Social media


12-days-of-christmas-iTunes-header

(I know that technically it’s a bit early for this but here goes anyway…)

On the twelfth day of Christmas, my true love gave to me:

Twelve knowledge assets

Eleven open questions

Ten strategies

Nine knowledge cafes

Eight AARs

Seven deadly syndromes

Six social networks

Five lessons learned

Four knowledge jams

Three anecdotes

Two peer assists

And a tweet from the APQC

Click here to sing along from the start!

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…

Image

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.

ImageThis 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

ImageThis 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.

ImageIn 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.

ImageThis 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

ImageThis 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

ImageSometimes 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

ImageThis 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

ImageA 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

ImageThe 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

ImageFor 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.

My shaggy-dog story.
In April we had a new addition to the family.
Alfie the Labradoodle came into our lives, and for 98% of the time, we haven’t looked back.

Charged with lawn-crime

You can put that 2% down to unscheduled early mornings, a chewed laptop power supply, a hole in the garden – and a very disturbing barefoot encounter on the lawn after dark.  I’ll leave that to your imagination.

The thing I find most remarkable about being a dog owner is that it’s as though you suddenly become visible to people.  I have had more conversations with complete strangers in the last three months than in all the 10 years we have lived here. For the first time in my life, random women approach me with a “hello gorgeous” (OK, not me exactly), parents stop me and ask if their toddlers can stroke him, car drivers stop and ask what breed he is and grown men share their innermost ideas about dog training tips and anti-pull harness choices.

It was a bit disconcerting at first, but it’s actually quite pleasant.  Perhaps this new social norm is what it was like in the 60’s?

So why so people feel OK to engage in conversation, share their experience and impart wisdom in ways that they never would have done before?

We’ll, it’s obvious I guess – because the dog is obvious. Everyone can see that I’m a dog owner, so my membership of the dog-lovers’-club is visible to all, at the end of a lead.  That gives permission for other club members to approach me and ask or share.

This reminds me of Etienne Wenger’s famous definition of Communities of Practice

A group of people who share a concern or passion for something they do, and they learn to do it better as they interact regularly.

You can see where this is going.
How much more effective and productive would our organizations be if we made our expertise, our experience, our concerns and our passion more visible to our colleagues?  Here are six to consider.

  • I’ve written before about the poster culture in Syngenta and how they make their projects and programmes more visible.
  • Expertise directories, personal profiles and smart social media which suggests connections generates a culture of greater disclosure are also helpful.
  • Retreats where you have time, space and informality to get to know your colleagues better are a natural way to make new connections and deepen existing ones.
  • Communities of practice can create a safe place for shrinking violets to flourish, and communities of interest (I’ve seen photography, cycling, food and wine societies, women’s networks etc. in organisations) can also generate the conditions to mix business with pleasure.
  • Finally, Knowledge fairs and offers-and-requests marketplaces create a pause – a moment to browse and discover.

So much better than leaving your knowledge in its kennel…

Alfie in Kennel

Sometimes I come across organisations which have a way of working which naturally encourages the sharing of knowledge – so naturally, in fact, that they don’t realise that the way they operate is different from most other companies.

Posters – perhaps the most effective (and overlooked) social media?

I spent most of last week with a knowledge-friendly Swiss company which has developed a “poster culture” over the past 5 years.  Corridors, office walls – pretty much every piece of available  wall-space has a poster describing a project, initiative, programme, summary of an event, description of a team and its responsibilities.  Every corner you walk around, you pause and think “hmmm, that’s interesting!”.  They prompt interaction and conversation.

It’s a surprisingly simple low-tech thing, but it goes a long way to helping people discover what’s going on. No surprises. No closed doors.  It puts clear labels on the silos. (see my earlier post – “in defence of silos”)

The same company ran a workshop/conference to update the group on progress on several projects. Rather than using PowerPoint, went to the trouble (and expense) of producing large posters so that people could be walked-through their story.  I joined the groups who were circulating between different poster sessions, found myself reflecting on the dynamics.

