Hearing Hidden Stories

1. Hearing Hidden Stories Michael D. Kull, Ph.D. Principal, AMPLIFI

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3. Research Questions • What is the knowledge structure of the KM community of practice? • How do stories build coherence within a community of practice? • How can storytelling help to build viable communities of practice?

4. Research Methods • How does a community of practice know what it knows? • Historical case study of Knowledge Management as a CoP. • Semi-structured, in-depth video interviews of 100+ to 28 participants. • Participants interviewed on digital video. • Two guiding frameworks to aid theory/practice development.

5. Jerome Bruner argues for two modes of knowing. • Logo-scientific mode: well-established; represents a search for truth-conditions of propositional/hypothetical claims. • Narrative mode: largely repressed in science; represents cultural meaning-making expressed through literature and the oral tradition. Two frameworks for interpretation • Paradigmatic taxonomy, guided by Kuhn’s disciplinary matrix, represents a comprehensive knowledge map. • Narrative typology, emerged from the data through classification of cultural story types.

6. decontextualization Field (narrative) knowledge e.g. stories, beliefs, contextual experiences and interpretation Domain (paradigm) knowledge e.g. policy, procedures, rules, methods, “scientific” data recontextualization

7. Paradigmatic/Domain Knowledge Generalizations Schemas Shared Values Exemplars Puzzles Techniques Artifacts Narrative/Field Knowledge Metastories Myths Plots Scripts Accounts Allegories Adages

8. Generalizations (Paradigmatic) Terms and expressions often stated as propositions or logical identities; these define the equalities, states, and other conditions of symbolic significance to the community, and they serve to anchor communications among community members. Generalizations Example: KM is not a good term… Karl-Eric Sveiby Generalizations organized by: Definitions of knowledge management Definitions of knowledge Knowledge distinctions Video Clip Paradigmatic Taxonomy

9. Schemas (Paradigmatic) Commitments to certain ways of thinking expressed as theories, models, frames, analogies, metaphors, and other belief structures, which serve to bound phenomena and supply the community with preferred, plausible, or permissible representations. Schemas Example: …there are four aspects to KM… Karl Wiig Schemas organized by: Models Frameworks Metaphors Video Clip Paradigmatic Taxonomy

10. Values (Paradigmatic) Statements such as “should” and “ought” that express an obligation, ideal or desired end, and serve to help community members characterize issues, weigh their consequences, and choose among competing traditions of performance. Values Example: …the way we work around here… Hubert Saint-Onge Values organized by: The Value Concept Cultural Values Accrued Benefits Video Clip Paradigmatic Taxonomy

11. Exemplars (Paradigmatic) Examples and cases of ideal or archetypical problem-solutions regarded as demonstrations of empirical success, which serve to typify situations and merits and are often used to introduce new members to a community. Exemplars Example: Three classes of companies… David Coleman Exemplars organized by: Explorers Pioneers Settlers Video Clip Paradigmatic Taxonomy

12. Puzzles (Paradigmatic) Questions of interest or concern, usually posed as mysteries, obstacles, dilemmas or problems without current solutions, but often with clues to the range of admissible solutions, which serve to motivate the investigation of theory and guide experimentation. Puzzles Example: 90% people, 5% technology, 5% magic... Bob Buckman Puzzles organized by: Generalizations Schemas Values Techniques Artifacts Video Clip Paradigmatic Taxonomy

13. Techniques (Paradigmatic) Acts performed to accomplish a familiar task or create artifacts, often given a label, and expressed as tips, steps, or instructions, which serve to provide community members a repertoire of ways to demonstrate competence as well as persuade outsiders. Techniques Example: A technology teaser… Shereen Remez Techniques organized by: Execution techniques Evaluation techniques Communication techniques Other techniques Video Clip Paradigmatic Taxonomy

14. Artifacts (Paradigmatic) Reifications, especially tools, technology, media, systems and settings, that both enable and result from the work of community members and which serve to center discussions of work product. Artifacts Example: The Internet Steve Cranford Artifacts organized by: Technology Enabling Environments Video Clip Paradigmatic Taxonomy

15. Metastory (Narrative) A story that describes itself. A metastory represents the expositional narratives that provide a true account of the history, future, and the nature of the community as a discipline. Metastories Example: From document management to KM David Weinberger Metastory identifiers: History Future Nature Video Clip Narrative Typology

16. Myth (Narrative) A popular tale of indefinite origin that has become associated with a phenomenon, event, person, institution or other agency, especially one considered to illustrate a cultural ideal or a state of nature. Myths serve to establish why the world is as it is, why things happen as they do, as well as provide the rationale for customs and observances, and the sanctions for the rules by which people conduct their lives. Myths Example: “The Knowledge Economy” Larry Prusak Myth identifiers: The Knowledge Age A New Enlightenment Natural Evolution Globalization Turbulent Times Downsizing Free Agent Nation The Information Glut The Knowledge Dearth Heroes Video Clip Narrative Typology

