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Knowledge Transfer: The Blackbox of Organizational Development David Yetman , PhD Candidate (Medicine) Manager, Know

Knowledge Transfer: The Blackbox of Organizational Development David Yetman , PhD Candidate (Medicine) Manager, Knowledge Mobilization, Harris Centre. Outline. Morning Day 1 (Theory) Welcome, Introductions Participant Expectations What is Knowledge? What is Knowledge Transfer?

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Knowledge Transfer: The Blackbox of Organizational Development David Yetman , PhD Candidate (Medicine) Manager, Know

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  1. Knowledge Transfer: The Blackbox of OrganizationalDevelopmentDavid Yetman, PhD Candidate (Medicine)Manager, Knowledge Mobilization, Harris Centre

  2. Outline Morning Day 1 (Theory) • Welcome, Introductions • Participant Expectations • What is Knowledge? • What is Knowledge Transfer? • Why is KT important? • Barriers to Knowledge Transfer • Organizational Models of KT Day 2 (Theory Meets Practice) • Performing a Knowledge Audit • Break • Performing a Knowledge Audit Continued • Strategies for Transferring Knowledge • How do you Know it Works? • Building a Learning Organization

  3. Welcome – Let us be Clear! • This is knowledge transfer • It includes but is not limited to strategies for HR professionals • I teach you how to do a KM Audit • Broader and more effective • Helps you understand the importance of organizational knowledge • When you leave here you have a tool-kitabout your instructor:

  4. Defining knowledge is a bit like nailing jelly to a wall….

  5. What do you think knowledge is?

  6. What is Knowledge? • Is information, ideas cognitively transformed • Knowledge is a consequence of social interaction; • Some knowledge is certain…others not so….or is it?; • Knowledge is open to critique (Descartes’ sceptic); • Knowledge is relative or absolute?; • Pythagoras: knowledge starts with man: one man = truth • Knowledge is sensory related or innate?; • Democritus: true knowledge begins when sensation ends; Plato and Socrates agreed • Is knowledge handed to us by God?; (Augustine) • Socrates: knowledge = ground not to be disputed; • Is justified true belief knowledge?; • Develops potential capacities by accumulating the experiences of the past generations…then draws a conclusion to form a basis for action (e.g. The burner is hot…don’t touch the burner…wisdom) • Weick’s (1995) “sensemaking” = an extension of knowledge

  7. Question? What would happen if we had no language? No voice? No expression? What would we know? (Think of early Homo Sapiens…what did they know?) Noam Chomsky: knowledge is limited (as is science) by our innate acquisition of language Jean Piaget: We know more than language permits us to say…

  8. The Knowledge Argument Mary is a world renowned neurophysiologist. She lives in a black and white room and has for her entire life. She communicates to the outside world through a speaker phone and a black and white video monitor. Mary studies the neurophysiology of vision. More specifically how the brain interprets color and she knows everything there is to know about this (wavelength, temperature, refraction, and biological processing of color, etc.). The question: does Mary know color?

  9. http://www.nwlink.com/%7EDonclark/knowledge/knowledge_typology.jpghttp://www.nwlink.com/%7EDonclark/knowledge/knowledge_typology.jpg

  10. Knowledge May Not = Truth A lie can make it half way around the world before the truth can get its boots on….Mark Twain

  11. Got Knowledge: So What!?

  12. Got Knowledge: So What!? • Everyone has knowledge, it’s intrinsic, so why do we need it? • Peter Levesque: Never in human history have we hunted for so much data, information and knowledge; never in human history have we gathered so much that is useful but not used • The shift to total quality management and results-based management is not enough • Knowledge is everywhere….it defines who we are as a society…as individuals….it separates us as a “higher order” in the evolutionary chain; knowledge is more than power….knowledge is actuality (Michel Foucault) • So…identifying it, codifying it, managing it is critical (hand-out)…knowledge is your asset…your ace in the hole • Henry David Thoreau: “I was determined to know beans”

  13. Knowledge is Limitless….!?

  14. What is Knowledge Transfer? Exercise # 1: How do you define knowledge transfer in your organization? • What do you think it is?

  15. What is Knowledge Transfer? • In the business/organizational sense: • “process in which one unit is affected by the experiences of another” – (Argote and Ingram, 2000) • the practical problem of transferring knowledge from one part of the organization to another organization (or all other) parts of the organization…. seeks to organize, create, capture or distribute knowledge and ensure its availability for future users. (www.wikipedia.org).

  16. Terminology trap…lets clarify • Meaningful words used in inconsistent ways become meaningless (eg. Sustainability, evidence-based); • Eventually become urban-legends (we perceive them to exist); • You will encounter jargon-like, popular phrases (lets clarify what we mean by KT!): • It’s Not…. • Diffusion • Dissemination • Knowledge management • Knowledge transfer (research) • Technology transfer • Knowledge transfer and exchange • Knowledge utilization • Knowledge interaction • Knowledge sharing • Knowledge mobilization (the Levesque umbrella)

  17. Why do we need KT? Exercise # 2: Tell me my your organization needs a KT strategy? • Why is it critical for your organization?

