Reimagining Your Organization’s Approach to Knowledge Sharing (DevLearn 2016 Workbook)
Transcript of Reimagining Your Organization’s Approach to Knowledge Sharing (DevLearn 2016 Workbook)
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 1
Today knowledge has power. It controls access to opportunity and advancement.
Peter Drucker
DevLearn
Pre-Conference Workshop
YOUR ORGANIZATION’S APPROACH TO
SHARING KNOWLEDGE
REIMAGINING
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 2
Purpose
Toempowerpeoplethroughaccesstosharedknowledge
Themes
1. Learning2. Strategy3. Behaviors4. Influence5. Motivation6. Content7. Technology8. Roles9. Implementation
Workshop Description
Google,Wikipedia,YouTube,andsocialnetworksdrivelearningineverydaylife.Ratherthanrelyonlimited-accesscontentfromafewdesignatedsubjectmatterexperts,peoplehavefiguredouthowtoleveragetechnologytotapintooneanother’sknowledgeandexperiencetosolveproblems.However,organizationshavefailedtotransitionthisconceptintotheworkplace.Valuableknowledgeremainslockedinsidehierarchicalsilos,binders,emailthreads,andthemindsoftopperformers.Mostorganizationsrecognizethevalueofknowledgesharing,buttheylackthetacticalandstrategicunderstandingtobringittolife.Inthisworkshop,youwillgainpracticalguidance,suggestions,andtoolstosupportyouasyoubegintoreimagineyourorganization’sapproachtoknowledgesharing.Theworkshopwillbreakdownandexamineexamplesoftechnology-enabledknowledgesharinginreal-worldandcorporatesettings.Itwillfacilitateaseriesofcollaborativeactivitiestohelpyouapplyyournewfoundunderstandingtoyourownneeds.Youwillleavethisworkshopwitharoadmapforactivatingsharedknowledgewithinyourorganizations.Inthissession,youwilllearn:
§ Howtoassessyourorganization’sexistingknowledge-sharinglandscape§ Howtocommunicatethevalueofsharedknowledge,curation,anduser-generated
content§ Howtoidentifyandinfluencekeystrategicpartners§ Howtoidentifyright-fittechnologyforscalableknowledgesharing§ Howtomotivateandsupportongoingusercontribution§ Howtoleveragesharedknowledgetoimproveyourapproachtolearningand
performance
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What’syourpurposefortoday?
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WhatareyourworkshopMUSTCOVERs?
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Whenyouthinkabouttheconceptof“knowledgesharing”whatdoesitlooklike?
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The Dilemma of Workplace Knowledge Sharing
Sharedworkplaceknowledgeisanideathateveryonelikesbutalmostnoonedoeswell.Thevaluepropositionissimple:accesstoaccurate,relevantinformationleadstoimproveddecision-makingandperformanceoutcomes.Wehaveevolvedourreal-worldknowledgesharingbehaviorstohelpussolvepreviously-insurmountableproblemsonadailybasis.Atthesametime,ouraccesstoeventhemostbasicinformationatworkremainshamperedbystiflingmindsets,outdatedtechnology,duplicativeeffortsandantiquatedcommunicationpractices.Employeeswasteasmuchas2hoursperdaylookingforinformation.Technology,contentdevelopmentandmoderationaresmallpartsofthelargerpuzzlewhenitcomestohelpingemployeesleverageoneanother’sinsightsandexperience.Thedilemmaofworkplaceknowledgesharingisfirstandforemostaculturalchallenge.Itthrustsorganizationaltrust(orlackthereof)intothespotlightandasksstakeholderstomoreclearlydefinepopularbutoftenuncomfortableideaslikeaccountabilityandenablement.Evenmoredifficult,sharedknowledgerequiresthatstakeholdersletgoandredefinetheirvaluenotbywhattheyknowandcontrolbutinsteadbyhowtheirworkmakesanongoingimpacttothegrowthoftheorganization.Thisislikelywhysomanycompaniesnodaffirmativelywhenaskedabouttheimportanceofsharedknowledgebutfailtoexecuteasustainablestrategy.Thisisalsowhyfindingsuccesswithsharedknowledgecanhaveatremendousimpactonnotjustemployeelearningandperformancebutalsotheoverallworkplaceculture.Knowledgesharingisaprimeexampleofthe…
it’s not our fault but it’s definitely our problem
…conceptwhenitcomestoL&D.Afterall,curatingthecollectivewisdomofourorganizationisnottypicallypartoftheL&Djobdescription.However,theinabilitytocaptureandaccessvitalworkplaceknowledgeleadstoaninordinatenumberofrequestsforformaltraining.Givenmoststakeholders’formaleducationalbackgrounds,wecan’tblamethemfortakingthishabit.Atthesametime,L&Dmustreimaginethemodernworkplacelearningecosysteminordertofosterbehaviorsandsupportstrategiesthatcanmeettheneedsoftoday’semployees.Thiswillnotonlydrivesustained,scalableperformanceimprovementandbusinessresults,butitwillalsohelpL&Dbetterfocusourcapabilitiesandjustifyvaluewithintheorganization.Let’s get started on the path to reimagining workplace knowledge
sharing – from the L&D perspective.
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Personal Knowledge Sharing Assessment
Thissimpleassessmentwillprovideasnapshotofyourcurrentknowledgesharinghabitsandplatformsofchoice.PlaceanXintheappropriatecolumnforeachitem.Then,dosomemathwiththepointsfromeachcolumntoarriveatyouroveralltotal. DON’T
HAVEMOSTLYLURKING
POSTNOW+THEN
POSTREGULARLY
Snapchat
YouTubeChannel
SlideShare
GroupChat
PersonalBlog
WorkplaceBlog
Podcast
EnterpriseSocialNetwork
POINTSPERITEM 0 1 3 5
COLUMNTOTALS
OVERALLTOTAL
DUD: 0 – 11 | LURKER: 12 - 23 | PLAYER: 24 - 47 | GURU: 48 - 60
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 6
The Relationship Between Sharing + Learning
Sharedknowledgeisthenaturalstartingpointforlearninginaconnectedworld.Howdoyousolvemostofyoureverydayproblemsintherealworld?YouGoogleit!Unfortunately,whilewealmostneverwantforinformationathome,wehavefailedtotransitionthissharedknowledgeexperienceintotheworkplace.Employeesareunabletoleveragethesamenaturalcuriosityandbehaviorstheyusetoaccessandshareknowledgeathomeoncetheygettowork,andL&Disoftenchargedwithmakingupforthisgap.AmodernecosystemtakesalayeredapproachbyaligningL&Dtacticswiththevariouswayslearningalreadyoccursintheworkplace.ThishelpsL&Dfocuson…
supporting employees in their true moments of need
…withresourcesthatfitnaturallyintotheworkflow.AmodernlearningecosystemalsorequiresL&Dstrategicallyconsidersupportingfactors,includingcontentdesignanddevelopment,usermotivation,real-worldbehaviorsandactionabledata.