17. Plot (Narrative) A plot is a recurring narrative involving conflict, tension or present obstacles in the path of an agency achieving a goal. Plot generally takes its impetus from conflict: a clash of actions, ideas, desires, or wills. This conflict can be physical, mental, emotional, or moral. Plots Example: “Living a Lie” Verna Allee Plot identifiers: Living a Lie Who's Afraid of the CKO? The Dark Side of KM Let's take the Shortcut Brother, Can You Spare Some Knowledge? Build IT, and They Will Come Through the Eye of a Needle Business as Usual? Turning Lead into Gold Throw out the Cookbook! Old Wine, New Bottles The Right Tool for the Right Job Baby Steps or One Giant Leap Video Clip Narrative Typology

18. Script (Narrative) A narrative that outlines a prescribed sequence of physical and speech actions. Often described as an ordered set of rules or method, with expectations of goals, and may include episodes of dialogue around particular settings and roles; includes cues that trigger a script. Scripts Example: A production breakdown… Carla O’Dell Script identifiers: How to enact a story… A production breakdown… Performance tips and tricks… A call for the right actors… Giving perspective to a role… When to deliver the right lines… Dramatizing motivation… Recommendations for prop designs… Video Clip Narrative Typology

19. Account (Narrative) Histories and experiences that describe actual events, actions, and dialogue; performed or witnessed by the speaker (situated), or caused through a third party or other agency (generic). Accounts Example: Making change at the World Bank Steve Denning Account identifiers: A Personal Journey The Death of Document Management Making Change at the World Bank A Different Game Plan Telling Stories in a Community of Practice Relating Intangibles to the Bottom-Line Beating the Competition From Pilot Project to Best Practice Good News and Bad News Low Tech Knowledge Management Things We Know About Microsoft Tell Me What You're Good At The Evolution of Portals Video Clip Narrative Typology

20. Allegory (Narrative) A fictitious or representative narrative that serves as a teaching lesson. Includes parables, fables, and other extended metaphors designed to convey a moral, or typify a situation, or illustrate a lesson, or provide other heuristic value in a dramatic way. Allegories Example: Story of Stories Seth Kahan Allegory identifiers: "Story of Stories" "Joe's Pub" "Serendipity" "Giving Directions" "KM Litmus Test" "'Best' Practices?" "Managing Ignorance" "Scaling the Water Cooler" "Mining for Data" "Between People's Heads" "Knowledge Shared is Doubled" "You Never Really Leave" "What's In It For Me?" "Rapid Response" "Just In Time" "Knowledge is Power" "Leading by Example" "Toe-Dipping" "Low Hanging Fruit" Video Clip Narrative Typology

21. Adage (Narrative) A condensed story or saying designed to symbolize or evoke experiences, ideas, or emotions, characterized by the use of language chosen for its sound and suggestive power and by the use of techniques such as meter, metaphor, and rhyme more typical of poetry. Adages Example: The Right Information… Sue Hanley Adage identifiers: "The Right Information to the Right Person at the Right Time" "If We Only Knew What We Know" "Knowledge is Between the Ears" "Knowledge Multiplies When Shared" "Knowledge for What?" "Reinventing the Wheel" "Like Riding a Bike" "Paving the Cow Paths" Video Clip Narrative Typology

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23. Digital Storytelling: Organizational Anthropology and DV • Adopt a “Guerrilla Video” mentality. • Start with “shorts” - quick videos that show value. • Interview one-on-one, not team meetings. • Learn to decontexualize by asking “dumb” questions. • Listen and elicit a balance between examples and principles. • Interview knowledgable people – little prompting necessary. • AVOID: actors, scripting, expensive systems, big productions. • KEY ISSUES: Privacy, Accountability, Publicity

