retention: UOP’s KM Initiative in Action
Tools & Techniques for Knowledge Retention: UOP’s KM Initiative in ActionKM Chicago
 
Making the Case for E2.0 @ P&G
Making the Case for E2.0 @ P&GMaking the Case for E2.0 @ P&G
Making the Case for E2.0 @ P&GKM Chicago
 

Mais de KM Chicago (20)

Km chicago ymca of the usa's extranet - march 2014
Km chicago   ymca of the usa's extranet - march 2014 Km chicago   ymca of the usa's extranet - march 2014
Km chicago ymca of the usa's extranet - march 2014
 
Km chicago dr kalaras - how to transform a manager to a great leader - jan ...
Km chicago   dr kalaras - how to transform a manager to a great leader - jan ...Km chicago   dr kalaras - how to transform a manager to a great leader - jan ...
Km chicago dr kalaras - how to transform a manager to a great leader - jan ...
 
KM Chicago - Stan Garfield - Enterprise social networks - feb 2014
KM Chicago - Stan Garfield - Enterprise social networks - feb 2014KM Chicago - Stan Garfield - Enterprise social networks - feb 2014
KM Chicago - Stan Garfield - Enterprise social networks - feb 2014
 
Km chicago presentation 9 10-13
Km chicago presentation 9 10-13Km chicago presentation 9 10-13
Km chicago presentation 9 10-13
 
Taxo for km chicago 20121009
Taxo for km chicago 20121009Taxo for km chicago 20121009
Taxo for km chicago 20121009
 
Metaphors as design points for collaboration 2012
Metaphors as design points for collaboration 2012Metaphors as design points for collaboration 2012
Metaphors as design points for collaboration 2012
 
Deloitte GCKM Metrics Program
Deloitte GCKM Metrics ProgramDeloitte GCKM Metrics Program
Deloitte GCKM Metrics Program
 
Social media search engines 10 may2011
Social media search engines   10 may2011Social media search engines   10 may2011
Social media search engines 10 may2011
 
Commercial Sector Applications of GIS
Commercial Sector Applications of GISCommercial Sector Applications of GIS
Commercial Sector Applications of GIS
 
Learning and Knowledge Alignment
Learning and Knowledge AlignmentLearning and Knowledge Alignment
Learning and Knowledge Alignment
 
Knowledge jam for chicago km 110208
Knowledge jam for chicago km 110208Knowledge jam for chicago km 110208
Knowledge jam for chicago km 110208
 
Practical dos and don'ts of enterprise prediction markets
Practical dos and don'ts of enterprise prediction marketsPractical dos and don'ts of enterprise prediction markets
Practical dos and don'ts of enterprise prediction markets
 
Predictive analytics km chicago
Predictive analytics km chicagoPredictive analytics km chicago
Predictive analytics km chicago
 
Starting a KM Initiative
Starting a KM InitiativeStarting a KM Initiative
Starting a KM Initiative
 
Plug-n-Play Knowledge Management
Plug-n-Play Knowledge ManagementPlug-n-Play Knowledge Management
Plug-n-Play Knowledge Management
 
KM Chicago: Organisational Network Analysis
KM Chicago: Organisational Network AnalysisKM Chicago: Organisational Network Analysis
KM Chicago: Organisational Network Analysis
 
Knowledge management in health care: opportunities for collaboration
Knowledge management in health care: opportunities for collaborationKnowledge management in health care: opportunities for collaboration
Knowledge management in health care: opportunities for collaboration
 
iConnect: Expertise Location at Deloitte
iConnect: Expertise Location at DeloitteiConnect: Expertise Location at Deloitte
iConnect: Expertise Location at Deloitte
 
Tools & Techniques for Knowledge Retention: UOP’s KM Initiative in Action
Tools & Techniques for Knowledge Retention: UOP’s KM Initiative in ActionTools & Techniques for Knowledge Retention: UOP’s KM Initiative in Action
Tools & Techniques for Knowledge Retention: UOP’s KM Initiative in Action
 
Making the Case for E2.0 @ P&G
Making the Case for E2.0 @ P&GMaking the Case for E2.0 @ P&G
Making the Case for E2.0 @ P&G
 

Último

The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfSourav Sikder
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhangmcgroupjeya
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 

Último (20)

The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhang
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 