Asafoundationalcomponentofamodernecosystem,sharedknowledgerepresentsascalablewaytosupporttheeverydayneedsoftoday’semployees.ThisisespeciallycriticalasL&Dattemptstosupportincreasinglycomplexroleswithlimitedresources.Ratherthanprovidegenericcontentthroughformaltraininginanattempttoreacheveryoneandcheckthebox,L&Dcanempowerthecrowd-wherethebestinformationalreadylives-andhelppeoplefindtheinformationtheyneedwhentheyneedittosolveproblemsanddrivetheirowndevelopment.
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Map Your Current Learning Ecosystem
Drawyourexistingorganizationallearningecosystemusingblockstorepresentthelistedcomponents.Stackyourblocksinpriorityorder(Yaxis)fromhigh(bottom)tolow(top).Varyeachblock’swidth(Xaxis)basedonregularavailabilitytoyouremployees.
Components:FormalTraining,On-DemandTraining,ManagementSupport,Reinforcement,PerformanceSupport,SharedKnowledge
AVAILABILITY
PR
IOR
ITY
high
low
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 8
Strategy
Reimaginingworkplaceknowledgesharingstartswithdefiningyourinitialstrategy.Thisstrategyshouldremainflexiblethroughoutplanningandexecution,butitshouldprovideenoughofaframeworktogetyoustarted.ItshouldalsobeholisticinnatureandnotfocussolelyontheneedsofL&Doralimitedaudience.Remember–whenthisworks,otherpartsoftheorganizationaregoingtowanttoplay.
Start small – think BIG!
Herearethesuggestedstepsfordefiningyourknowledgesharingstrategy:
1) DefineyourobjectivesThisisn’taboutsharingforthesakeofsharing.Howwillimprovedaccesstosharedknowledgehelppeopledotheirjobsbetter?Howwillithelpyourorganizationachieveitsgoals?Ifyouarenotclearonthesepoints,youshouldnotmoveforward.
2) AssessyourknowledgeecosystemExplorethewaysinwhichinformationflowsthroughyourorganizationtoday.Whattoolsandresourcesareused–andnotused–tohelppeoplesharewhattheyknow?Whatroledoestrustplayinyourorganizationalculture?Ratherthanattemptingtoreplaceeverypracticeandresourceatplaytodayinyourorganization,youwillbenefitfromstrengtheningandleveragingexistingecosystemcomponentsalongtheway.
3) Defineyourusecase(s)Howwillsharedknowledgebeusedonthejob?Howcanitbecollectedandcuratedfromyoursubjectmatterexpertsandtopperformerswithintheworkflow?Playoutreal-worldusesofsharedknowledgetoestablishtheframeworkforyourexperiencedesign.
4) Selectyourmodel(start+potentialendstate)Achievingyourobjectiveswillrequireknowledgecontributionsfromacrosstheorganization.Basedonyourcurrentorganizationalculture,youmustdeterminehowcomfortableyourpeople–stakeholdersandfrontlineemployeesalike–willbewiththeideaofexpandedsharedknowledge.Willtheyfearideaslikecurationanduser-generatedcontent,orwilltheybequicktoseethevalueandopenlyexperiment?Definebothyourstartingmodelforsharingaswellasyourpotentialendstateacrossthesharingcontinuum,keepinginmindthatyourmodelmayvarybytopicandaudience.
5) DesignyourdesiredexperienceBasedonyourstrategicassessment,outlinethedetailsofyouridealknowledgesharingexperience.Ratherthangetlostintheminutiaoftechnologyandprocessatthisstage,outlinethewaysyouwouldliketoseeinformationflowthroughtheorganizationusingyourinitialsharingmodel.
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Knowledge Ecosystem Assessment Guide
Workthroughthefollowingpointsincollaborationwithyourteamandstakeholderstoestablishyourinitialknowledgesharingstrategy.AUDIENCE(s):§ Listtheemployeegroupstobeincludedinyourinitialstrategy.§ Listanyadditionalgroupsthatarelikelytobeaddedlater.§ Howdotheseaudiencescurrentlyusesharedknowledgeaspartoftheirwork?§ Whatchallengesaretheseemployeescurrentlyexperiencingwhenitcomestoaccessingand
sharingknowledge?§ Whatvaluableknowledgedoemployeesintheseroleshavethatmaybenefitthe
organizationwhenshared?OBJECTIVES§ Listyourimmediateandlong-termknowledgesharingobjectivesbyaudience.§ Listthepotentialrisksrelatedtoknowledgesharingwithinyourorganization.§ Howwillimprovedaccesstosharedknowledgehelpemployeesdotheirjobsbetter?§ HowwillknowledgesharingsupporttheroleofL&Dwithintheorganization?§ Howwillyouknowthatyouhaveachievedyourobjectives?Listyourmeasuresofsuccess.CULTURE§ Whatareyoumostexcitedaboutwithregardstosharedknowledgeinyourorganization?§ Whatareyourbiggestconcernsaboutworkingwithsharedknowledgeinyourorganization?§ Whatistheroleoftrustinyourworkplaceculture?§ Doemployeestrusttheorganization?Howisthisdemonstrated?§ Doestheorganizationtrustitspeople?Howisthisdemonstrated?MODEL§ Basedonyourcurrentworkplaceculture,withwhichsharingmodelshouldyoustart
(centralized,distributed,open)?Shouldthismodelvarybyaudiencesand/ortopicsinanyway?
§ Basedonyourinitialstrategy,whichsharingmodelwouldyouliketoseeyourorganizationuseinthenot-so-distantfuture?Shouldthismodelcontinuetovarybyaudienceand/ortopic?
EXPERIENCE§ Mapyourcurrentorganizationalknowledgeflow,includingbothprimaryandbackchannel
realities.§ Mapyourdesiredorganizationalknowledgeflow.§ Describeyourdesiredemployeeexperiencewhenitcomestoaccessingandsharing
importantworkplaceknowledge.Varybyaudienceandusecaseasneeded.
