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Conversation Channels Insight

Into Action!

Kate Pugh

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Synthesis Partnership works with nonprofit

organizations facing or creating change to

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Today’s Speaker

Kate Pugh Author, President, Educator

AlignConsulting and Columbia University

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Sam Frank, Synthesis PartnershipAssisting with chat questions:

April Hunt, Nonprofit Webinars

Conversation Channels Insight Into Action!Knowledge Jam Concepts for Nonprofit WebinarsSeptember 14, 2011

Kate Pugh AlignConsultingAuthor of Sharing Hidden Know-Howwww.alignconsultinginc.comkatepugh@alum.mit.eduTwitter: @katrinapugh

(c) 2011 AlignConsulting 5

Agenda• The Knowledge Jam

–What’s the problem?

–What’s Knowledge Jam?

–Deep dive on facilitation, conversation, translation

• Comparing K Jam to other knowledge-capture tools

• You

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―Convening‖ is today’s leadership edge

7(c) 2011 AlignConsulting

1990s 2010s2000s

Raw skill

(in technologies,

markets)

Networks and

Relationships

(people, companies,

nations)

Convening

people and ideas

(even ones we

don’t know)

Facebook

Twitter

Google

Partners in Health

Bill & Melinda

Gates Foundation

Nike

Ebay

Amazon

Walmart

World Bank

Pew Research

Raytheon

GE

Apple

Hewlett Packard

Compaq

Partners in Health

Big

Bo

as

tB

uzz

Dot-com “nano” “social”

$85,000 opportunity cost (est.) for

every 100 nonprofit knowledge workers

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Source: Laurence Prusak and Al Jacobson, ―The Cost of Knowledge,‖ Harvard Business Review, November, 2006, Reprint F0611H) (Kate Pugh’s simple calculations 5-15

business days elapsed; $100/hr, 10hrs/interaction, 10 interactions/yr; $100 x 100 x 84% = $8,400/year one typical employee spends in these time-sinks annually)

$8,400 opportunity

cost per year, per

employee or

volunteer in these

time-sinks

Tapping into hidden know-how pays off for

nonprofits (and their ecosystem)…

9(c) 2011 AlignConsulting

Developing new programs

Leadership/team transitions

Initiating partnerships

Overcoming Info-Glut

Sharing comms. insights

Integrating mergers

Adopting social Media or

other tech initiatives

What’s holding back sharing know-how?

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Knowledge “Blind Spots”

Knowledge “Mismatches”

Knowledge “Jails”

Knowledge Jam definedKnowledge Jam is a process for bringing out know-how via a facilitated conversationbetween knowers and learners, with a built-in step to circulate or “translate” what was learned.

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Facilitation(boundary spanning)

Conversation (surfacing usable insights)

Translation (putting know-how

to work)

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Knowledge Jam’s ―conversation‖ is not

the end point – reuse is

1. Select 2. Plan3. Discover/

Capture4. Broker 5. Reuse

Scope,

Sponsor

Get partici-

pants, topics

Facilitate

conversation

Translate and

circulate

Apply and

measure

Case Study: Institute for Healthcare

Improvement Knowledge Jam• Situation: Need to accelerate perinatal hospital teams’ time to ―gel‖

(integrate & practice quality steps)

• Burning Question: What’s ―gelling‖? What helps? Hinders?

• Select/Plan before Knowledge Jam Event: 4 months

• Participants (~10): Nurses, Doctors, quality

program mgrs, non-profit’s program

designers and faculty,

• A Big Insight: Must ―gel‖ intentionally

(process, people, gatherings, quality

techniques), but informal storytelling sticks

• Result: ―Gelling‖ added to org-wide design

model

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Jamming with the Institute for Healthcare Improvement ― (NASA Ask Magazine, Winter,

2011) http://www.nasa.gov/offices/oce/appel/ask/issues/41/41i_jamming.html

Case Study: Biofuel/Bioproducts

Institute Knowledge Jam• Situation: Energy research program

was shifting from academic ―initiative‖

(NSF-funded) to ―institute‖

• Burning Question: What can

we glean from first 3 years

of running the initiative to ―hit

the ground running‖ with the institute

• Select/Plan before Knowledge Jam Event: 2.5 months

• Participants (~20): Chem engineers, chemists, sociologists, economists,

business sponsors, industry associations

• A Big Insight: Broadcast and integrate roadmaps (multi-dimensionally).

Don’t wait until after you solve a problem to share it.

