The kind of conversation I’m

interested in is one in which you start with a

willingness to emerge a slightly different

person.

Theodore ZeldinConversation

Theodore is an Oxford Historian

The birth of the The birth of the Gurteen Knowledge CafeGurteen Knowledge Cafe

London, September 2002

Global Knowledge CafésGlobal Knowledge Cafés

• Have run them all over the world

• In many different cultures

• Some interesting cultural issues

• Format always works

• People love to talk

Speed networkingSpeed networking

Gurteen Knowledge Café WorkshopGurteen Knowledge Café Workshop

AgendaAgenda

• 09:30 – 09:45 Introduction (15 mins)• 09:45 – 10:10 Business is a Conversation (25 mins)• 10:10 – 10:30 Knowledge Café Process (20 mins)• 10:30 – 10:45 Conversation + Q&A (15 mins)• 10:45 – 11:00 Coffee (15 ins)• 11:00 – 12:30 Knowledge Cafe (90 mins)• 12:30 – 13:30 Lunch (60 mins)• 13:30 – 13:45 Selling to Senior Management (15mins)• 13:45 – 14:00 Recording Outcomes (15 mins)• 14:00 – 14:45 Types of Café & Applications (45 mins)• 14:45 – 15:00 Coffee (15 mins)• 15:00 – 15:15 Tips and Techniques (15 mins)• 15:15 – 15:30 Cultural Considerations (15 mins)• 15:30 – 15:45 Informal Conversation (15 mins)• 15:45 – 16:30 Action Circle (45 mins)

PhotographsPhotographs

Our job is to have interesting conversationsOur job is to have interesting conversations

Business is a conversationBusiness is a conversation

Business is a conversation because the defining work of business is conversation -

literally.

And 'knowledge workers' are simply those people whose job consists of having

interesting conversations.

David WeinbergerThe Cluetrain Manifesto

Conversation is a meeting of mindsConversation is a meeting of minds

Conversation is a meeting of minds with different memories and habits.

When minds meet, they don't just exchange facts: they transform them, reshape them,

draw different implications from them, engage in new trains of thought.

Conversation doesn't just reshuffle the cards: it creates new cards.

Theodore ZeldinConversation

KM is about understandingKM is about understanding

For all our knowledge, we have no idea what we're talking about.

We don't understand what's going on in our business, our market, and our world.

KM shouldn’t be about helping us to know more. It should be about helping us to

understand.

So, how do we understand things? It's through stories that we understand how the world

works.

David Weinberger, The Cluetrain Manifesto

DialogueDialogue

The kind of conversation I’m interested in is one in which you start

with a willingness to emerge a slightly different person.

Theodore ZeldinConversation

Principles of DialoguePrinciples of Dialogue

• Suspend assumptions, do not judge

• Observe & listen to one another

• Welcome differences & explore them

• Allow taboo subjects to be raised safely

• Listen to your inner voice

• Slow the discussion

• Search for the underlying meaning Dialogue is based on the work of the physicist

David Bohm

Conversation is our most effective KM toolConversation is our most effective KM tool

Our most effective KM tool is conversation.

The words we choose, the questions we ask, and the metaphors we use to explain ourselves, are

what determine our success in creating new knowledge

as well as sharing that knowledge with each other.

Nancy DixonCommon Knowledge

Conversation is a learning technologyConversation is a learning technology

Conversation is the most powerful learning technology ever invented.

Conversations carry news, create meaning, foster cooperation, and spark innovation.

Encouraging open, honest conversation through work space design, setting ground rules for

conversing productively,

and baking conversation into the corporate culture spread intellectual capital, improve cooperation,

and strengthen personal relationships.

Jay Cross, Informal Learning

SummarySummary

• Business is a conversation

• Conversation is creative

• Understanding is more important than knowing more

• Dialogue is the key to quality conversations

• Conversation is a powerful learning tool

Conversation and Q&AConversation and Q&A

Gurteen Knowledge Café ProcessGurteen Knowledge Café Process

What is a Gurteen Knowledge Café?What is a Gurteen Knowledge Café?

• A Gurteen Knowledge Café brings a group of people together to have an open, creative conversation on a topic of mutual interest.

• To surface their collective knowledge,to share ideas and to gain a deeper understanding of the issues involved.

• Leading to action in the form of better decision making & innovation & thus tangible outcomes.

What resources are needed?What resources are needed?

• Not a lot!

• A group of 20 – 30 people

• A speaker and a facilitator

• A room or other venue

• Tables & chairs to seat 4 or 5 people per table

What do you need in the room?What do you need in the room?

• Unthreatening and hospitable environment

• Good ambience, small cosy, good acoustics

• Small round tables and 4 – 5 chairs

• Optional: paper table cloths, felt tip pens, toys

• NO flip charts

• Refreshments

What’s the process?What’s the process?

• Speaker makes a short presentation 5 – 10 mins

• Poses a trigger question

• Small group conversations at tables

• Three rounds 10 – 15 mins

• Whole group conversation in a circle 15 mins

• Share actionable insights 15 mins

• Two hours in total

What subjects are covered?What subjects are covered?

• Any subject can be addressed

• Explore questions that matter to the participants

• Explore only one theme & question

What’s the role of the facilitator?What’s the role of the facilitator?

• Need not be a specialist

• Should not take a lead in the discussions

• Wander around and listen into the groups

• Resolve any issues

What’s the role of the participants?What’s the role of the participants?