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Map Your Knowledge Flows
DrawthepathamessagetravelsfromoriginationtoreceiverwithinyourorganizationwhenusingyourPRIMARYsharingchannel.Considerallofthenecessarysteps,suchascontentdevelopment,review,approvalandsharing.Then,drawthepaththesamemessagetravelswhenshared“unofficially”viabackchannelnetworkswithinyourorganization.
PRIMARY
BACKCHANNEL
Message
Message
Employee
Employee
Flow Collaborate Review Channel
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Selecting Your Knowledge Sharing Model
Aspartofdefiningyourinitialknowledgesharingstrategy,youmustselectaright-fitsharingmodelforyourtargetedaudience(s)andusecase(s).Avarietyoffactorsmustbeconsideredwhenselectingyourstartingmodel,includingworkplaceculture,audiences,motivation,topics,andregulation.Youmustremainflexibleandadjustyourmodeltomeettheevolvingneedsofyouremployees.
§ Centralized:onlyselectuserswithclearknowledgeaccountabilitycancontribute§ Distributed:moreusersarepermittedtocontributebasedonauthoritativeroles§ Open:mostoralluserscancontributeinsomeway
Youshouldalsoconsiderthepotentialneedtoselectadifferentmodelbasedonaudienceand/orknowledgetopic.Forexample,anOPENmodelmayworkformosttopicsexceptcomplianceinformation,whichisCENTRALIZEDwithdesignatedsubjectmatterexperts.Thiswillbeanessentialconsiderationwhenidentifyingmotivationaltacticsandright-fittechnologylaterinyourstrategydevelopment.
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Behaviors Yourstrategicoutlinewillprescribethewayyousupportknowledge
sharingwithintheorganization.Specifically,yourselectedsharing
modelwilldictatethedesiredbehaviorsyouwillneedtofosterwithin
youraudiencestoensuresuccessfuladoption.
CENTRALIZED
Contributionislimitedtodesignatedtopicownersandsubjectmatterexpertsinacentralized
model.Therefore,youcanfocusonknowledgeacquisitionandapplicationbehaviorswithinyour
targetaudience(s).ThisisoftenthemostcomfortableplaceforL&Dtostart,especiallywithin
organizationsthatarenotfamiliarorcomfortablewithsharedknowledge.
Dependingonyourexperiencedesign,technologyresourcesandcontentstrategy,thismay
includebehaviorssuchas:
§ Searchingforinformationwhenneeded
§ Discerningvaluefromsharedknowledge
§ Applyingsharedknowledgeonthejob
§ Pushingidentified,high-valueknowledgeintoanetwork
§ Stayingup-to-dateassharedknowledgegrowsandevolves
§ Askingforadditionalhelpwhennecessary
Yourcontributorslikelyworkinrolesthatrequirecontentdevelopmentandsharing
responsibilitiesandthereforewillneedlimitedsupportwhenitcomestoyourstrategy.
DISTRIBUTED+OPEN
Ascontributionisdelegatedacrosstheorganizationindistributedandopenmodels,L&Dmust
expanditsfocusfromhelpingemployeestoaccessanduseinformationtoenablingthemto
sharetheirownknowledge.Employeesintheserolesarelesslikelytohavepracticalexperience
withcontentdevelopmentandsharingonthejob. Thismayincludeadditionalbehaviorssuchas:
§ Identifyingvaluableknowledgeworthsharing
§ Selectingappropriatecontenttypes
§ Integratingknowledgesharingintotheworkflow
§ Workingoutloud
FortunatelyforL&D,many of these behaviors are commonplace for today’s employees–justnotatwork.Soit’slessabouttrainingnewskillsandmoreabouthelpingpeopletransitionreal-worldknowledgesharingbehaviorsintothe
workplace.Assesstherelationshipbetweenyourexperiencedesignandeverydaytechnology
andrelatedbehaviors.Then,identifybehaviorsthataremostfamiliarwithinyouraudienceto
informyourtechnologyandcontentstrategiesmovingforward.Communicatethesesimilarities
toemployeeswithcontextofhowtheycanbesuccessfullyappliedintheworkplaceaspartof
yourimplementationprocess.
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 13
Everyday Knowledge Sharing Worksheet
Explorethebehaviorsnecessarytobesuccessfulwithprevailingreal-worldknowledgesharing
technologybycompletingthisworksheet.
Platform:__________________________________________
Whatisthevaluepropositionforthisplatformasaknowledgesharingtool?
_________________________________________________________________
Howisthisplatformperceivedbyusers/non-users?
_________________________________________________________________
Whichsharingmodeldoesthisplatformleverage?Selectone.
Centralized Distributed Open
Howisknowledgeprimarilysharedonthisplatform?Selectallthatapply.
Short-FormText Long-FormText RecordedVideo
LiveVideo Images Real-TimeChat
Other________________________________________________________
Howlongdoessharedknowledgeremainaccessible/ofvalue?Selectone.
Short-Term Long-Term NotApplicable
Whichuserbehaviorsareessentialtoderivevaluefromthisplatform?
_________________________________________________________________
Howcanthesebehaviorstransferintotheworkplace?
_________________________________________________________________
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 14
Influence
SharedknowledgeisoftenoutsidethescopeofL&D’s
responsibilities.Sure,weprovideavarietyofmaterialsand
othercontentaspartoftraining,buttheoverallflowof
informationthroughouttheorganizationoftenfallsunderthe
purviewofotherdepartments,suchasOperations,Communications,HRorMarketing.Inmany
cases,theorganizationhasnotadoptedaconsistentstrategybutratherlefteachdepartment
andsubjectmatterexperttodotheirownthing.
Thissetupcreatesachallengingsituationforfrontlineemployees,whorelyontheflowof
informationtodotheirjobs.Ratherthanhavingreliableresourcestoreference,theyareleftto
fendforthemselveswhilesortingthroughthenoisecloudthatworkplacecommunicationcan
oftenbecome.Inthesecases,L&Disunabletoleverageanexistingknowledgeinfrastructure
andcanbecomeinundatedwithformaltrainingrequestsduetogapsinavailableinformation.
Toestablishthiscriticalfoundationforamodernlearningecosystem,L&Dprofessionalsmust
influenceavarietyofstakeholders.Thiscanbedifficultwhenanotherdepartmenthasbeen
deemedresponsibleforrelatedprocesses.Theymaynotseeagapintheirprocessandtherefore
pushbackonanysuggestionsforimprovement.Usethefollowingsuggestionstoposition yourself as a valued partner rather than a competitorwhenitcomestoenterprise-wideconceptslikesharedknowledge.