24. Type of Story What it Means When and to Whom It Is Effective success stories Stakeholder stories that convey the core values of the organization in a context-specific and personalized manner. To build identity, credibility, and enthusiasm in the minds of the organization’s stakeholders. Stories may illustrate core values, roles, norms, best practices, belief systems, generalized rules, and give life to the positive experiences made and shared in the course of performing. Excellent for creating cohesion. lessons learned After action reviews that capture the practices, anecdotes, insights, emotions and reshaped perspectives of team members. May include clients, partners, outside experts, and even family members whom the project may have affected. Too many projects conclude without reflection on what was done, what could have been done better, and how it was perceived internally and/or how the client evaluated what was done. After action reviews captured on video can be useful for the team for future projects, to help others in the organization benefit from the experience of the team, and even to provide insight to customers on how the organization approaches problems. Extremely effective when trying to convey that even intelligent, competent people sometimes make mistakes, and when trying to convey excitement over unconventional and innovative solutions that emerge. yellow pages A member directory that includes short video clips of people discussing their expertise areas, roles and obligations. Useful internally and sometimes externally to personalize the organization to its members and to other stakeholders via a Web portal. When combined with competency mapping and indexing, yellow pages offer an effective means for identifying experts, team members, and internal service providers. champion stories Vignettes that offer the rationale and motivation behind an initiative launch. Within or across organizations, champion stories can inform strategic partners and potential participants of an initiative may benefit them. Effective when the intention is to build support and attract participants. orientation tours Video narratives of the corporate sites, client sites, and other locations of interest. When new people enter an organization, they usually go through some kind of orientation process. Video tours of various sites can provide a visual context for a new member, a new client, or a new strategic partner. exit interviews Video interviews that correspond to key areas of learning and knowledge in danger of being lost after someone leaves. As expertise walks out the door, it is becoming more and more essential to capture perspectives and information from the people who are departing. This is arguably one of the most important areas of expertise management. Video clips or images greatly improve the motivation and ability of the expert to leave a legacy. fireside chats Periodic updates by the senior managers and executives As part of a newsletter, broadcast, or daily communiqué to the staff to keep people informed of what is going on, why it is important, and how it fits into the strategy. out-takes Humorous incidents captured on video and posted on the intranet. As video cameras become ubiquitous, the results can serve to shape a playful, learning culture by allowing people to share funny moments with one another.

25. Storytelling and the Value Proposition Michael D. Kull, Ph.D. Principal, AMPLIFI

26. Fade in… • Act One: The Evolution of Knowledge and the Knowledge of Evolution • Act Two: The Evolution of Storytelling and the Story of Evolution • Act Three: The Evolution of Value and the Value of Evolution

27. Prologue Welcome to our shared drama. All the world's a stage,And all the men and women merely players;They have their exits and their entrances,And one man in his time plays many parts…[Shakespeare, As You Like It]

28. Act One, Scene One: The evolution of knowledge Knowledge is the illusion of control. • Knowledge as categorical associations (what) • Knowledge as behavioral pattern recognition (how) • Knowledge as value interpretations (why)

29. Act One, Scene Two: The knowledge of evolution Evolution is the history of knowledge. Genes: Biological Intelligence Memes: Collective Intelligence

30. Act Two, Scene One: The evolution of storytelling • Storytelling as a prehistoric mythology: tribal stories around campfires • Storytelling as a pedagogical approach: how/why children learn • Storytelling as a rhetorical device: politicians, social reformers • Storytelling as a therapeutic technique: life stories, social identity • Storytelling as a medium and a message: news, advertising, PR • Storytelling as ethnomethodological sense-making: practice, process • Storytelling as dramaturgical epistemology: performances, roles • Storytelling as a force for organizational evolution: strategy and change

31. Act Two, Scene Two: The story of evolution The Devil: What is the use of knowing? Don Juan: Why, to be able to choose the line of greatest advantage instead of yielding in the direction of the least resistance. -- George Bernard Shaw • Variation • Selection • Retention

32. Act Three, Scene One: The evolution of value Never confuse value with its measure. • Value as “The Good” – philosophical/divine good • Value as happiness – pain/pleasure, flow, achievement • Value as worth – stock value, price, quality control • Value as emotional intelligence – social mastery • Value as meaning – cultural signs and symbols • Value as authenticity – authoring a “true story”

33. Act Three, Scene Two: The value of evolution Variation = Invention and Innovation Selection = Marketing and Competition Retention = Experience and Expertise

34. Finale: The Value Proposition …Elicitation that evokes and enacts a good story. • Storytelling Approaches to Create Innovation • Storytelling Approaches to Resonate Mindshare • Storytelling Approaches to Sustain Knowledge

35. Epilogue Value: a shared story of knowledge evolution • Stories of Strategy • Stories of Organizational Learning • Stories of Brand Leverage • Stories of Social Capital • Stories of Stakeholder Development • Stories of Cultural Authenticity What is the meme? Variation: is it new? Selection: does it resonate? Retention: will it sustain?

36. Fade out… Elicit, Evoke, Enact! • Interview for cultural narratives within CoPs • Elicit success stories and lessons learned • Listen for guiding principles/experiences • Organize by evocative themes; title the story • Communicate results via all available media • Link to recruitment, training, professional development, internal/external communication and change initiatives, product/corporate/talent branding; make freely available • Enact an initiative that “re-enacts” the story Share the story. Amplify knowledge.

37. “The Right Information to the Right Person at the Right Time” Video Clip

38. The End