SharePoint for Knowledge Management
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The document discusses knowledge management, its significance, types of knowledge, and various strategies for effective implementation. It highlights the economic impact of knowledge loss due to employee turnover and retirement, emphasizing the need for trust and processes that capture valuable knowledge. Methods such as storytelling, mentoring, and creating communities of practice are suggested to facilitate knowledge transfer within organizations.
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16 to 19 years 20 to 24 years 25 to 34 years 35 to 44 years 45 to 49 years 50 to 54 years 55 to 59 years 60 to 64 years 65 to 69 years 70 to 74 years 75 years and
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2012 US Workforce by Age
Source: US Bureau of Labor Statistics
“At Risk” 50-64 Years – 27.3% (2003: 16.4%)
“Danger” 65+ - 4.99% (2003: 3.8%)](https://image.slidesharecdn.com/sharepointforknowledgemanagementv3-130813181738-phpapp01/85/SharePoint-for-Knowledge-Management-30-320.jpg)
SharePoint for Knowledge Management
- 1. SharePoint for Knowledge Management Robert L. Bogue (317) 572-5310 Shepherd@SharePointShepherd.com
- 2. Agenda • What is Knowledge Management? • Why Does Knowledge Management Matter (to Us)? • How Can I Do Knowledge Management?
- 4. In this Section… • What is Knowledge? • What is Management? • Types of Knowledge • …Compared to Learning Management • …Compared to Data and Information Management • Stories
- 5. What is Knowledge? Wisdom Answers “which” Knowledge Answers “how” Information Answers “who”, “what”, “when”, “where” Data Facts or Symbols You are here
- 6. What is Management? When Noah heard the weather forecast he ordered the building of the ark – that was leadership. Then he looked around and said, “Make sure the elephants don’t see what the rabbits are up to.” – that was management
- 7. Explicit Knowledge • Codified • Repeatable • Context-less
- 8. Tacit Knowledge • Polanyi: “Tacit knowledge cannot be transferred – we know more than we can tell” • Nonaka: “Tacit knowledge is unarticulated knowledge awaiting transfer”
- 9. How many is this?
- 10. Which side of the mall do you walk on?
- 11. Is this Rude or Respectful?
- 12. What we can’t adequately articulate • Riding a bike • Landing a plane • Facilitating a meeting • Managing a project • Developing good software
- 13. Soul Plane
- 14. Trades Model • Apprentice • Simple • Repeatable • Journeyman • Complex • Assembly • Follow the rules • Master • Creative • Follow the principles
- 16. De(Re)skilling the Workforce • Socrates thought books would do terrible things to our memories • Henry Ford reduced the skill level to create a car – and labor rates plunged • Cell Phones and Caller ID have reduced our memory for phone numbers
- 17. … Compared to Learning Management • Learning is focused on education • Instructor led classes • eLearning • You can not teach what you do not know • Structured learning accounts for ~1% of what employees know
- 18. Where we get our learning Active Passive Directed Searching Monitoring Undirected Browsing Being Aware Being Aware 80% Browsing 5% Monitoring 14% Searching 1%0% Source: Marcia Bates Univ. Calif. LA, “Toward an Integrated Model of Information Seeking and Searching”
- 19. How do adults learn? • Andragogy • Learner need to know • Self-concept of learner • Prior experience of learner • Readiness to learn • Orientation to learning • Motivation to learn Source: The Adult Learner, Knowles et all
- 20. Assessing Retention • Direct Measurement • Disruptive to the retention process • Distorting to results • Indirect Measurement • Business Impact • Service calls • When measured against adoption • Service Requests separated from Service Incidents
- 21. …Compared to Data Management • Focused on capturing, controlling, a nd destroying data • Databases (Structured)
- 22. …Compared to Information Management • Enterprise Content Management (Unstructured) • Explicit knowledge and information are frequently confused – even by “experts” • Most frequently focused on the “capture and distribute” part of the lifecycle
- 24. Why Does Knowledge Management Matter (to us)?