Yes, in many cases, the posters looked a lot like several PowerPoint slides arranged side-by-side.  But even where that was the case, as the reader, I was still in control of which ones I read.  Whilst the presenter was talking, I could still flick my eyes back to the material she had just covered, and get a sense of what was still to come.
If she’d showed me exactly the same slides, but in the more conventional linear sequence, projected on a screen, driven by the presenter – it would have been different – and I would probably have lost the plot.  In the poster environment, I had more control over my own journey through the story.  Pointing and asking “could you just clarify what you meant in that bit”, is much easier than interrupting the flow with “could you go back 4 slides – I think it was 4, perhaps 5 – no one more…”

In other cases, the poster-makers took full advantage of their canvas, and drew timelines, rollercoasters and journeys to illustrate their talks, and provided pockets of depth and detail in parts of the poster.  You just can’t do that with a conventional 4×3 slide.

Did it cost more?

Yes – $100 per poster – and large posters are unwieldy, require space and take time to put up.  Most companies don’t have 2A0 chart-plotters/printers in house – but don’t let that stop you.

Did it add more value?

Disproportionately yes, I would say.  Spend the money.  Plant some trees to offset the extra paper. Revel in the fact that you don’t have a projector in the room.

Did it make best use of the knowledge in the room and encourage dialogue?

I hardly need to answer that.

Yes.  After my poster renaissance moment last week in Switzerland, it’s a +1 from me for this form of social media.

There was a helpful thread in the sikm-leaders forum last week when someone asked for ten responses to complete the statement “You know knowledge is being effectively managed when…”

I thought it was a really practical way to explore how it feels, and looks – how people behave, when KM is really working.   Here are my ten suggestions:

You know knowledge is being effectively managed when…


Leadership. Leaders in the organisation are role models, challenging people to ask for help, seek out, share and apply good practices this inspires curiosity and a commitment to improve.  The organisation is learning!

Learning. People instinctively seek to learn before doing.  Lessons from successes and failures are drawn out in an effective manner and shared openly with others who are genuinely eager to learn, apply and improve. Lessons lead to actions and improvement.

Networking. People are actively networking, seamlessly using formal communities and informal social networks to get help, share solutions, lessons and good practices. The boundaries between internal and external networks are blurred and all employees understand the benefits and take personal responsibility for managing the risks.

Navigation. There are no unnecessary barriers to information, which is shared by default and restricted only where necessary. Information management tools and protocols are intuitive, simple and well understood by everybody.  This results in a navigable, searchable, intelligently tagged and appropriately classified asset for the whole organisation, with secure access for trusted partners.

Collaboration. People have the desire and capability to use work collaboratively, using a variety of technology tools with confidence.  Collaboration is a natural act, whether spontaneous or scheduled.  People work with an awareness of their colleagues and use on-line tools as instinctively as the telephone to increase their productivity.

Consolidation. People know which knowledge is strategically important, and treat it as an asset.  Relevant lessons are drawn from the experience of many, and consolidated into guidelines. These are brought to life with stories and narrative, useful documents and templates and links to individuals with experience and expertise. These living “knowledge assets” are refreshed and updated regularly by a community of practitioners.

Social Media. Everybody understands how to get the best from the available tools and channels. Social media is just part of business as usual; people have stopped making a distinction. Serendipity, authenticity and customer intimacy are increasing.  People are no longer tentative and are encouraged to innovate and experiment. The old dogs are learning new tricks!  Policies are supportive and constantly evolving, keeping pace with innovation in the industry.

Storytelling. Stories are told, stories are listened to, stories are re-told and experience is shared. People know how to use the influencing power of storytelling.  Narrative is valued, captured, analysed and used to identify emergent patterns which inform future strategy.

Environment. The physical workplace reflects a culture of openness and collaboration.  Everyone feels part of what’s going on in the office.  Informal and formal meetings are easily arranged without space constraints and technology is always on hand to enhance productivity and involve participants who can be there in person.

