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Social Learning & Knowledge Transfer @ Speed
- 1. www.greenesconsulting.com SIKM Sept 20, 2011 Kent Greenes Slide Source: hbr.org, July–August 2009, “The Big Shift” Knowledge Transfer in a Digital World: The shift is on!
- 5. Source: Nancy Dixon, Common Knowledge Associates Slide A B C D E F Right Answer B C D E F
- 8. SN * KT = Added Value More informed thinking Strong ties Weak ties Accelerate incubation of ideas Rapid answers Optimize innovation & effectiveness Connection Collaboration www.greenesconsulting.com Slide Source: Aug 2010 Kent Greenes
- 11. Social Sensitivity …trumps individual IQ when it comes to performance of small groups www.greenesconsulting.com Slide What are the implications for sharing and transferring knowledge in teams and groups? Sources: Science 2010, Evidence for a Collective Intelligence Factor in the Performance of Human Groups, Woolley and Malone et al; TCB Mar 2011, Daniel Wilson, Harvard LILA
- 15. Slide
- 18. Great Knowledge Leaders… www.greenesconsulting.com Organizational Capability Next Organizational Capability Today Support & recognize Create & maintain attention Source: Oct 2010 Kent Greenes AOKM Slide Prioritize & align Shape behaviors & performance
Notas del editor
- hbr.org, July–August 2009, “The Big Shift” The forces of change impacting economic value and transforming the competitive landscape: 1. Foundational wave: Extraordinary changes in digital infrastructure that enable vastly greater productivity, transparency, and connectivity 2. Second wave: the increasing flow of knowledge, talent & capital 3. Exploiting the foundational improvements in in digital infrastructure by creating and sharing knowledge to impact markets, companies and people
- Many tasks & decisions that could be effectively handled by an individual in earlier times now exceed the scope of a single person….
- This model is intended to show the potential value that can be added by enabling KT with social media. It’s also intended to serve as a guide for identifying relevant SM tools to help deliver the intended value. Key Elements of the framework: The x-axis represents the communication intent between people. Connecting with someone requires little or no commitment. Collaboration requires some amount of commitment. Think of the difference between a network of people and a team or community. The y-axis represent the social ties or level of 'connectedness' between people. Strong ties exist between people you know well such as close family members and people you trust. Weak ties exist between people you know something about, such as acquaintances. Each box represents the value added by enabling the transfer of knowledge through the use of various social media. For instance, a social networking site such as Facebook or LinkedIn can be used to identify people you don't know very well, such as acquaintances (weak ties), with some knowledge or experience that could inform your thinking about an ambiguous problem you are trying to solve. Business drivers & potential benefits Ability to extend collaboration in a de-centralized environment Contribute to organizational goals by promoting sharing of best practices Eliminate redundancy Be considered an employer of choice by Gen Y job seekers Shifting workforce (40% Yers or millennial) that is more dependent on social media Industry shifting to virtual design; external social networking is standard part of business (applying knowledge)
- 1 Giving Learning an Agenda, Apr 2011, TRAINING & DEVELOPMENT IN AUSTRALIA 2 IBM Training Solution Speeds Learning at Shell, Apr 2011, PR Newswire 3 A model lessons learned system, Nancy Dixon blog: http://www.nancydixonblog.com/2011/02/a-model-lessons-learned-system-the-us-army.html , Feb 2011 4 Meet ambiguity head-on and win, by Knight & D’Arcy, www.trainingjournal.com, May 2011 5 Building Experiential Learning About Quality Improvement Into A Medical School Curriculum, by Ogrinc, Nierenberg, Batalden, Health Affairs, Apr 2011 6 Collective Learning: Interaction and a Shared Action Arena by DÖÖS and WILHELMSON, Dept of Education, Stockholm Univ, 2011 7 The world is my school, by Anderson, The Futurist, Feb 2011 8 Learner-centric design, www.TrainingJournal.com , Feb 2011 9 Not Without Purpose, by Jay Cross 2006 10 L&D Innovation and Ideation, by David Hooton, 2011 11 Learning integration: can informal learning be formalised? by Gareth Walters, Training Journal. Ely: Mar 2009 12 The power of the conversation