  18. Why is KT needed in 2009? • Functional departments in single geographic locations. • 9.00 a.m. to 5.00 p.m., Monday to Friday, working. • Hierarchical management structures with fixed roles. • Emphasis on intra-organizational working. • Organizationally structured training and development.  • Geographically distributed individuals with remote and mobile working. • A society which expects services 24 hours a day, 7 days a week. • Flatter management structures, matrix management, multi-tasking and project team based work. • Greater emphasis on partnership and alliances with other organizations. • Personally tailored training and development for staff. The Old World The New World Borrowed from www.communityknowledge.co.uk

  19. Why is KT Needed? 3 Examples of Transformational Thinking Buckman Laboratories, a US based, $300 million chemical company, in 1989 declared knowledge to be the company’s foundation for competitive advantage. CEO Bob Buckman created the K’Netixknowledge network for his geographically dispersed staff. One of the staff had an issue with finalizing a tender and posted it on K’Netix. After 11 replies from procurement experts, and follow-up discussion, an $11 million contract was born. (See also Seely-Brown and Duguid, 2000) Dee Hock, former CEO of Barclaycard says: “And if you really think deeply about it, you discover that every organization and every institution, without exception, has no reality save in your mind. It’s not in buildings. Those are manifestations of it. It’s not its name, it’s not its logo, and it’s not some fictional piece of paper called a stock certificate. It’s not money. It is a mental concept around which people and resources gather in pursuit of common purpose”.  Hewlett-Packard: See hand-out

  20. What is Knowledge Transfer? Exercise # 3: How is KT linked to organizational health? • From your organization provide an example.

  21. KT and its links to O-Health? • How’s your organizational health meter?????: • Linked to Strategic Management (knowledge = decisions) • Total Quality Management (knowledge = adaptation) • Human Resource Management (knowledge = continuity) • Risk Management (knowledge = mitigation or exploitation) • Organizational Performance (knowledge = impact/success) • Procurement and Contract Management (knowledge = $$) • Organizational Development (knowledge = efficiency) • E.g. New computerized car systemstion)

  22. KT and its links to O-Health?

  23. KT and its Link to Stars?A must-know knowledge strategy for HR New research from Harvard shows that development and retention of stars in an organization is dependent on the capability of an organization to bring out the best in them – to show them their skills relate to a generative vision…to constantly motivate them to learn and develop their core competencies….and to think as a team.

  24. A Modern Day Thirst for Knowledge? www.knowledgemobilization.net

  25. Barriers to Knowledge TransferCorporate culture www.knowledgemobilization.net

  26. Barriers to KT Exercise # 4: What are the barriers to KT in your organization? • Generate a list of 10.

  27. Barriers to Knowledge Transfer • Cognitive Capacity (absorptive and retentive) • Depth of Experience • Motivation • Willingness to Share • Hubris • Sphere of Influence • Perceived Sphere of Influence • Role: broker, connector, etc. • Understanding of organizational structure • Understanding of knowledge and its links to O-health  • Geographically distributed units • Huge organizations • Connectivity • Inter-organizational competition • Internecine warfare • Lack of infrastructure • Poor history of knowledge use • Philosophy changes as top leader changes • Not “standard” • Inter-unit relationships • Knowledge hoarders Individual Organizational Borrowed from www.communityknowledge.co.uk

  28. Organizational Models of KT2 Quick Examples (there are many) 1. Repository Model (meaning “keep for future use”) • Knowledge resides in multiple repositories (DV): • Such as individuals • Roles or organizational structures • Standard operating procedures • Culture • Physical structure of the workplace • Knowledge repositories are changed when KT occurs (IV) • People, tools and tasks are the KT vehicles (sub-networks) • Member-member, member-tool, member-task, task-tool, etc. 2. New Product Development (NPD) • Focuses on the performance of the organization as a system (See Peter Senge) • Knowledge = new products or solutions • Links knowledge sources with needs • Generates new knowledge by experimenting • Concentrates on “knowledge work behaviours”

  29. So…where do I start?Practical Step 1: Know what you know Exercise #5: Lets classify the types of knowledge in your organization: • Group discussion and white board exercise (10 minutes)

  30. So…where do I start? Know Your Knowledge: • Semiotic (symbols) • Tacit (invisible, individual) • Task (organizational; routine; systems) • Encultured (cultural norms) • Contextual (societal norms)

  31. Start with your Knowledge! Point Zero: Let us take a minute to revisit your organizations knowledge? • What do you think it is? Again let us compare government, business, NGO, academy.