Embedding. Knowledge management is fully embedded in people management and development, influencing recruitment and selection. Knowledge-sharing behaviours are built-into induction programmes and are evident in corporate values and individual competencies.  Knowledge transfer is part of the strategic agenda for HR. The risks of knowledge loss are addressed proactively. Knowledge salvage efforts during hurried exit interviews are a thing of the past!

Now your top ten will probably be different to mine (although you’re very welcome to borrow and adapt them).
This kind of approach encourages us to look well beyond the technology which often disproportionately demands our attention.

Taken from the Consulting Collison Column in an upcoming edition of Inside Knowledge

Came across this courtesy of npr via John Allan.

Nice post, interesting research. It got me thinking about social media, and the exuberance (now perhaps that’s a collective noun for social media?) of sources available stimulate us, if we choose to be stimulated.

See what you think.

He rocks. He rolls. He sucks. He kicks. He tongues. He handles. He flips. He touches. There’s not a single item in this living room that 9 month old Charles-Edward (aka Edward) doesn’t explore (for a while I thought he’d ignore the chair in the upper left corner, but no…).
Edward (son of Quebec City journalist/photographer Francis Vachon) is a rolling demonstration of what the neuroscientists call “synaptic exuberance.” You can’t see what’s happening in his brain, but he is forming ten, twenty thousand new connections every second. Watch him go.

Here’s the thing about babies. When we’re born, we get the brain cells we need, but the connections between cells haven’t formed yet. In those first few years as we explore the world, the cells begin to link up at a dizzying pace, forming tens of thousands, even millions of new links. When you watch Edward you can almost feel it happening.

Look inside a baby brain and you can see the brain cells getting bushier with more and more links to other cells.

But the strange thing is, we babies overdo it.

All of us, not just Edward, form more connections than we need. Then, later on, (different regions of the brain do this at different times, but it goes on into our teen years) there’s a strange reversal. Millions of connections start to die. Why does this happen? Why do babies have a sudden burst of synaptic exuberance around Edward’s age and then start losing the connections?

Why does a child’s brain demand twice the energy of an adult’s brain? Why do some areas in the brain mature before others? And what about one of the most fascinating aspects of brain development — the discovery that the brain produces “too much” of various neural elements and then eliminates the excess? In some ways, this is analogous to the sculptor who begins with more material than is required and then subtracts the excess material to obtain a desired form. Unlike the sculptor, however, who eventually achieves a final form, the brain is able to undergo some remodeling throughout life.

…This way, brain circuits are created and strengthened, in part, by whatever environment and experiences the baby encounters.

This allows for a fine-tuning of neuronal circuits, based on early exposure and environmental nurturing, that makes the neuronal architecture of each person unique.

What he’s saying is babies go wild making connections and then, as we grow into our preferences, our personalities, life is like a scalpel. We slowly shed what we don’t need or use or want. Having watched Edward for those time lapsed four hours, it’s hard to imagine what he’s going to give up later in life but he’s got to give up something. We all do.

So, for example, a spell in Twitter can feel very much like young Edward’s 4 hours – rolling around between information sources, picking some up, putting some down, clicking-through, retweeting, favouriting…

I’m most struck by the idea that we “go wild making connections, then as we grow in our preferences, we shed what we don’t need or want”.

So even though we’re all significantly older than Edward (although he shares my hairline), does it still work for us when we roll, crawl or toddle around the information playroom?

Does the same principle of “shedding what we don’t need or want” help us to develop a new set of preferences and personalities which can handle an explosion of information sources and stimuli without suffering overload?
Or does social media do the scalpel work on our behalf, so that our synapses don’t need to re-live their childhood?

I’d like to think so. That floor looked hard!

I love this!  The media changes, but the story is timeless.

Happy Christmas to all my readers, RSSers, followers, friends, linked-in connections…

With thanks to Jane McKenzie at Henley Business School for pointing me in the right direction…

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