architect, blog by Nancy Dixon, 2011 13 Conversation as experiential learning, Ann C Baker; Patricia J Jensen; David A Kolb, Management Learning; Dec 2005 14 A Case Study of Micro-blogging in the Enterprise by Cook, Apr 2010 15 Wiki in Your Company_SIM_2006 16 Communities Making Fluor Distinctive, pg. 104, Knowledge Transfer in a Digital World, TCB RWG Report, Nov 2010 17 Peer Assist: Learning Before Doing, Greenes, NASA ASK Magazine, 2010 18 Knowledge Jam for Conf Board, presentation by Kate Pugh, May 2011 19 After Action Reviews During Operations, Appendix B, Knowledge Management Section US Army Field Manual 20 AAR How to Guide, by Kent Greenes, updated 2010, www.greenesconsulting.com 21 Governance, Section VII, Knowledge Transfer in a Digital World, TCB RWG Report, Nov 2010 22 The Future of Learning, Powerpoint presentation by Daniel Wilson, Mar 2011 23 Social Learning Unleashed, by Meister & Willyerd, www.clomedia.com , Apr 2010 24 BT’s Dare2Share’s award-winning program where engineers capture and document their own experience and knowledge for access by others; brief podcast www.youtube.com/watch?v=gtVYkEdGtfo Sept 2009 25 Google’s EngEDU approach for enabling user-generated content; http://www.youtube.com/view_play_list?p=A44D476C50BAB197 26 Formalizing informal learning, Chief Learning Officer, March 2010, www.clomedia.com 27 US Army Leader Challenge, presentation by Tony Burgess, TCB Knowledge Series, March 2011 28 Harvard Collaboration Glue, “The Convener Role”, by Kate Pugh, HBS Insight Center Article for Collaboration Issue, 5/24/11 29 Action learning accelerates innovation: Cisco’s Action Learning Forum, Organization Development Journal; Winter 2007 30 “Where social learning thrives”, by Maricia Conner in Fast Company and her blog, : http://learnativity.com/social-learning-thrives/ 31 A New Culture of Learning by Douglas Thomas And John Seely Brown, 2011 32 12 Brain Rules, by John Medina, Affiliate Professor of Bioengineering at the University of Washington School of Medicine and Director of the Brain Center for Applied Learning Research at Seattle Pacific University http://www.brainrules.net/the-rules 33 How we learn in organizations, blog by Nancy Dixon: http://www.nancydixonblog.com/how-we-learn-in-organizations/ 34 Speeding Up Team Learning, by Edmonson, Bohmer , and Pisano , HBR Online magazine, 2001, http://hbr.org/2001/10/speeding-up-team-learning/ar/1
- Just as there is a general capability to perform a broad range of work — individual intelligence, there is a similar general capability that can be a measure of a group of people working together. The authors call this “collective intelligence” Collective intelligence is not primarily a function of the intelligence of the individual members of the group (or of the ‘smartest’ person in the group). The strongest predictor of measured “collective intelligence” is the social *sensitivity* of the members and the equality of distribution of conversational turn-taking? http://www.sciencemag.org/content/330/6004/686.abstract Science 29 October 2010: Vol. 330 no. 6004 pp. 686-688 DOI: 10.1126/science.1193147 Report Evidence for a Collective Intelligence Factor in the Performance of Human Groups Anita Williams Woolley 1 , , Christopher F. Chabris 2 , 3 , Alex Pentland 3 , 4 , Nada Hashmi 3 , 5 and Thomas W. Malone 3 , 5
- Confront the reality of the organization’s capability in a rapidly changing environment Convene enterprise-wide conversation to develop a ‘burning platform’ for change Demonstrate the power of collective knowledge practices, tools, roles and incentives Keep L&KM on the agenda Ensure all learning & KM initiatives directly support strategic & operational objectives Align and leverage internal stakeholders to optimize resources allocated to organizational learning Model knowledge sharing and collaborative behavior Create demand for learning thru stretch performance Use performance-based inquiry to drive learning & knowledge transfer Convene conversations that brings diverse thinking & perspectives together Constructively re-frame difficulties as opportunities Help knowledge sharing survive the tyranny of day-to-day operations Make it safe for people to ask questions, share openly and trust the answers they receive Invest in the digital infrastructure to enable flow of knowledge & talent Provide resources in the form of space (physical as well as mental) and expertise in facilitating change Reward exceptional knowledge sharing behavior Quickly respond to challenges and requests