  32. http://www.nwlink.com/%7EDonclark/knowledge/knowledge_typology.jpghttp://www.nwlink.com/%7EDonclark/knowledge/knowledge_typology.jpg

  33. Doing a Knowledge AuditPractical Step 2: Codify what you know • K-Audit helps an organization identify what knowledge is needed to support overall organizational goals (individual and team activities) • Gives tangible evidence on how knowledge is managed • Produces an inventory of knowledge assets (tools, people, tasks) • Can identify skills sets and areas for enhancement • Gives a map on how knowledge flows in your organization

  34. Knowledge Audit Objectives • What knowledge does your unit(s) possess? Where are the gaps? Could identify pockets of untapped knowledge. • What knowledge do they need to perform at a high level, and accomplish my goals/objectives, my strategic plan? • Is knowledge being effectively managed? Is there a clear link to knowledge and business results? • Similar to a program audit except: it is a check against the knowledge health of an organization • This is a scientific process, objective, removed from bias!

  35. Knowledge Audit Knowledge Needs Analysis • What knowledge does your unit(s) need to be highly functional? • What knowledge do they need to perform at a high level? • What knowledge do they need to get the best business results (public good or profit)

  36. 1.Knowledge Needs (II) • Let us develop our tool-kit: Step # 1: Think about your own organization for a few minutes. As a group identify, from your experience, two sources of knowledge in people/tools/tasks. Let us list them in government, business, NGO, and university. (Look for the similarities and differences). 15 minutes

  37. 2. Knowledge Inventory • Knowledge Inventory Analysis: • Objectives • Knowledge Stock Assessment • What are your assets and resources? • Categorize tacit and explicit knowledge; • Compare to K-Needs and indentify K-gaps

  38. 2.Knowledge Inventory • Case Study (Hand-out): Step # 2: Based on your own organizational assets list five knowledge resources. Where are the knowledge gaps? Let us discuss. 15 minutes

  39. 3. Knowledge Flows • Knowledge Flows Analysis: • Objectives • How does knowledge flow from unit-unit • From source to need • From people to people (tacit)? • From people to tools (software)? • From tools to tasks (project management templates)? • Compile a list of K-Flow Gaps, Stoppages or Duplications

  40. 2.Knowledge Flows • Tool-kit: Step # 3: How does knowledge flow from one unit to another in your organization? Recommend two new ways to increase knowledge flow that can help the organization be the “best that it can be”. 15 minutes

  41. How do you find this out? • Develop a survey, online always good (survey monkey) • Think carefully about phrasing of your questions: for example – “what knowledge do you have” is different than “what are your strengths” or “what is the strength of our contact database system”? • Key informant interviews • Focus Groups Important: Guarantee confidentiality! Record survey results for future trends analysis

  42. Report Card • Objectives • Shows strengths and areas for improvement (A through F) • Relates grades to the critical components of mission • Issue grades on K-map

  43. More on Grading • Define your grading system • Eg. • A = responses ranked mostly 1 (high satisfaction or high effectiveness), and qualitative responses positive • F = responses ranked mostly 5 (not at all satisfied or highly ineffective) and qualitative responses negative • Important: This is a subjective ranking, and should be defined by the group upfront

  44. 4. Knowledge Mapping • Objectives • Navigation aid showing K-sinks and sources (K-need) • Shows interrelationships between units (K-flow) • Shows interconnectivity between people, tools and tasks (K-flow) • Shows social networking channels • Can show an evolution (change over time) • For example, mapping can occur over multiple years • Shows relative strength/weakness score and color codes areas for improvement critical to achievement of mission

  45. Time to Test Your Drawing! Lets take 20 minutes to draw a map! • Remember – knowledge sources and sinks, knowledge supports, blockages, stoppages, one-way, two-way, linked to product/service or output, can be people, tools or tasks, etc.

  46. http://www.rawsthorne.org/images/CKMS4DConceptMap.jpg

  47. http://www.istockanalyst.com/images/articles/screenhunter_01_feb_07_0755.gif2008338233.jpghttp://www.istockanalyst.com/images/articles/screenhunter_01_feb_07_0755.gif2008338233.jpg

  48. Knowledge Audit: Cautions! Like any audit-evaluation process: be… • Open and transparent • Objective (can come from outside or within) • Communicate objectives well • Communicate findings as they come in • Show links to O-health and organizational performance • Be positive: it’s about helping people get their jobs done! • It’s not about pointing fingers • Taking names • Putting heads on chopping blocks! • Providing a reason to fire someone • Another useless task that burdens already busy people • But it is an audit, and should be treated as one!

  49. K-strategies (the action plan)Practical Step 3: Strategize from the K-map • Do your K-map annually to assess changes over time • Relate changes over time to changes in performance • Adapt your evaluation to reflect changes in performance • Above all else: • Report back regularly: people • need to feel like it’s their process • Involve people – show them that • thinking outside the box is good

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