Presentation: Building Knowledge Management Solutions
Presenter: Marc J. Rosenberg PhD
Still working on my evil plan to build a Knowledge Management thing (of some ilk) for Banner.
Any tips, tricks, etc would be good here.
Ballroom A is where they have the translators. Interesting to see the large contingent of Japanese and Koreans at this conference. Many have translation headsets with them. The translators themselves are in wooden soundproof boxes near the back corner.
BTW - slides on ASTD website somewhere (will find it later).
Why knowledge management?
- Training no longer can keep up with the pace of knowledge growth.
- eLearning can no longer keep up either. Still take time to update.
- Can't get it done or TO EVERYONE.
- Courses capture yesterday's knowledge. We can't put in the newest information.
- "Training professionals have typically focused on developing brainpower more than managing it."
(this poor guy is living the trainers nightmare. The freight elevator...losing control of the remote for his slides...a HUGE room with few people...a squirrely mic)
Right now ...update everyone "before you leave for the day."
- Can't keep people informed on a daily basis with "training"
- Gotta get them up to speed wherever they are at any time.
- Knowledge is KEY to competitiveness
Knowledge: The intersection of people and information
- Knowledge: Internal. Information: External.
- Data is information without context. Data USELESS without context.
4 types of knowledge
- Explicit knowledge: Easily described and specific enough to be codified in documents, practices and training.
- Tacit knowledge: Elusive, often more valuable. The experiences, heuristics, ideas. Embedded in people's experiences and life's work. This is what we are most concerned with!
- Common knowledge: Info known across the organization. Either explicit knowledge in practice or tacit knowledge assumed explicit.
- Undiscovered knowledge: Exists but no one knows where it is or how to get it. How do you get this out there. "If no way to get my idea out - probably not valuable." Used to have a suggestion box, but no one acts on stuff.
Knowledge Management (KM): getting information from those who have it to those who need it. As efficiently as possible (optional).
Trainers do it too, but the way they do it can't be scaled. Not personal.
- This is NOT the end of training. KM AUGMENTS training
What people look for on web
- 45% documents about a subject
- 26% a web address
- 24% advice from peers
- 30% scientific or tech info
As trainers - our role mostly education, training and sometimes a little information
- our emerging role - development of information services. Get quickly and directly from source.
Education - long-term, developmental (leadership training), broad situations (months or years)
Training - near term. specific situations, skills-based (weeks or months)
Information - Learn for NOW. Apply to various situations(hours or day)
1) Knowledge publishing and storage - if true, shared drive
2) KM about knowledge control - we really want to make information MORE available. Only limit what absolutely have to.
3) Goal - document repository. But also people.
4) To generate appropriate level of benefit relative to cost, KM projects must be huge. Should be small.
5) KM will replace training (NOT)
6) If you build it, they will use it. Maybe to look at, but not to add stuff. Just like any implementation. Teach people to learn on their own!!!!!
7) KM is a technology. It needs and is enabled by technology. Really about the content.
Relationship between training and knowledge management
- Training - instruct, must "stop work", program dictates how learning takes place (no one "browses" a course), transfer skill and knowledge.
- KM - inform, less work interruption - ideally embedded in work (help systems), user determines how learning will take place, make information available when needed to perform a task.
New framework for learning and performance.
- Training (formal)
+ Classroom training
+ Online training
- Workplace learning and support (informal)
+ Knowledge Management
-- Information Repositories (WebMD, USA.Gov, Vehix.com) - organizes large amounts of content and makes it easy to find. Explicit content, lots of content, can distribute. Use business rules (how long available, more info, who can see, etc). Can use portals as a way to send out and structure for different audiences. Also doc mgmt, content mgmt, search, personalization, alerts (self-defined), security etc.