- 25. In this Section… • Knowledge is Expensive • Tenure and Turnover • Retirement
- 26. Knowledge is Expensive • Loss of Capabilities • Recovery Time • Recovery Effort • Productivity Loss • Relearning takes time
- 27. Time to Talent • The length of time it takes to make someone productive • Longer time to talent = greater cost
- 28. Costs of Turnover • Approximately ~40% of employees turnover every year (BLS) • Approximately half of all turnover is voluntary (BLS) • Employee replacement costs are between 20%- 150% of annual salary (SHRM)
- 29. 3 2.9 2.9 2.8 2.7 2.6 2.7 2.9 2.9 2.7 3.1 3.2 5.2 5.5 5.4 5.3 5 4.8 4.6 4.9 4.9 4.9 5.1 5.3 9.5 8.8 8.9 8.3 8.1 8.2 7.6 7.7 7.3 7.6 7.8 7.8 12.2 11.6 11.1 10.2 10.1 10 9.9 9.6 9.3 9.9 10 10.3 9.6 9.5 8.1 8.4 7.8 9.4 8.6 9 8.8 10.2 9.9 10.3 0 2 4 6 8 10 12 14 Jan-83 Jan-87 Jan-91 Feb-96 Feb-98 Feb-00 Jan-02 Jan-04 Jan-06 Jan-08 Jan-10 Jan-12 US Employee Tenure 16 to 17 years 18 to 19 years 20 to 24 years 25 to 34 years 35 to 44 years 45 to 54 years 55 to 64 years 65 years and over Linear (25 to 34 years) Linear (35 to 44 years) Linear (45 to 54 years) Linear (55 to 64 years) Linear (65 years and over) 45-54 Years (30 Working Years) 55-64 Years (40 Working Years) 65+ Years (50+ Working Years) 35-44 Years (20 Working Years) 15% drop in tenure for 55-64 18% drop in tenure for 45-54 Source: US Bureau of Labor Statistics
- 30. [CELLRANGE] [VALUE] [CELLRANGE] [VALUE] [CELLRANGE] [VALUE] [CELLRANGE] [VALUE] [CELLRANGE] [VALUE] [CELLRANGE] [VALUE] [CELLRANGE] [VALUE] [CELLRANGE] [VALUE] [CELLRANGE] [VALUE] [CELLRANGE] [VALUE] [CELLRANGE] [VALUE] 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 16 to 19 years 20 to 24 years 25 to 34 years 35 to 44 years 45 to 49 years 50 to 54 years 55 to 59 years 60 to 64 years 65 to 69 years 70 to 74 years 75 years and over 2012 US Workforce by Age Source: US Bureau of Labor Statistics “At Risk” 50-64 Years – 27.3% (2003: 16.4%) “Danger” 65+ - 4.99% (2003: 3.8%)
- 31. Retirement Knowledge Loss In 1997 when Dr. John Richter retired he had built and tested 42 warheads. China’s entire team had built and tested 45.
- 33. In and Above the Flow • In Flow • Happen as a part of the work • Above the Flow • Additional activities required to capture the knowledge
- 34. Redesign the Process • Make success dependent on generating knowledge • Negative knowledge (what doesn’t work and why) is still valuable
- 35. Connect to the Business Results • Connect knowledge management to a key strategy • Metrics are essential to success • Measure the business change – not the use of the technology
- 36. The Great Lubricator: Trust • People are mismatched and will “rub” in places • Friction creates heat and robs energy • Trust is the lubrication that reduces friction
- 37. Interviews Documentation Training Storytelling Mentoring / Coaching After Action Reviews Communities of Practice Knowledge Transfer Tactics
- 38. Interviews (Video) • Video tape experience laden stories • Transcribe the video with closed captions • Appropriately tag the video based on transcription • Allow users to search for the video
- 39. Documentation The national commission on the BP Deepwater Horizon Oil Spill and Offshore Drilling committee reported… “We reviewed thousands of pages of documentation…”
- 40. Training • Training isn’t just instructor led in a classroom • People learn best • In the concrete (not the abstract) • While doing (making it real)
- 41. Story Telling • We grasp the abstract through the means of the concrete • We remember what’s emotionally charged • Share the norms and values of the organization
- 42. Mentoring and Coaching • Mentors and Coaches come along side those they mentor and coach • Pairing programs are effective at generating informal coaching situations
- 43. After Action Reviews • Do Ask: What went right and wrong? • Do Ask: What could have been done to make the project more successful? • Don’t Ask: Whose fault is it?
