Making Knowledge Making Knowledge Management PracticalManagement Practical

Some lessons and stories from the US Army, BP, UNAIDS and others.

KM EuropeJune 16th ‘04

Chris CollisonDirector, Change & Knowledge ManagementCentrica

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!

Accelerated Learning

Left and right brain work simultaneously

Neural connections are stimulated across the “corpus calossum”

The child is more “receptive to learning”

Managing Knowledge?

“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

Capturing Connecting

A Framework for A Framework for Knowledge ManagementKnowledge Management

A challenge from Prof. John Henderson, Boston University

A knowledge management framework

Individuals & Teams

Goals ResultsUsing

Knowledge

UsingKnowledge

Learnduring

Learnafter

Learnbefore

Knowledge in people and networks

Captured Knowledge

Individuals & Teams

Goals ResultsUsing

Knowledge

UsingKnowledge

Learnduring

Learnafter

Learnbefore

A knowledge management framework

Knowledge in people and networks

Captured Knowledge

Individuals & Teams

Goals ResultsUsing

Knowledge

UsingKnowledge

Learnduring

Learnafter

Learnbefore

A knowledge management framework

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

Knowledge in people and networks

Captured Knowledge

Individuals & Teams

Goals ResultsUsing

Knowledge

UsingKnowledge

Learnduring

Learnafter

Learnbefore

A knowledge management framework

Knowledge in people and networks

Captured Knowledge

Individuals & Teams

Goals ResultsUsing

Knowledge

UsingKnowledge

Learnduring

Learnafter

Learnbefore

A knowledge management framework

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

AARs - how they work

What was supposed to happen?

What actually happened?

Why was there a difference?

What can you learn from it?

Col. Ed Guthrie, US Army

Knowledge in people and networks

Captured Knowledge

Individuals & Teams

Goals ResultsUsing

Knowledge

UsingKnowledge

Learnduring

Learnafter

Learnbefore

A knowledge management framework

Knowledge in people and networks

Captured Knowledge

Individuals & Teams

Goals ResultsUsing

Knowledge

UsingKnowledge

Learnduring

Learnafter

Learnbefore

A knowledge management framework

"...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

Peer Assists - how they work

What I know

What you knowWhat’s

possible?

What weboth know

Actions

Too many possibilities for action?

Getting the right mix for your peer assist

“Group-think”restricts possibilities

I know

You

kno

w

Knowledge in people and networks

Captured Knowledge

Individuals & Teams

Goals ResultsUsing

Knowledge

UsingKnowledge

Learnduring

Learnafter

Learnbefore

A knowledge management framework

Finding PeopleFinding People

Question:Question:What information do you What information do you reallyreally need to know about people?need to know about people?

From: bdalexander@amoco.com[SMTP:bdalexander@amoco.com]Sent: 21 January 1999 15:16To: colliscj@bp.comSubject: 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

Connect and the BP Amoco merger

Bruce Alexander, Naperville

Experience, Networks

Competence,Qualifications

Relationships,Contacts

Career maturity

New start Mid-career Senior staff

Informal Disclosure

What do people write?

Question:Question:What questions might you ask to What questions might you ask to

prompt informal disclosure?prompt informal disclosure?