• Result: Well-prepared for Board (which approved); increased project

funding; staffing diversification.

14Knowledge Jam for Chicago KM 110208

Deep Dive: Facilitation,

Conversation, Translation Disciplines

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1. Facilitation DisciplineFacilitator..

• Prioritizes

• Coordinates

• Sets Tone

• Convenes

• Presides

• Models

• Probes

• Captures

• Summarizes

• Nudges

• Measures

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1. Facilitation Discipline (cont’d)Michael Wilkinson’s’ generic information gathering moves:

17Knowledge Jam for Chicago KM 110208

Help brokers take the lead during these moves

Float—–

―What about. . .

? What are the

benefits?‖

Tag Question—

―That’s

important, isn’t

it?‖ (warms

people up)

Prompt Question—–

―What else

might come into

play?‖

Leading Question—

―Are there

solutions in the

area of. . .?‖

Playback—

―Let me try to

restate that. . . .‖

Redirect—

―Good point.

Can we put that

in the parking

lot?‖

Indirect Probe—―

And the reason

you did that is. .

. .‖

Direct Probe—―

Why is that

important?‖

Thank You!

2. Conversation Discipline

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Pursuit of Diversity

Glen

Beck!

Paul

Krugman!

Lady

Gaga!Michele

Bachman!

John

Stewart!

Practices of Dialogue

ListeningSuspension

Respect

Voice

Not assuming

(opposite: Abstraction)

Not judging

(opposite: Certainty )

Appreciating what is

(opposite: Violence)

Sense of agency or authority

(opposite: Idolatry)

Posture of Openness

2. Conversation Discipline (cont’d): shared

record typed and displayed in real-time

19(c) 2011 AlignConsulting

Topic Comments Summary/ImplicationsPlank 1:"Investing in the Future Donor Base" (e.g., non-donors, younger donors, stretch giving)

Broker 1: We are working on a number of things for this phase of the 2010 campaign. We call them Planks. The first plank is about expanding to future donors.

Originator: We get young students involved in solicitation. We have a phonathon and 30-50 people come. We give them food, drink (not too much). We see a lot of camaraderie. It can be great for training students to be agents. I’d love to have us train a bunch and select them as a “team” who stay with the annual fund for year.

Broker 1: Our team mate has shown us that the younger classes don’t like the phones. And even some older classes like connecting at least in part with email. What about using social media like Facebook?

Originator: I’m not big into that, but others are. Anything that makes them feel wanted is good. I was surprised how much the male alums had a ball together on the phones.

Phonathons may train students as future Agents.

Consider having a recent alum phonathon

Keep up the interactions, the “fun” as solicitation moves to non-phone (e.g., social) media.

Plank 2: "Improving Asking Techniques"

Broker 1: Another plank is “Improving our Asking Techniques.”

Originator: Yes. In two words: “Shut Up!” I’m concerned that Ivey League Univ. is giving over a lot of the asking to the students. It’s a big mistake. They just don’t have that skill. You need information. I was hostess for some of Ivey League Univ.’s cruises and really got to know people. You need to be armed with this information about the people.

Broker 1: So, you really get to know them?

Originator: Yes, it takes time. At the first meeting you don’t ask. You get to know them.

Broker 1: Did you ever ask people to “top off” their gift?

Originator: Never. Well, not usually. But I learned how to communicate with […].

Broker 1: How much research should a small school like the school be doing? Especially given limited resources?

Originator: Research is really important. Have a folder on the biggest donors. Get all of the names connected. Maybe the trustees can help? They may know a lot.!

Get to know donors; know about them, especially where there are current events which impact the asking level or timing

Consider having Trustees help with research

School’s Advancement office (brokers) Jamming with Ivy League fundraising veteran (originator)

3. Translation Discipline

Brokers’ roles

• Representing the ―Seekers‖

• ―Remixing‖ Content

• Promoting learning

• Handling perish-ability

• Measuring impact

• Being a change agent!

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2. Translation Discipline (cont’d)

21Knowledge Jam for Chicago KM 110208

Type of Knowledge

(illustrative)Seeker Profile (illustrative) Brokered Form (illustrative)

Brokering Vehicle

(illustrative)

Process, e.g., how we

ramped up a health

intervention

Another region Annotated process flow Work aid, kit, video

Service, e.g., how we

defined a Service

lifecycle

Another program team Feature prioritization,

template

Service roll-out

presentations

Target community, e.g.,

how our target customer

segment responded to

advocacy

Regional service

organization

Pilot log, ―trial‖ notes

and anecdotes

Customer Service rep

(CSR) screens

Program, e.g., how we

taught our special

needs kids math

Another school district Lesson plans Online district-wide

sample curriculums

Organization, e.g., how

we managed internal

stakeholders during a

restructuring

Change management

teams

Stakeholder matrix,

message samples, etc.