- 44. Creating Communities (of Practice) • Shared Space (Ba) • Identification and Pride • Shared Experiences • Trust
- 47. Skill Diversity
- 48. Fixed Mindset • “That’s not the way we do things here” • “Our industry doesn’t work like that” • “We can’t change, it’s tradition”
- 49. Organizational Change • Every organization needs change • Most organizations resist change • Change is scary – and the fear must be acknowledged
- 50. John Kotter’s 8 Steps • Create urgency • Form a powerful coalition • Create a vision for change • Communicate the vision • Remove obstacles • Create short-term wins • Build on the change • Anchor the changes in corporate culture
- 53. Bibliography
- 54. Sources of Power
- 56. Thinking, Fast and Slow
- 57. Redirect
- 58. Lost Knowledge
- 59. The Art of Explanation
- 62. Switch
- 65. The New Edge in Knowledge
- 66. How to Measure Anything
Editor's Notes
- #4: Not 100% consensus on definition – or detailed definition
- #6: Sources of Power – Mental Models; knowledge is about how things work. Knowledge – The capacity for effective actionKnowledge is the only thing that when you give it away you still have it.BP -> Video cameras – Bring expertise to a problem (bring experience to bare on the problem)
- #7: Credit Sue Hanley for sharing…
- #8: AKA Information
- #9: Nonaka – Misinterpreted PolanyiSome examples of “We know more than we can tell…”
- #10: Michael Gazzaniga -> Severed Corpus Callosum – Show Walk to Left Visual Field (Right Side of Brain) Right side of brain can not process language. When asked why he was walking Left side (Language processing) said “To go get a coke” – Rationalizing what he had seenThinking, Fast and Slow (Tell them about all the book references)– Most of the time we walk around with System 1 (fast processing) and we don’t do deeper analysis of what we’re seeing.We are responding to things that we don’t have conscious awareness of.
- #11: Symbols are great. Cultural norms/expectationsIn the US … 1; in Germany 2 … just ask me how many pizzas I ordered.Book: The Art of Explanation/The Curse of Knowledge
- #12: In the US and most of the world, on the right. In the UK, on the left
- #13: In the US, respectful. We’ve been taught to clean our plates. In China, rude. You’ll embarrass the host that they didn’t provide enough for you to eat.NOTE: These are things that you wouldn’t think to communicate because they’re obvious. They’re just the rules that you live by.
- #14: PMI requires PM hours to get a PMP
- #16: Deck… 3x4x5Pythagorean theoremHow do you use SharePoint this model?Create a task list for the apprentices to do.Create a video library showing a snippet of the action that you want the apprentice to do repeatedlyCreate a calendar to schedule times for the journeymen and master to be available to the apprentice. (Office hours)
- #17: Systematize everything … The E-Myth RevisitedOf course, this a simplification…
- #18: Book: The Information Diet (Socrates)*** Use the same capacity to do other things.
- #19: KM Captures the knowledge and packages it. Learning management distributes it to others.The student has become the master/teacher.Let’s look deeper at our training is 1% of what we know.
- #21: Pedagogy
- #22: Regulates attention – sleep/wake cycleSupports “high attention” situations.3000GTVR4 – How many others driving it?Self-Concept of learner?