Knowledge Harvesting

  • 1. Knowledge Harvesting Discussion with Chicago KM Forum Nancy Dixon, Common Knowledge Associates* Kate Pugh, Intel ® Solution Services Hans Meidjam, HP* Services April 10, 2007 v8 Copyright © 2007 Intel Corporation, Hewlett Packard  and Common Knowledge Associates
  • 2.
  • 3.
  • 4.
  • 5.
  • 6. Story 1: Success in Exploratory Drilling
  • 7. Story 2: Intel ® Solution Services Project Knowledge Harvest Return Value to Intel Solutions Development and Integration Service Owners Capability Development Solution Delivery Kit Another Active Project or Sales Process Training Sales Support Case Study Knowledge Nugget Sales Support Business Process Knowledge Integration Project Team Panel
  • 8.
  • 9.
  • 10. Ten Factors Driving Harvesting Approaches Do tacit harvesting in real-time and explicit harvesting offline (e.g., Get Docs, include survey, etc.); ignore non-unique knowledge; do a timeline to encourage sense-making. Match the harvest format(s) to nature of the knowledge (tacit/explicit) and degree to which originating team needs to engage in sense-making. 2. Proportion of knowledge that is unique and, of that, tacit vs. explicit Facilitate taking into account internal politics and reluctance to share Complexity may be technical or organizational; harvest facilitator(s) should have topic insight; selectively involve participants in events Involve knowledge seekers as harvesters; harvest during the project vs. just at the end Selectively harvest; profile and track projects to determine which to harvest Approach Decisions 5. Degree of hierarchy, politics 4. Complexity of the knowledge topic 3. Need for immediate transfer 1. Criticality of the knowledge to the organization Environmental Factor Consider need for anonymity; include/ exclude senior team members; assist group in discerning facts from abstractions; use carrots and sticks Select subject matter experts from related disciplines who can use specialized knowledge to probe more precisely; have independent interviews where there is potential for conflict or defensiveness Have originating team as panel format. Seekers among those asking questions to panel. Harvest if there is a risk or error that could be spared another project team Examples
  • 11. Ten Factors Driving Harvesting Approaches (Cont.) Include people who will translate and contextualize the knowledge downstream (e.g., Marketing) Differences (e.g., role, culture, dispersion across time and space) necessitate packaging for reuse. 6. Differences in knowledge recipients Formats of the harvest interview (e.g., Microsoft LiveMeeting, face-to-face, representative, sub-groups) The larger the group, the more difficult are logistics and conversation effectiveness 8. Size of group/team Augment/refine/validate comments of originating team Role of the facilitator as broker of related knowledge, developer of reports, subject matter expert, group facilitation, live recorder Use technology appropriately to accommodate dispersed locations or involvement in different modules of the project Approach Decisions 10. Need for external viewpoints/valida-tion 9. Type of facilitation 7. Degree of dispersion of team (i.e., dispersion figuratively and literally) Environmental Factor Separate interview (e.g., client/customer, supplier, expert) Facilitator does just-in-time transfer of related knowledge to knowledge originating team Format(s) of the harvest (e.g., face-to-face, Microsoft LiveMeeting*, teleconferences, individual interviews, wiki) Example
  • 12.
  • 13.
  • 14.
  • 16. Nancy Dixon Dr. Dixon is an author and consultant working with clients to create effective ways to hold knowledge conversations. She is the author of eight books as well as over 50 articles that focus on how organizations learn. Her new book, CompanyCommand: Unleashing the Power of the Army Profession , is a description of how the U.S. Army’s leading community of practice, CompanyCommand.com, was created. It is co-authored with Tony Burgess and Nate Allen, the company commanders who developed one of the Army’s most effective and acclaimed communities. Before forming her own company, Common Knowledge Associates, Dr. Dixon was Professor of Administrative Sciences at The George Washington University in Washington, D.C. Earlier, she was a member of the Human Resource Development graduate faculty at The University of Texas, Austin. Dr. Dixon serves as an editorial reviewer for the Human Resource Development Quarterly and as a member of the Editorial Board for Management Learning and for Action Learning: Research & Practice. She is a member of the Editorial Advisory Board for the Journal of Workplace Learning. Dr. Dixon’s consulting company has worked with corporations and government agencies to prepare professionals for knowledge conversations, develop lessons learned systems, and facilitate after action reviews and peer assists. She is a frequent speaker at national and international conferences and serves as a member of the Knowledge Management Advisory Board for SAIT Samsung. Common Knowledge Associates 2857 Selma Lane Dallas Texas 75234
  • 17.

Notas do Editor

  1. Note: Prefer to take questions within the discussion of the factors (not during the stories)
  2. Not to spend a lot of time on this slide – we’re going to go into the rationale for choosing these types of approaches later
  3. A successful, over budget, 2 yr drilling project in an unexplored deep water area Individual interviews with team members to identify issues that were critical for team to work through 1/2 day f2f meeting of team members Use visual display of time line to keep the whole project in perspective - team members add to timeline during the f2f Agenda is the list of issues identified in the interviews Sense-making is the focus - how do we understand this Members list findings as they are discovered by the group Agreement on what to include and not include in any reports 2-3 team members assigned to write up findings - to be reviewed by whole team Findings team becomes ambassadors to other teams
  4. Make into a build slide to introduce the 3 concepts you will cover in the intro 1. It's 3 steps! 2. There are many stakeholders involved in harvest events. 3. Harvest is valuable when it gets into circulation! Approach 3 steps: “Plan-Capture-Transfer” Facilitated and Self-Managed 3 Knowledge types: Solution Approach, Business/Project Management Process, Platform Innovation/RV2I Success Criteria “ Goal is action, not just accumulation.” Knowledge is USED to enhance our platforms, positioning, or ESS project delivery. Great facilitation results in great reusable insight Primary Knowledge Stakeholders geographies, SDI, BMO, BPKI, RV2I, Sales Support, Capability Development, Platform Groups Share the responsibility for transfer within their deliverables Format of Harvested Knowledge Insights and tacit knowledge surfaced/packaged Project documents (often linked) Facilitated “Just-In-Time” transfer (e.g., between project teams, with stakeholders) Timing Harvesting is a two-way street during the project; BPKI gives back Harvest “Just-In-Time” , not just at the end of the project