making knowledge management practical some lessons and stories from the us army, bp, unaids and...
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Making Knowledge Making Knowledge Management PracticalManagement Practical
Some lessons and stories from the US Army, BP, UNAIDS and others.
KM EuropeJune 16th ‘04
Chris CollisonDirector, Change & Knowledge ManagementCentrica
What we’ll cover...
A framework for knowledge management Processes for learning Finding the right people The role of networks and communities Ways to structure captured knowledge Leadership behaviours
Embedding knowledge management in processes
From primary schools near Heathrow to hurricane clean-up operations in Lousiana to the AIDS crisis in Ougadougou, touching on cuddly parrots, river banks, staircases, playing cards and nudist beaches along the way!
Accelerated Learning
Left and right brain work simultaneously
Neural connections are stimulated across the “corpus calossum”
The child is more “receptive to learning”
Managing Knowledge?
“The idea is not to create an encyclopaedia of everything that everybody knows, but to keep track of people who ‘know the recipe’, and nurture the technology and culture that will get them talking”Arian Ward, Work Frontiers International
Capturing Connecting
A Framework for A Framework for Knowledge ManagementKnowledge Management
A challenge from Prof. John Henderson, Boston University
A knowledge management framework
Individuals & Teams
Goals ResultsUsing
Knowledge
UsingKnowledge
Learnduring
Learnafter
Learnbefore
Knowledge in people and networks
Captured Knowledge
Individuals & Teams
Goals ResultsUsing
Knowledge
UsingKnowledge
Learnduring
Learnafter
Learnbefore
A knowledge management framework
Knowledge in people and networks
Captured Knowledge
Individuals & Teams
Goals ResultsUsing
Knowledge
UsingKnowledge
Learnduring
Learnafter
Learnbefore
A knowledge management framework
The Retrospect
What was the objective of the project?
What did we achieve? What were the
successes? Why? How can we repeat the success?
What were the disappointments? Why? How can we avoid them in future?
‘Marks out of 10’Facilitated, forward looking team meeting, soon after the project has ended
Knowledge in people and networks
Captured Knowledge
Individuals & Teams
Goals ResultsUsing
Knowledge
UsingKnowledge
Learnduring
Learnafter
Learnbefore
A knowledge management framework
Knowledge in people and networks
Captured Knowledge
Individuals & Teams
Goals ResultsUsing
Knowledge
UsingKnowledge
Learnduring
Learnafter
Learnbefore
A knowledge management framework
After Action Reviews
Invented by the US Army
Used by all the troops
After each Action
Now firmly embedded in Army culture
Part of the training program
AARs - how they work
What was supposed to happen?
What actually happened?
Why was there a difference?
What can you learn from it?
Col. Ed Guthrie, US Army
Knowledge in people and networks
Captured Knowledge
Individuals & Teams
Goals ResultsUsing
Knowledge
UsingKnowledge
Learnduring
Learnafter
Learnbefore
A knowledge management framework
Knowledge in people and networks
Captured Knowledge
Individuals & Teams
Goals ResultsUsing
Knowledge
UsingKnowledge
Learnduring
Learnafter
Learnbefore
A knowledge management framework
"...the politics accompanying hierarchies hampers the free exchange of knowledge. People are much more open with their peers. They are much more willing to share and to listen.” Lord Browne
Peer Assists - how they work
What I know
What you knowWhat’s
possible?
What weboth know
Actions
Too many possibilities for action?
Getting the right mix for your peer assist
“Group-think”restricts possibilities
I know
You
kno
w
Knowledge in people and networks
Captured Knowledge
Individuals & Teams
Goals ResultsUsing
Knowledge
UsingKnowledge
Learnduring
Learnafter
Learnbefore
A knowledge management framework
Finding PeopleFinding People
Question:Question:What information do you What information do you reallyreally need to know about people?need to know about people?
From: [email protected][SMTP:[email protected]]Sent: 21 January 1999 15:16To: [email protected]: RE: Your use of Connect....
After the merger was completed, I was anxious to identify colleagues in former BP with whom I could start to network. As a member of a Propylene on Purpose (POP) project Team, I felt there were synergies and learnings that could be shared. I used the Connect pages to identify several individuals in the Olefins area who either had worked on or were currently working on projects that could impact the POP project. The information supplied by the Connect pages allowed me and other members of the POP Team to begin the important networking process. This has led to the exchange of information and ideas. The Connect database is a wonderful resource! Bruce
Connect and the BP Amoco merger
Bruce Alexander, Naperville
Experience, Networks
Competence,Qualifications
Relationships,Contacts
Career maturity
New start Mid-career Senior staff
Informal Disclosure
What do people write?
Question:Question:What questions might you ask to What questions might you ask to
prompt informal disclosure?prompt informal disclosure?