- #23: Disruptive to the learning process – Operant conditioning; test the conditioned stimulus w/o the unconditioned stimulusDistorting to results – “Introspecting about Reasons can reduce post-choice satisfaction” – posters were less valuable if the person was asked to write about it; Gratitude journals can tend to reduce the appreciation/gratitude.Service Request = Unsatisfied learning need*** Broader than just Help Desk calls… story capture*** Gallup Data (Engagement index)
- #25: AIIM – Capture, Manage, Store, Preserve, Deliver
- #28: Unable to Understand –> Simply cannot understand why knowledge management mattersWhen Told – Understand What To Do -> Recognize that an idea would be a “good idea”Know What to Do -> Know what approach to take and when to take it.Do What They Know -> Actually implement what they know how to doKnow What They Do -> Can evaluate their behavior to adapt and improve it (sharpen the saw)
- #34: Generally speaking the larger that salary – the longer time to talentGood RESOURCES in an Knowledge Management system can reduce time for every level of employee.
- #35: The last 4 years voluntary turnover has been approximately 80% of the average level of the last 10 years (i.e. 20% lower than normal)
- #36: 15% Drop in Tenure among 55-64 year olds18% Drop in Tenure among 45-54 year oldsTenured Years/Working Years = 26-33% for 25 Years-64 Years old~36% turnover annually US BLS - ~ 3%/month …PPL (Pennsylvania Power and Light) – Listed as a key risk on their SEC 10K filing that they have a large number of workers with high tenure.
- #38: http://www.lasg.org/LifeAtTheLabs/knowhow.htm
- #39: How expensive is it to realize that the ground on which you’ve built your new product launch can’t support your goals?How have you tried to adjust the plans to account for the poor foundation (one side of the tower’s walls are taller than the other in an effort to straighten it.
- #40: How much would it cost to know that building a steep pyramid will collapse on itself? (Meidum pyramid – built immediately before the bent pyramid had the high angle – 54 deg and the later pyramids had a 43 deg angle. Believed in part due to the collapse of the Meidum pyramid during construction.)
- #42: One more thing to do? OverwhelmedConnect with them where they’re at – make it accessible
- #43: Recognize and Reward -> Reuse is important?
- #44: Book: How to Measure Anything
- #45: Make-Renegotiate-MeetTeam building in the place they are – you want trust in the environment they work in.
- #46: Book: Lost Knowledge*** Culture of failure
- #47: Transcription/closed captioning to make the video searchable.I am discussing with clients/piloting
- #48: The Deepwater commission (2012) produced a 398 page report for the president. The Challenger Accident created a 55 page report (in 1986). The Columbia Accident Investigation Board (2003) generated 248 pages -- neither were able to bring back the lives of the people who lost their lives. Both pointed to issues that had been documented – and ignored repeatedly.Agile isn’t about lack of documentation – it’s about lack of ceremony in documentation.
- #49: Learning to fly a plane. Some bookwork… Lots of watch, do, try again, try again… The instructor slowly does less and less… reminds less and less.
- #50: Book: Emotional Intelligence – Amygdala/Emotionally ChargedBook: Redirect / Power of perceived normsRepository for stories – no matter how they’re conveyedTwitter … No Story telling in 140 characters => Compare to ticker tapesDo the stories have to be real? -> Comedy view; distorted versions of reality
- #51: National Speaker Association Conference – Buddy programProfiles - tracking expertise. Couple with programs encouraging both mentoring and coaching from HR
- #52: This isn’t root cause analysis.People resist AAR if they learn that it’s an excuse to crucify someone.Meeting … action items … attendees
- #53: SharePoint MVPs…Mailing ListBadge of honor – SharePoint MVPPaintball before the MVP summitViolations of trust were dealt with
- #55: We compete on what we knowWe don’t reward knowledge sharing or reuse.
- #56: Mental models/Schemas can be too mismatched.
- #59: Time: 1.5 minutesProfessor @ Harvard Business SchoolCore of this course is mapping SharePoint adoption to his change model
- #60: Diffusion of Innovation – Everett RogersRelative advantage is measured in the eyes of the beholder… i.e. what’s the relative advantage of a Rolex? Status