Online transition kits

Comparing Knowledge Jam to Other

Capture-Transfer Methods

Facilitation

Conversation

TranslationOrganizational Learning Collaboration Technology

Intelligence Acquisition

Search/AlertsClipping services

After Action ReviewMentoringDiscussion ForumsWikis

Reporting InterviewAppreciative InquiryKnowledge Harvesting

Community of Practice

Knowledge Jam

Peer Assist

22(c) 2011 AlignConsulting

Instructional Design

Individual Journaling or Procedure Writing(not in graphic)

IBM Innovation Jam™

You are the Knowledge Jam convener

23(c) 2011 AlignConsulting

Surfaces usable insight • Tone of common curiosity

• Models

• Probes, Captures

Puts knowledge to work• Summarizes

• Translates

• Measures and Nudges

Spans boundaries • Brings people and ideas together

• Prioritizes

• CoordinatesFacilitation

ConversationTranslation

You can grow the knowledge jam

―convening competency‖…

• Span boundaries across

unconnected groups

• Convene break-through

conversations

• Inspire responsibility for shared

learning, and collective change

• Get people thinking about

analogous cases

24(c) 2011 AlignConsulting

Social NW analysis, social media

planning

Facilitation, dialogue, systems

thinking, café models

Change mgt., Stakeholder mgt.,

impact communication

Story telling, case development

Start a knowledge portfolio

(―feasibility and impact‖ 2x2)

• Identify the risk implications of

blindspots

Fa

cili

tatio

n

Con

ve

rsa

tio

nT

ran

sla

tio

n

Discussion1. Facilitation: Where might it help to span boundaries

intentionally, rather than wait for that to happen?

2. Conversation: When do text or document-based

methods omit critical context? What does conversation

add?

3. Translation: How might involving ―brokers‖ – people

invested in outcomes -- improve the likelihood that

knowledge gets put to work?

25(c) 2011 AlignConsulting

Kate Pugh, AlignConsulting and

Columbia University• Kate has 17 years of consulting and seven years of industry experience.

She held leadership positions with Intel Corporation, JPMorgan, and

Fidelity. She is on the faculty of Columbia University’s Information and

Knowledge Strategy Masters program, and is author of Sharing Hidden

Know-How (Jossey-Bass/Wiley, 2011).

• Kate helped run Intel Solution Services’ Knowledge and Process Mgt

Group, led Fidelity Personal & Workplace Investments KM, and initiated

and ran the JPMorganChase’s Finance Portal Program.

• Kate has helped launch and/or run over 20 communities of practice,

including Intel’s award-winning Enterprise Architects’ community.

Sample clients include Fidelity Investments, The Gates Foundation,

Institute for Healthcare Improvement, Medtronic, Mitokine Bioscience,

Project Management Institute, and The World Bank. Kate is on the

Board of Knowledge Mgt. Institute Canada.

• Kate has an MS/MBA from MIT Sloan, a BA in Economics from Williams

College, and certificates in Dialogue, Facilitation, Mediation, Project

Mgt., and LEAN Six Sigma.

• Kate has articles in Harvard Business Review, NASA Ask Magazine,

Dashboard Insight, IBM Syn.Chrono.us Blog and Ivey Business Journal.

(c) 2011 AlignConsulting 26

www.alignconsultinginc.com

katepugh@alum.mit.edu

Twitter: @katrinapugh

Some Reading• Sharing Hidden Know-How (Jossey-

Bass, April 2011)

• ―Knowledge Jam: Three Disciplines to

Beat the Merger Performance Odds,”

Ivey Business Journal, July/August,

2011.

• Jamming with the Institute for

Healthcare Improvement ― (NASA Ask

Magazine, Winter, 2011)

• ―Don’t Just Capture Knowledge – Put It

to Work,‖ Katrina Pugh and Nancy M.

Dixon, Harvard Business Review, May

2008.

• Sustainable Communities: Top 10

CSFs for Keeping the Faith, IBM

Synch.rono.us Blog, July 19, 2010

(c) 2011 AlignConsulting 27

NASA Ask Magazine

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