why robins don't drink milk and people don't share knowledge - judith parker

People and Knowledge Management

1. Why they share & learn 2. How they share and you build 3. What they share

Is your KM plug in the socket or have you left it dangling?

WHY?

Capturing, distributing, and effectively using knowledge Artifacts Codified Knowledge Skills Capabilities Apply knowledge Experiences Context of knowledge Customer Knowledge – multi-national sales teams Knowledge in �Products – drugs (clinical trials) Knowledge in People – PKM + PDP � �Knowledge in Processes – e.g. risk assessment Organizational Memory – �project knowledge Knowledge in Relationships – network analysis � �Knowledge Assets – Intellectual capital business intelligence, Collaboration, Competitive intelligence, Content management, Customer/experience relationship management, Enterprise search and discovery, Big data management, Business process management, Adaptive case management, Imaging, Workflow, Document management, Cognitive computing Tacit Explicit communication Best practice Discussing Depositing Filing Reading Listening Codification Personalisation Databases, external & internal Content Architecture Information Service Support (training required) Data mining best practices Lessons learned After action analysis Community & learning Directories, "yellow pages" (expertise locators) Findings & facilitating tools, Groupware, Response teams, Cultural support, Current awareness profiles and databases, selection of items for alerting purposes / push, Data mining best practices, spaces - libraries & lounges (literal & virtual), Travel & meeting attendance

Environment• Need to build trust

• Performance Contract• Similar motivation to share and learn

• Team spirit• Good sportsmanship

• Trust• Obligation

• Peer pressure• Proof of value to BP

• Relationships

Self• Recognition for good work / ideas

• Self gratification• Self learning

• Feedback and evolvement of own ideas• Excitement / enrolment

• Receiving personalised information/knowledge• Intellectual curiosity

• Feel good• Recognition• Boredom

• Asking for help• Reputation

• Learn by mistakes• Constructive feedback

• Hard cash• Feeling of making progress

• Desire for higher performance• Praise

• Curiosity• Knowing you have knowledge that other people want

• Empowerment• Acceptance into team • Ease of use of the tools

What motivates us to share?

70% 30%

Self• Make valuable for me to keep i.e. no cash

reward• Ignorance

• Time• Negative feedback

• Takes too long• Power

• Information overload• No money incentives

• Risk of exposure

Environment• Insecurity• Mistrust

• Don’t realise relevance• Poor tools / lack of tools• Fear of boring people

• Unsure of importance relevance• Information overload• Crap infrastructure

• Discomfort with person / topic• Exclusion

• Attention of recipient• Reliance on someone else to do it

•Not knowing who to share with (e.g. personalisation of e-mails)

• Team interaction

What motivates us not to share?39% 61%

Summary

Why:Knowledge needs to stay attached to the personBehaviour is difficult to changeWe have to use their self interest to make them want to shareWe have to provide tools and processes so they know how to share

What makes people want to learn?

Habit

Curiosity

Time constraints

Culture

Challenge

Control

Competition

Recognition

Why they wanted to learn:‘Secrets’ – intriguing ‘my’ – the person owns the knowledge and the success‘Success’ – presupposition they were successful

Why they wanted to share:•Recognition•Knowledge and personal exposure leads to demand•Senior leaders / strong profiles

Backed up with:•Highly visual, interesting and engaging content•Short, catchy intros•Metrics leading to continuous improvement mindset for content

Secrets of my Success

Social network successes• Groups with shared interest and high levels of capability –

Drillers @ BP; IT @ GSK

• Based on individual profiles

• High levels of transparency for owners of knowledge / expertise

• Immediate feedback and learning, leading to self regulation (hopefully!)

• Short succinct nuggets of knowledge with ongoing dialogue

• Simple tool and process

Summary

Why:Knowledge needs to stay attached to the personBehaviour is difficult to changeWe have to use their self interest to make them want to shareWe have to provide tools and processes so they know how to shareTake a systems approachThink about the attributes of your networks

HOW?

Understand individuals in networks

Malcolm Gladwell – Tipping Point Connectors, Mavens, SalesmenJohnny M at BP – the glue in the machineCoffee Breaks at BP – 50 of separation

If you build it, they may not comePut content where people go anyway-Website design-Newsletters-Internal meetings, events-Posters and desk drops-Emails and calendars-Create a trigger to build a habit

Summary

Why:Knowledge needs to stay attached to the personBehaviour is difficult to changeWe have to use their self interest to make them want to shareWe have to provide tools and processes so they know how to shareTake a systems approachThink about the attributes of your networks

How:Create mobilityEmbrace the natural enthusiasts and think about different KM rolesFocus on the end goal and use existing pathways rather than create new ones

WHAT?

NEWSROOM

Timely - weeklyAccurate – data drivenRelevant – all contributors involvedPLUSExposure for non-learnersIdentified barriers to learning

RelevantAccurate

Timely

Summary

Why:Knowledge needs to stay attached to the personBehaviour is difficult to changeWe have to use their self interest to make them want to shareWe have to provide tools and processes so they know how to shareThink about how you create your networks

How:Create mobilityEmbrace the natural enthusiasts and think about different KM rolesCreate the path where users goTake a systems approach

WHAT:Make everything relevant, useful, timelyInvestigate barriers to sharing or learning

ASSUME NOTHING

FIND EVIDENCE

BE OPEN AND CURIOUS

USE WHAT EMERGES

DON’T WASTE ENERGY CHANGING BEHAVIOUR

- USE EXISTING ENERGY TO POWER YOUR MACHINE

Thank you