§ Assessthereal-worldstatusofsharedknowledgeinyourorganizationbeforestarting
conversationswithpartners.Cometothetablewithdataandanecdotalfeedback.
§ Identifyyourpotentialinfluencers,includingthosewhohavedirectresponsibilityfor
sharedknowledgetoday,suchasITandHR,subjectmatterexpertsandfrontline
employees.
§ Findoutwhatyourpartnerscareaboutwhenitcomestosharedknowledgeandadjust
yourapproachaccordingly.Forexample,aretheyconcernedaboutcomplianceissues?
§ Researchsimilarorganizationsandusecasesthathaveeffectivelyleveragedshared
knowledgetosupportlearningandperformance.Sharetheirresultsandprocesses.
§ Sharecasestudiesthatincludemeasurableoutcomesthatmattertoyourpartners,such
asincreasedefficiency,greateremployeeengagementandimprovedbusinessresults.
§ Inquireastopotentialchallengesyourpartnersarefacingwithregardstoshared
knowledge.Theymayknowthereisaproblem.Theyjusthaven’taskedforhelp.
§ Shareyourideasopenlyalongthewaybyworkingoutloudratherthancomingtothe
tablewithafullyformedstrategy.
§ Startsmallbytryingoutideaswithinyourareaofinfluence,perhapsduringformalL&D
initiatives.Sharetheseresultstoinfluencediscussiononpotentiallylargerconcepts.
§ Tryyourbesttouseexistingprocessesandresourcestobuildyournewstrategies.Only
seektoreplacewhenabsolutelynecessaryandjustifiedbydataandfeedback.
§ Bereadytotakeonthework–atleastshort-term.Makeyourstrategiesmoreachievable
byaccommodatingpartnerconcernsaboutextraworkloadornewresponsibilities.
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 15
Influencer Planning Worksheet
Usethisworksheettoprepareforinfluencingdiscussionswithyourorganizationalpartners.
PartnerName/Title:___________________________________________________
Howdoessharedknowledgerelatetothispartner’sroleandsenseofvalue?
____________________________________________________________________
____________________________________________________________________
Whatdoesthispartnercareabout?Howdotheydefine“success”intheirrole?
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
Clearlystatethevaluepropositionforyoursharedknowledgeusecasein3sentencesor
less–focusingontheimpactyourstrategywillhaveonthebusinessandthispartner.
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 16
Responding to Common Workplace Knowledge Sharing Objections
Discussionsregardingknowledgesharingstrategyoftenillicitfamiliarobjectionsfrom
organizationalpartnersandstakeholders.Herearesuggestedresponsesforsomeofthemost
commonobjectionsyouarelikelytoface.
Informationmustbeapprovedbeforeitcanbesharedinternally.
Itiscertainlytruethatsomeinformationshouldbereviewedandapprovedbeforebeingshared
withintheorganization.Butthat’snotthecaseforEVERYTHINGyourpeopleneedtoknow.And,
whilesuchprocessesmaybeinplace,employeesarealreadysharinginformationinavarietyof
informalways.Usinganemployee-focused,single-sourceapproachtoknowledgesharingwill
dramaticallyincreaseyourvisibilitytoyourworkplacebackchannelandenableyoutoproactively
engagewhennecessary.Itwillalsoallowthefullemployeepopulationtoweighinandsuggest
improvementsandcorrections.
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Employeesmaysharesomuchinformationthatitbecomesdifficulttomanageatscale.
Honestly,thisisagreatproblemtohave.Thebestinformationinanyorganizationlivesinthe
mindsofthetopperformers,andthisknowledgetoooftenwalksoutthedoorwiththem.It’s
certainlytruethatyoumayneedtohavesomeadditionalpeoplehands-onwhenyoubeginyour
knowledgesharingprogram.Youmayalsowanttoexploretheconceptofcurationandconsider
activatingapersoninthisroleinanongoingcapacitytoreallydrivesharedknowledgeacross
yourorganization.However,theonlywaytotrulyscaleknowledgesharingisthroughthe
strengthofyourworkplacecommunity.
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Employeesaretoobusydoingtheirjobstoshare.
Knowledgesharingshouldnotrepresentaburdenonemployeeswhoalreadyhaveplentytodo.
Whiletheremaybealotofworkupfronttogetstarted,thisshouldnotbesomethingthat
requiresconstanteffortfromalargenumberofemployees.Rather,therightprocesses,
motivatorsandtechnologyshouldbeintroducedtomakesharinganaturalextensionoftherole
fortherightpeople.Forexample,ratherthansendingemailmessageswithcriticalupdatesto
distributionlists,youcanrepurposethisexistingcommunicationflowtoacentralizedknowledge
repositoryandusenotificationmessagestokeeppeopleupdatedonchanges.Employeeswho
maketheefforttoshareandwhosecontributionsaredeemedvaluablebythecommunity
shouldbeformallyrecognizedtomotivatecontinuedengagement.Knowledgesharingshould
alsobebuiltintotherolesofhighly-knowledgeableandexperiencedemployees,especiallythose
whotypicallyactassubjectmatterexpertsaswellassupportteamslikeL&D,Marketing,and
Communications.
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 17
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Employeesmayshareinappropriateinformation.
Whatwouldyouconsidertobe“inappropriate?”Ifthisrelatestooffensivecontentthat
shouldn’tbesharedintheworkplaceatall,creatingasystemofindividualaccountabilityshould
eliminatethisconcern.First,youmustestablishguidelinesforknowledgesharingjustlikeyoudo
forotherworkplacebehaviors.Then,youmustleveragetechnologythatholdsusers
accountable.Whenemployeesknowtheirnameandpicturewillappearnexttoanythingthey
share,itisVERYunlikelythattheywilldosomethinginappropriate.
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Employeesmayshareinaccurateoroutdatedinformation.
Thisisanotherexampleofsomethingthatisalreadyhappeninginyourorganization.Yousimply
can’tseeit.Byprovidingacentralizedspotforpeopletoshareandaskquestions,youbring
transparencytotheseinteractions.Thiswillallowyou–aswellastherestofyourworkplace
community–tostepinandoffersuggestionsandcorrectionsasneeded.Also,ifaquestionis
asked/answeredviasharedknowledge,thequestionshouldnothavetobeaskedagainthanksto
theavailabilityofthisknowledgeinanopen,searchableenvironment.
