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Making Knowledge Management Practical

Making Knowledge Management Practical. Some lessons and stories from the US Army, BP, UNAIDS and others. KM Europe June 16 th ‘04 Chris Collison Director, Change & Knowledge Management Centrica . What we’ll cover. A framework for knowledge management Processes for learning

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Making Knowledge Management Practical

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  1. Making Knowledge Management Practical Some lessons and stories from the US Army, BP, UNAIDS and others. KM EuropeJune 16th ‘04 Chris CollisonDirector, Change & Knowledge ManagementCentrica

  2. 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!

  3. Accelerated Learning • Left and right brain work simultaneously • Neural connections are stimulated across the “corpus calossum” • The child is more “receptive to learning”

  4. Managing Knowledge? Connecting Capturing “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

  5. A Framework for Knowledge Management

  6. A challenge from Prof. John Henderson, Boston University

  7. A knowledge management framework Learn during Using Knowledge Learn after Learn before UsingKnowledge Individuals & Teams Goals Results

  8. A knowledge management framework Knowledge in people and networks Learn during Using Knowledge Learn after Learn before Captured Knowledge UsingKnowledge Individuals & Teams Goals Results

  9. A knowledge management framework Knowledge in people and networks Learn during Learn after Learn before Captured Knowledge Using Knowledge UsingKnowledge Individuals & Teams Goals Results

  10. 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

  11. A knowledge management framework Knowledge in people and networks Learn during Learn after Learn before Captured Knowledge Using Knowledge UsingKnowledge Individuals & Teams Goals Results

  12. A knowledge management framework Knowledge in people and networks Learn during Learn after Learn before Captured Knowledge Using Knowledge UsingKnowledge Individuals & Teams Goals Results

  13. 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

  14. AARs - how they work Col. Ed Guthrie, US Army What was supposed to happen? What actually happened? Why was there a difference? What can you learn from it?

  15. A knowledge management framework Knowledge in people and networks Learn during Learn after Learn before Captured Knowledge Using Knowledge UsingKnowledge Individuals & Teams Goals Results

  16. A knowledge management framework Knowledge in people and networks Learn during Learn after Learn before Captured Knowledge Using Knowledge UsingKnowledge Individuals & Teams Goals Results

  17. "...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

  18. Peer Assists - how they work Actions What’s possible? What you know What weboth know What I know

  19. Getting the right mix for your peer assist “Group-think” restricts possibilities You know Too many possibilities for action? I know

  20. A knowledge management framework Knowledge in people and networks Learn during Learn after Learn before Captured Knowledge Using Knowledge UsingKnowledge Individuals & Teams Goals Results

  21. Finding People

  22. Question:What information do you really need to know about people?

  23. Connect and the BP Amoco merger From: bdalexander@amoco.com[SMTP:bdalexander@amoco.com] Sent: 21 January 1999 15:16 To: colliscj@bp.com Subject: 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 Bruce Alexander, Naperville

  24. What do people write? New start Senior staff Mid-career Informal Disclosure Experience, Networks Relationships, Contacts Competence, Qualifications Career maturity

  25. Question:What questions might you ask to prompt informal disclosure?

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