-- Collaboration - very powerful in building a learning culture. FREELY SHARES KNOWLEDGE. Orgs that freely share knowledge tend to learn the best. Knowledge networks (informal) and community of practice(formal). Vertical COP - the mgmt chain. Horizontal COP - colleagues of similar type / rank. Good example - Xerox Eureka
-- Expertise - Who has the right answer? Where is the right expert? Really important because there are false experts. Call Centers - whenever get a question more than once, send them to FAQ. When experts identified and FREELY VOLUNTEER - you've made progress.....
+ Performance support (job aids, online tools, etc). Most popular performance support tool today - GPS. (My Verizon GPS in my phone is the best ap EVER)
+ Mentoring and coaching
- Employee is knowledge seeker with constantly changing learning needs and timeframes.
Web 2.0 drives eLearning 2.0 - these are Knowledge Management technologies
- These are also becoming very easy to use.
- Instead of authoring tools and LMSs - talk about the new internet.
- From passive information retrieval to eCommerce (transactions) to dynamic collaboration
- Performer is going to look for information in the easiest way possible with new tools on web.
6 new approaches (though not new to the audience for this blog - unless you got here through my hockey ramblings...)
- wikis, blogs, web conferencing, podcasting/vidcasting, RSS feeds and feed readers, social networking (why aren't internal directories more liked LinkedIn?)
- Wikis are becoming one of the most powerful ways to disseminate knowledge seen.
Can learn about all of this stuff - You Tube. Search "....." in Plain English
- Common Craft
Rethinking our role.
- What does this mean for us?
- We have to understand the dynamics of the org. But - people looking and people giving.
- How do people find answers? Eye-opening
Most sucessful knowledge management implementation on the planet?
- The Public Library! Why? Dewey decimal (or Library of Congress for university libraries). Also - we all know how to USE IT! Every library works the same. And it MANAGES the information. Everyone agrees and accepts how it will be done.
- Our corporate intranet - erm...not so much [man, you are telling me!]
A "course-centric" view of knowledge.
- Training person - thinks about the packaging. Everything is a course. Lots of great courses. Run by the LMS. Problem: doesn't give knowledge of all Java knowledge available in org.
A "knowledge centric" view
- Start with CONTENT.
- May find not just courses, but also experts, information repositories, communities, etc....
- Biggest advantage - capturing the intangible relationships.
- Capture LOTS of content - in form and function.
Trainers have to have a much broader perspective of what content IS.
- Divorce it from the course.
Impact of knowledge management gauged by how it supports business growth and operational improvements.
- Maybe you can reduce the amount of training :')
Goal - start small, think big, be ready to scale.
- in interim - take 1 topic and go deep OR serve enterprise and go wide.
- (prototype, prototype, prototype)
- Will need partners, including IT. Remember: make friends with the nice wonderful IT folks.
What new skills are needed.
- Current: evaluation, ID, needs assessment, project mgmt, teaching
- New skills: Business analysts, library science, change management, content analysic, knowledge architecture design.
Work is interrupted. Including by training. Disruptive and inefficient.
- Goal - to interrupt less.
- Embed (as much as possible) knowledge into work processes.
- Less courses disseminating "facts"
- Training needs to focus on application and creativity.
+ I want people in a training class to solve problems, create solutions, create teams
- Trainer becomes sage on the stage to guide on the side. Facilitation.
- Knowledge Management before the class, during (to search for knowledge), after the class and maybe even build a community of practice.
- Gotta stop giving fishes. Remember college - 15 hours of courses, 30 hours of homework.
4 Cs of success
- Culture - culture of knowledge hoarding, will kill KM
- Champions - esp. managers
- Communication - win the hearts and minds of people using the tool
- Change - uses all of the above.
(Go hear John Cotter if can - and good books. Great person on Change in organizations)
If go into Knowledge and Performance, must expand your toolkit.
- Must get into KM, Web 2.0, Communities of Practice, etc.
- Give people many more solutions.
"If you have great skills training, but don't have access to up to date information, you'll look like an a@@ in front of the customer.