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Employeesaren’tinrolesthatrequiretheskillsneededtoshareknowledge.
Thiscanbetrue.Manyemployeesdonothaveexperiencewritingarticlesorcreatingvideosto
sharetheirknowledgeandexperience.However,asmallselectionofyouremployeeslikelydo
havethisexperience.Itjustdoesn’trelatetotheirjobswithyou.Thisprovidesanopportunityto
leveragethesehiddenskillsforthebettermentofyourworkplacecommunity.Inaddition,
knowledgesharingbehaviorssuchasonlinesearch,texting,blogging,video,and
question/answerforumsareincreasinglycommonineverydaylifeandthereforeprobablyquite
familiartoalargepercentageofyouremployees.
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Employeesdon’tknowwhatinformationotheremployeesreallyneed.
Doyou?Therealityisthattheonlypersonwhoknowswhatanemployeeneedstodotheirjobis
theemployee.Theroleofasupportteamistoidentifyemployeeneedsandprovidetheright
resources,butwecanonlygosofargivenourlimitedresourcesandseparationfromtheday-to-
daywork.Enablingouremployeestosharetheirknowledgeandexperiencewillensurethat
relevant,timelyinformationisavailabletoallemployees,includingforthoseunpredictable
situationsthatwecouldnothavepreparedforbehind-the-scenes.
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 18
Motivation
Yourdecisionstothispointwilldictatehowyoumustmotivatepeopleto
executethebehaviorsnecessarytodriveasuccessfulknowledgesharing
strategy.Afterall,regardlessofusecaseorrole,you will be asking people to change the way they do their jobs.Youmustemploytherightmotivationaltacticsatthe
righttimesduringyourimplementation.
Motivationisaverypersonalconcept.Whatworksforonepersonwillnotnecessarilyworkfor
everyone.Therefore,it’simportanttoalignpotentialmotivatorswithbothdesiredsharing
behaviorsaswellasyourorganization’scultureandvalues.Youshoulduseablendof
motivationaltacticsthroughoutyoursharedknowledgeeffortsandavoidrelyingtooheavilyon
specificelementsorfront-loadedplans.
Value
Valueistheultimatemotivator.Ifpeopleclearlyunderstandhowaccessingandsharing
knowledgewillhelpthemwiththeirjobs,youwillhavegreatersuccessachievingyourobjectives
andrequirefewersupportingtactics.Thisvaluepropositionmustbeclearlyarticulated.
Simplicity
Knowledgesharingintherealworldissimple.Therefore,peoplehaveverylittlepatiencefor
complicatedandunfamiliarknowledgeexperiences.Simplicitymustbeaguidingprinciplein
strategyandexperiencedesignsoitcanactasamotivatorduringimplementation.
Credibility
Credibilitycanactasamotivatorforbothusersandcontributors.Ifpeopleunderstandthat
knowledgehasbeenprovidedbytrustedsourceswith“streetcred,”theyaremorelikelytotake
advantage.Atthesametime,establishingasystembywhichpeoplebuildcredibilitywithinthe
organizationasaresultofsharingvaluableknowledgewillhelppromoteongoingcontribution.
MotivatingforUse
§ Communicatethevalueofsharedknowledgeresourcesbyusingpracticalstoriesfrom
frontlineemployees,notjustconceptsfromL&Dandotherstakeholders.
§ Integrateknowledgesharingprocessesandtechnologyintotheworkflowwhenpossible.
§ Ensuretimely,reliableresponsestoquestionsinasocialsharingplatform.
§ Holdpeopleaccountableforusingsharedknowledgeresourcesaspartoftheirwork.
MotivatingforContribution
§ Leveragegamemechanicstorewardpeoplewhentheysharetheirknowledge.
§ Structuregamemechanicstorecognizevalue–notvolume–ofcontribution.
§ Positionsharingasawaytohelppeersonthejob,notjustthegreaterorganization.
§ Providecontentmodalityoptionssopeoplecanshareinthewaystheyprefer.
§ Closetheloopbyensuringallquestionsgetanswersandsuggestionsreceivereplies.
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 19
User Motivation Worksheet
Usethisworksheettooutlinemotivationaltacticstodrivedesiredknowledgesharingbehaviors.
Audience/UseCase:_____________________________________________________
DesiredSharingBehavior(s):_______________________________________________
Whatdopeopleinthisaudiencecareaboutasrelatedtothisdesiredbehavior?
______________________________________________________________________
Whatisthevaluepropositionforthisdesiredbehavior?Whywouldtheydothis?
______________________________________________________________________
Howshouldthisvaluepropositionbecommunicatedtotheaudience?
______________________________________________________________________
Istheuserexperiencerelatedtothisdesiredbehaviorsimple?YESNO
§ IfNO,simplifytheexperiencebeforecontinuing.
Canthisbehaviorbeintegratedintotheaudience’sworkflow?YESNO
§ IfNO,shiftthebehaviorasclosetotheworkflowaspossible.
Isthisaudiencelikelytobemotivatedbygamemechanics?YESNO
§ IfYES,identifyandlisttheappropriategamemechanics.
HowcanL&Dandpartnersprovidesupporttohelppeopleexecutethedesiredbehavior?
______________________________________________________________________
______________________________________________________________________
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 20
Content
Peoplecansharetheirknowledgeinavarietyofways.Thisiswhy
it’scriticaltooutlineyourrelatedusecases,objectivesanddesired
experiencesbeforeconsideringcontentdevelopmentand
technology.Yournextseveralstrategicdecisionsmustalign
accordinglyandenable people to access and share knowledge in simple ways that fit into their day-to-day workandbestsupportthemessagestobedelivered.
Unlessyourusecasecallsforauniqueapproach,aneffectivestrategywillrequireamixof
contenttypesthatcansupportthediverseknowledgeneedsofyouraudience.Identifyingthe
rightcontentmixwillsubsequentlyinfluenceyourtechnologyselection.
Here’salistofcommoncontenttypescomparedwithessentialstrategyconsiderations.
Easy to Access
Easy to Use
Easy to Produce
Familiar to Users
Likely to See
Repeated Use
Easy to Scale
Short-Form Text YES YES YES YES YES YES
Long-Form Text YES YES NO YES NO YES
Images YES YES YES YES YES YES
Video NO YES YES YES NO YES
Audio NO NO NO YES NO NO
Real-Time Chat YES YES YES YES NO NO
Interactive Content NO NO NO NO NO YES
ChartDetails
§ EasytoAccess:Canthecontentbeeasilyindexedandsearched?
