Identifying work complexity and its impact on staffing, training and knowledge management

1. Considerations for Choosing the Best
Knowledge Transfer Approach
1. Identify knowledge requirements - i.e. the
type of knowledge people need to acquire.
2. Understand the nature of the work, in
particular the level of complexity.
3. Choose knowledge capture and knowledge
transfer tools that match type of knowledge
needs and support the level of complexity.
Sunday, May 22, 2011

2. What do people need to learn?
1. Facts, data or information “about” - Declarative
Knowledge
2. Procedure(s) or process for completing a task -
Procedural Knowledge
3. Mental model (multi-dimensional model of how
something works) - Declarative, Procedural,
Contextual, Social and Systemic Knowledge
Match learning requirement with appropriate
knowledge capture and knowledge transfer tool(s).
Sunday, May 22, 2011

3. How complex is the work?
• Number and nature of tasks. • Level and impact of decision-
Single task at a time or making
multiple, simultaneous tasks?
• Need for recognizing subtle
• Number of factors, cues
interactions and relationships
• Frequency and predictability
• Level of uncertainty or of change
ambiguity
• Amount of supporting
• Amount of sensemaking technology, its complexity
required and frequency of change
The complexity of the work influences the choice of
knowledge capture and knowledge transfer tools.
Sunday, May 22, 2011

4. JOB COMPLEXITY MODEL: LEVELS OF WORK
1 2 3
Simple Complicated Complex
Straightforward, easy to define Complicated but knowable (a Complex relationships and
and proceduralize Ferrari) interactions; difficult to know
(The Rainforest)
Predictable Mostly Predictable Unpredictable
Few unknowns Mostly predictable with some Frequent unpredictable events;
unknowns High degree of unknowns
Slow or No Change Regular Change Frequent & Rapid Change
Change is infrequent and slow Regular, but manageable change Change is constant
Routine Mostly Routine Non-Routine
Same tasks done Some routine, some non- High variety and differentiation
repeatedly, very little variation routine tasks, moderate of tasks; rarely do the same
variation tasks the same way twice
Tactical Tactical Strategic
Short time horizon Short to medium time horizon Long time horizon
Low Impact Medium Impact High Impact
Contribution has low impact; Contribution has low to Contribution has high impact;
Impact of mistakes is low medium impact, Impact of Impact of mistakes is high
mistakes is medium to high
Sunday, May 22, 2011

5. STAFFING, TRAINING & KM FOR COMPLEXITY
Simple 1 Complicated
2 Complex 3
Type of Work
Straightforward, easy to define Complicated but knowable (like Complex relationships and
and proceduralize; predictable, a Ferrari); Mostly predicable, interactions; difficult to know
knowable, minimal and/or regular but manageable change (The Rainforest); Change is
infrequent change constant and unpredictable
Mostly Routine: Some Non-Routine: High variety
Routine: Same tasks done routine, some non-routine and differentiation of tasks;
repeatedly, very little variation tasks, moderate variation rarely do the same tasks the
same way twice
Knowledge Management
Smart Procedures &
Support
Quick reference work Principles and Heuristics
& Work Support
instruction, online references, Visualizations (Multi-dimensional) Stories, Case Studies
procedures, checklists Troubleshooting Guides Discussion/Exchange with other
Heuristics people in similar role
Diverse experiences and
Traditional Training methods, On Simulations, Apprenticeships
Training
opportunity to build mental
the Job Training model
Longer time to competency,
Scenario Design for practice and
Easy to learn, quick ramp-up requires more opportunities,
reinforcement of high level
hands-on experience
cognitive skills
Staffing
DNA: Sensor, Procedures DNA: Systemic thinking DNA: Design Thinking
Easy to staff, minimal off-map Direct experience is important DNA match is critical
decision making
Sunday, May 22, 2011