§ EasytoUse:Canthecontentbequicklyandsimplyusedonthejob?
§ EasytoProduce:Canproductionbedelegatedthroughouttheorganizationwithoutheavy
trainingorresourceneeds?
§ FamiliartoUsers:Dopeoplealreadyseethiscontenttypeineverydaylifeoratwork?
§ LikelytoSeeRepeatedUse:Willthiscontentbeusedrepeatedlyonthejobbythesameperson?
§ EasytoScale:Canthiscontenttypebeeasilyusedtoshareknowledgeacrossalargeenterprise?
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 21
Content Decision Support Guide
Usethisdecisionsupporttoolwhentryingtodeterminetheright-fitcontenttypestosupport
yourknowledgesharingstrategy.
1) Willtheemployeebeusingadigitaldevicetoaccesstheinformation?
§ YES:MovetoQuestion2
§ NO:ConsiderusingShortand/orLong-FormText(printed)
2) Isthisinformationdifficulttounderstandforthetypicalemployee?
§ YES:MovetoQuestion3
§ NO:ConsiderusingShort-FormText
3) Willthelargerorganizationbenefitfromhavingaccesstothisinformation?
§ YES:MovetoQuestion4
§ NO:ConsiderusingReal-TimeChat
4) Willtheemployeerequireaccesstothisinformationinthefuture?
§ YES:MovetoQuestion5
§ NO:ConsiderusingInteractiveContent
5) Willtheemployeeapplytheinformationonthejobimmediately?
§ YES:MovetoQuestion6
§ NO:ConsiderusingVideo,Audioand/orImages
6) Willthisinformationbecrowdsourcedfromtheusercommunity?
§ YES:ConsiderusingShort-FormTextand/orVideo
§ NO:MovetoQuestion7
7) Doesthisinformationincludealargeamountofsupportingcontext,detailand
otherrequirements?
§ YES:ConsiderusingLong-FormTextwithShort-FormTextsummaries
§ NO:ConsiderusingShort-FormTextand/orVideo
RemembertoalwaysstartsmallbutthinkBIGwhenitcomestocontentstrategy.Youmustbe
readytoscaleyourknowledgesharingeffortsacrosstheorganization.Makeearlydecisions
accordinglytosetyourselfupforsuccess.
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 22
Technology
Toomanyknowledgesharingstrategiesbeginhere.Thisislikelybecausemany
organizationshavelimitedresourcesandmustthereforedothebesttheycan
withlegacytechnology,whichcanbeantiquatedinitsabilitytofacilitatea
modernapproachtoknowledgesharing.However,evenifyoualreadyknow
whattechnologywillbeavailabletosupportyourstrategy,youshouldstill
workyourwaythroughthepreviousconcepts.Technology is almost always a must have for a modern knowledge sharing strategy.Thisprocesswillhelpensureyoumakethebest
possibleuseofyouravailableresources,especiallyduetothefactthatL&Disunlikelytoown
someifnotalloftherelatedtechnology.
Muchlikecontent,thetechnologyselectionprocessisunlikelytoleadyoutoasinglesolution.
Tomeettheneedsofacomplexmodernorganizationandmultipleusecases,youwilllikelyneed
toexploremultipletoolstohelppeopleaccessandshareknowledge.Eachselectedplatform
shouldserveaspecificpurposewithinyourholisticstrategyandintegratewheneverpossible.
Employeesmustunderstandhoweachtoolismeanttobeusedandhowtheyworktogetherto
drivealargerstrategy.
TechnologyCategories
§ Targeted:timelysharingbetweenindividualsorlimitedgroups(chat,email)
§ Structured:focusedsharingbetweenusersandSMEs(discussionboards,Q/Atools)
§ Managed:controlledsharingenvironmentswithlimitedusercontribution(CMS,Intranet)
§ Communal:opensharingenvironmentsreliantonusercontribution(ESNs,wikis)
MaximizingExistingTechnology
§ Engageyouraudiencetofindoutwhatresourcesarecurrentlymostvaluablewhenit
comestoaccessingknowledgewhileonthejob.
§ Exploreallavailableresources,includingtechnologythatisnotcurrentlyusedtosupport
knowledgesharingbuthasfunctionalpotential.
§ Firstconsidertoolsthatareavailablewithintheworkflow,eveniftheydonotperfectly
aligntoyourusecaseordesiredexperience.
§ Stayflexiblewithyourtechnologysoyoucanevolvewiththeneedsofyourorganization.
ExploringNewTechnology
§ Avoidforcingasingleplatformsolutionwhenyoumaybenefitfromamulti-technology
ecosystem.
§ Talktopeersfromotherorganizationswithsimilarusecasestoidentifypotentialtools.
§ Engageorganizationalpartnersandinfluencers,includingIT,earlyintheprocess.
§ Don’tjumpallinwithapotentialtechnologyimmediately.Startwithasmall
implementationtoprovethevalueoftheplatformanditsapproach.
§ Workwithvendorsthatunderstandthecomplexitiesofworkplaceknowledgesharing
andwillhelpyouevolveyourstrategy–notjustsellyoutechnology.
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 23
Technology Selection Support Worksheet
Usethisworksheettoworkthroughcriticalelementsofthetechnologyselectionprocess.
Audience/UseCase:___________________________________________________________
DesiredSharingExperience:_____________________________________________________
____________________________________________________________________________
ResourceAvailability+TechnologySelectionPaths
SITUATION SUGGESTED PATH
Ihaveresourcesnoworwillhave
resourcesinthenearfuture.
Evaluateexistingtechnologyforapotentialproofofconcept
butdesignstrategywithnewtechnologyacquisitioninmind.
IdoNOThaveresourcesnowbutcould
acquireinthefutureafterastrong
proofofconcept.
Evaluateandleverageexistingtechnologyforyourinitial
strategywithhopesofevolvingintonewtechnologyinthe
future–butdonotassumethiswillhappen.
IwillNOThaveresourcesavailableany
timeinthenearfuture.
Evaluateandleverageexistingtechnologyforyourcomplete
strategy,butcontinuetoexplorenewoptions–justincase.
§ Selecttheresource(budget,capacity)availabilitystatementthatmostalignstoyourcurrentand
potentialfuturesituationtohelpguideyourtechnologyexplorationandselectionprocess.
SharingModel+TechnologyCategoryAlignment
MODELS CATEGORIES PLATFORM TYPES
Centralized Managed ContentManagementSystem,Intranet
Distributed Structured DiscussionBoard,Q/A
Open Communal EnterpriseSocialNetwork,Wiki
§ Selecttheappropriatemodel/category–oracombination–basedonbothyourinitialsharing
strategyaswellasyouraspirational,long-termvisiontohelpyouevolve.
Indicatethepartnersfromwhichyouwillneedhelpinordertoproperlyidentify,acquireand
manageknowledgesharingtechnology.
Communications
Legal
Procurement
IT
Marketing
Training
HumanResources
Operations
OTHER
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 24
Roles
Whilecontentcreationcertainlyisn’tnewforL&D,thevarietyof
functionsrequiredtoimplementaknowledgestrategymaybe.You
mustdetermineyoursupportneedsaspartofyourpreparation.This
mayrequiretimeandresourcesforinitialimplementationaswellas
dedicatedrolestoensureongoingsupport.
Torealizethegreatestpotentialimpactwithintheorganization,these
rolesshouldNOTbeplayedbyonlyL&Dteammembers.Rather,whileL&Dmaytakeonthe
heavyliftingduringtheearlydays,theserolesshouldbedelegatedtopartnersthroughoutthe
organization.Otherwise,sharedknowledgecouldbecomejustanotherL&Dprojectandbemore
opentofuturescrutiny. Activating these roles across the organization may require some skill building,includingwithinL&D.
Contributorsarereliedupontoregularlysharetheirknowledgebasedonyourselectedmodel.
§ Startwithexistingsubjectmatterexpertsandcredibleknowledgeholders.
§ Lookforemployeeswhoareknowntobuildandsharebackchannelresourceswithin
theirteams.
§ Helpyourcontributorsintegrateyourknowledgesharingstrategyintotheirexistingroles.
Curatorsgatherdisparateknowledgefromacrosstheorganizationandshapeitintocohesive
messagesandusableresources.
§ LeverageL&Dteammembersandfrontlineemployeeswhounderstandbothcontent
developmentandtheoperationsotheycanaddcontextandutilitytosharedknowledge.
§ Findemployeeswhoareestablishedwithintheworkplacetoaddcredibilitytotheir
curationefforts.
CommunityManagersproactivelymonitorsocialtoolstoensureuserneedsaremet.
§ Positionthisasavoluntaryroleforemployeeswhohaveproventobemotivatedto
supporttheirpeersaswellastheneedsoftheoverallorganization.
§ Findemployeeswithhands-onexperiencefacilitatingonlinediscussionwithsocialtools.
Moderatorsensureallapprovalprocessesandgovernancerequirementsaremet.
§ Establishclearguidelinesregardingcontentreviewbasedonyoursharingmodel.
§ Includeyourtypicalapprovers,suchasLegalandCompliance,withinyourmoderation
grouptostreamlineknowledgeflow.
Administratorsmaintainthetechnicalandproceduralaspectsofyourstrategy.
§ Limityouradministrativeneedsasmuchaspossiblebyintegratingknowledgesharing
intoexistingtechnicalprocesseswheneverpossible.
§ Maintainatleastlimitedadministrativeinfluenceratherthanoffloadingentirelyontoa
partnerwhoislessalignedtoyourknowledgesharingvision.
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 25
Implementation Bringingsharedknowledgetolifeisauniqueeffortwithinevery
organization.Whileyourneedswillbebasedonyourstrategicdecisions
andworkplaceculture,hereareafewtipsthatremainprettyconsistent
acrossusecases.
1) StartSmall|ThingBIG!
Aholisticapproachtoknowledgesharingrepresentsanoteworthychangetonotjustworkbut
alsoanorganization’sculture.Therefore,asmartstrategyrequiresstartingsmallwiththeright
partsoftheorganization–thosethatcanmostbenefitfromareimagingapproach–andgrowing
organicallyasthevalueisprovenacrossthefrontline.Atthesametime,youmustconsiderthe
BIGpictureandmakedecisionsthatwillsupportknowledgesharingatscale,notjustwithinyour
initialaudiences.
2) CommunicateValue
Aswealreadysaid,valueistheultimatemotivatorwhenitcomestoknowledgesharing.
Employeesmustunderstandhowaccessingandsharingknowledgewillhelpthemdotheirjobs
better.Thismessagemustbewell-communicatedfromthebeginning,beforeyouseekbehavior
change.Itisalsobeneficialtodrivethismessagethroughtheaudiences’peergroupsratherthan
fromthetop-down.Hearingafrontlineworkerattesttotheimportanceofsharedknowledgeis
significantlymorepowerfulthanreceivingthesamemessagefromL&Doranexecutive.
3) SeedDay1ContentNoonelikesarrivingtothepartyfirst.Wewanttoshowupjustintimefortheactiontobegin.
Thesamelogicappliestoknowledgesharing.Beforeaskingyouremployeestoaccessanew
resource,besurethereissufficientcontentalreadyavailableforthemtoclearlyidentifythe
value.Don’tjustaddcontentforthesakeofhavingcontent.Doyourhomeworkandfindout
whichresourceswouldbemostbeneficialforyouraudienceandstartthereasyour“Day1
content.”
4) IntegratewithExistingEffortsRatherthanaskingforemployeestodosomethingentirelybrandnew,findwaystoaugment
yourexistingsupportstrategiesthroughsharedknowledge.Forexample,ratherthansendinga
lengthyemailregardingaprocesschange,usetheemailasanotificationandlinkreaderstoa
morein-depthresourcewithinyourknowledgesharingplatform.Helpemployeesslowlyshift
theirbehaviorstowardsyourdesiredknowledgesharingexperiencewhileremainingflexibleto
feedbackalongtheway.
5) AugmentRatherThanReplace
Peoplerespondtochangeintheirownwaysandatvaryingpaces.Ratherthanimmediately
replacingpastresourcesandprocesseswithyournewstrategy,planforanoverlapthatwillhelp
employeesshiftontheirown.Atthesametime,don’tallowfortoomuchreplicationofeffortor
contentmanagementdifficulties.Provideatransitionalcushionbutbeclearaboutthetimeline
forrequiredchange.
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 26
Knowledge Sharing Strategy Worksheet
Usethistemplatetooutlinethebasiccomponentsofyourknowledgesharingstrategy.You
shouldalsobuildyourowntemplatebasedontheuniqueneedsofyourorganization.
Audience/UseCase:___________________________________________________________
Objective(s):__________________________________________________________________
DesiredExperience:____________________________________________________________
____________________________________________________________________________
SharingModel: CENTRALIZED DISTRIBUTED OPEN
DesiredUserBehaviors:_________________________________________________________
_____________________________________________________________________________
Influencers
NAME ROLE INFLUENCE
PotentialRisks/Objections:_______________________________________________________
_____________________________________________________________________________
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 27
Technology:___________________________________________________________________
MotivationalTactics:____________________________________________________________
_____________________________________________________________________________
Day1Content
TOPIC CONTENTTYPE VALUE
EssentialRoles
CONTRIBUTORS
CURATORS
COMMUNITY
MANAGERS
MODERATORS
ADMINISTRATORS
CommunicationPlan:____________________________________________________________
______________________________________________________________________________
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 28
Final Thoughts from JD IwishIcouldhavetitledthisworkshop“5EasyStepstoImplementinga
SharedKnowledgeStrategyinYourOrganization.”However,mypractical
experiencealongwiththecontinuedstrugglesofthemajorityoffrontline
employeesacrosstheglobetellmethatsharedknowledgeisn’tasimple
topic.Ihopeourconversationalongwiththesematerialshaveprovidedyou
withnewinsightintothepotentialforknowledgesharinginyourworkplace.
Hereareafewlastthoughts…
L&Ddoesnotownworkplaceknowledge.Wearesimplyinauniquepositiontoidentifythevalue
andbeginourre-imagination.Wemustcontinuetoinfluenceandleveragepartnersinorderto
establishsharedknowledgeasthefoundationofourmodernlearningecosystems.
Thisisn’taboutsociallearning.Alllearningissocial,meaning“sociallearning”isredundant.
Sharedknowledgegoeswellbeyondtherealmofworkplacelearningandplaysanintegralrolein
ouremployees’day-to-dayperformance.RatherthanmakeL&Dthecenterpieceofshared
knowledge,wemustfosteraculturalshifttowardsopennessandtrustthatwecanthenleverage
tomakeourlearninginitiativesthatmuchmorevaluableandsustainable.
L&Dshouldbeginwiththeeveryday.Wetoooftenspendourtimefocusedonmajor
organizationalinitiativesandprogrammaticdeliveries.Toproviderealvaluetofrontline
employees,L&Dshouldfocusonsupportingtheireverydayneedsfirst.Thisiswhereshared
knowledgecanplayahugepartinevolvingtheroleofL&Dintheworkplace.Oncewehave
establishedourabilitytohelppeoplewhentheyneedusmost,wecanshiftourfocustomore
prescriptiveandaspirationallearningefforts.
Knowledgesharingisn’tabouttechnology.Technologyplaysamajorroleinamodernknowledge
sharingstrategy,butitshouldnotdriveyourdecision-making.Rather,youmustidentifythe
potentialofsharedknowledgetohelppeopledotheirjobsanddesigntheoptimalexperience.
Then,youmustfindandemploytheright-fittechnologytobringyourexperiencetolife.
Platformswillcomeandgoastechnologyrapidlyevolves,butthevalueofsharedknowledge
shouldremainregardless.
Todayisjustpartofthejourney.Inthespiritofeatingourowndogfood,wemustremember
thattransformationdoesn’thappeninaday.Ihopethisworkshophaspushedyouabitfurther
downthepathtowardsimprovingyoursharedknowledgestrategyandoveralllearning
ecosystem.Ialsohopeyouwillcontinuethisconversationbysharingtheseideasandmaterials
withyourteams.Also,feelfreetoreachoutusingthecontactinformationprovidedinthis
packet.Iammorethanhappytofurthercontextualizethisinformationandhelpoutasyoubring
ittolifeforthebenefitofthepeopleyousupporteveryday.
Thank you for your time and contributions. Best of luck! JD
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 29
Recommended Resources
Here’saquicklistofresources,includinglearningprofessionals,blogs
andbooks,thatprovidedinspirationforthisworkshopandcan
supportyourcontinuedexplorationofthepowerofknowledge
sharinginworkplacelearningandperformance.
People
§ JaneBozarth(@JaneBozarth)
§ JaneHart(@c4ltp)
§ JulianStodd(@julianstodd)
§ MarkBritz(@britz)
§ MarcRosenberg(@marcjrosenberg)
Blogs
§ CentreforLearning&PerformanceTechnologies
www.c4lpt.co.uk/blog
§ JulianStodd’sLearningBlog
julianstodd.wordpress.com
§ MisadventuresinLearning
davidkelly.me/blog
§ TheSimpleShift
marbritz.com
§ WorkinginPerpetualBeta
jarche.com
Books
§ LearningonDemandbyReubenTozman
§ RevolutionizeLearning&Development:PerformanceandInnovationStrategyfor
theInformationAgebyClarkQuinn
§ ShowYourWorkbyJaneBozarth
§ SocialLearningHandbookbyJaneHart
§ WorkingOutLoudbyJohnStepper
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 30
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JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 31
NOTES _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 32
NOTES _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 33
NOTES _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 34
NOTES _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 35
JD Dillon Principal Learning Strategist Axonify
BIO
JDDillonhasspent15yearsdesigningand
implementinglearningandperformance
strategiesforrespectedglobalorganizations,
includingTheWaltDisneyCompany,Kaplan,
Brambles,andAMCTheatres.Withhis
practicalapproachanduniqueabilityto
integratescience,technology,storytelling,
andpurecommonsense,JDdeliversmodern
solutionsthatenableemployees,improve
organizationalperformance,anddrive
businessresults.
InhiscurrentrolewithAxonify,JDworkswithanaward-winningteamtoboostemployee
knowledgeandperformanceforleadingorganizationsthroughtheapplicationofmodern
learningpracticesandcutting-edgetechnology.
JDisapopularconferencespeakerwhoisknownforhishigh-energy,humor-filleddeliverystyle
aswellashisrelatablestoriesandpracticalexamples.HealsosharesongoinginsightsonhisJust
CuriousLearning+PerformanceBlogandwritesamonthlycolumnforLearningSolutions
Magazinetitled‘InRealLife.’
RESOURCES
§ Flipboard:flipboard.com/@jddillon
§ SlideShare:slideshare.net/JDDillon
§ LearnGeekSlackTeam:learngeek.slack.com(invitesavailableuponrequest)
CONTACT
§ Email:[email protected]
§ PersonalWebsite:jddillon.com
§ CompanyWebsite:axonify.com
§ Twitter:@JD_Dillon
§ LinkedIn:https://www.linkedin.com/in/jddillon