• To be prepared to emerge a slightly different person

• To listen more than speak

• To welcome differences

• To withhold judgment

• To avoid position taking

How do things work in small groups?How do things work in small groups?

• No leader or chairperson

• No reporting back

• Everyone is equal

• No group note taker

• Can make own notes

How does the large group sit?How does the large group sit?

• In a circle

• Takes 2 minutes to move chairs

• Facilitator & speaker sit in circle

• Everyone can see & hear each other & are equal

How does the circle work?How does the circle work?

• Group talks, minimal intervention from facilitator

• No reporting back

• Facilitator may need to encourage participation

• Facilitator gently ensures that no one person or group dominates the discussion

• Connects diverse perspectives

Sharing actionable insightsSharing actionable insights

• Facilitator goes around the circle

• Each person in turn shares something

• A thought, an idea, an insight, something learnt

• Preferably an action

• OK to pass

What are the outcomes?What are the outcomes?

• Outcomes are what you take away in your head

• Deeper understanding of the issues discussed

• Deeper insight into other people’s perspectives

• Better appreciation of your own point of view

• Position to make more informed decisions

• Improved relationships

Café PrinciplesCafé Principles

• Relaxed, non-threatening, open conversation• Close to a pub conversation as possible• No manipulation of people; no hidden agendas• Everyone equal; no table leaders; no reporting back• No one forced to do anything – OK to just listen• Trust people to talk about what is important to them• OK to go off-topic• No summarization or attempt to reach consensus• No capture of outcomes; no flip charts in the room

The Café is NOT aboutThe Café is NOT about

• Making decisions

• Gaining consensus

• Capturing stuff

• Making plans

• Manipulating people in some way

Café MagicCafé Magic

• No explicit or hidden agendas

• No command and control

• No desired outcomes

• No push for consensus

• OK to go off topic

• Freedom to speak your mind

Questions and DiscussionQuestions and Discussion

Lets run a Knowledge CafeLets run a Knowledge Cafe

Café ConversationCafé Conversation

What is the role of conversation and how do we encourage more conversation

in our organizations?

LunchLunch

More on the CaféMore on the Café

• Selling to Senior Management

• Recording Outcomes

• Forms of Café

• Café Applications

• Tips & Techniques

• Cultural Considerations

Two common questionsTwo common questions

• How do I get my manager to permit me to run a Knowledge Cafe?

• How do I capture the outcomes?

Selling to your managerSelling to your manager

• Start with the purpose not the Café

• Focus on an important issue

• Adapt the Café to help address an issue

• Don’t assume no buy-in if not a hard outcome

• Find reason to run a Café for the managers!

Recording outcomesRecording outcomes

• Café is about the transfer of tacit knowledge

• Not about making tacit knowledge explicit

• Recording can kill the conversation

• Avoid disrupting the conversation

• No leader to record group notes

• Personal notes OK

Reasons for Recording outcomesReasons for Recording outcomes

• That’s what we always do• We need a record• To share with others not here• Justify to boss

• For a good “business purpose”

• If nothing will be done with the notes then don’t do it!

Ideas for recording outcomesIdeas for recording outcomes

• External person takes notes on laptop

• Capture 1 item from each person & collate

• Encourage people to blog the session

• Audio capture and transcription

• Visual capture

Café ApplicationsCafé Applications

Forms of CaféForms of Café

• Traditional Knowledge Café

• World Café

• Gurteen Knowledge Café

• Gurteen Action Café

• Other conversational tools

World CaféWorld Café

The World Café is a methodology for hosting conversations about questions that matter.

These conversations link and build on each other as people move between groups, cross-pollinate ideas, and discover new

insights into the questions or issues that are most important in their life, work, or

community.

How is the Gurteen Knowledge Cafe How is the Gurteen Knowledge Cafe different from the World Cafe?different from the World Cafe?

• World Café 1995; Knowledge Café 2002• More business oriented• Usually shorter• For smaller numbers of people• No table leaders• No reporting back• No capture• Less preparation required• Paper & pens on tables optional• Possibly less controlling

Conversational toolsConversational tools

• Knowledge Cafes• Knowledge Jams• Peer Assists, After Action Reviews, Retrospects• (Learn before, learn during, learn after)• Anecdote Circles• Ritual Dissent• Reverse Brainstorm• Open Space Technology• Unconference, unworkshop and Barcamps• Conversation Dinners and Walks

Applying the CaféApplying the Café

• Pure conversational Cafés

• Cafés can be adapted for specific purposes

• Café techniques can be used in other activities

• Café style talks

• Knowledge Café + Open Space

Where might you use the Café?Where might you use the Café?

• Surface hidden problems & opportunities

• Encourage knowledge sharing & informal learning

• Improve decision making and innovation

• Address disengagement and lack of voice

• Help people make sense of the world

• Help people feel ownership of things

Some actual Café applicationsSome actual Café applications

Trinidad & Tobago Oil and GasTrinidad & Tobago Oil and Gas

Canal Boat CaféCanal Boat Café

• On canals in Amsterdam

• At end of week of workshops & visits

• To help summarise the week

• Develop plan for action

Café for a UK government bodyCafé for a UK government body

• Day long workshop

• 3 presentations on social tools

• A knowledge Café

• Future leaders in the group

• Future leaders determine action plan

ISN Knowledge CaféISN Knowledge CaféThe knowledge café has led to a dramatic improvement in terms of inter-team dialog, collaboration & knowledge sharing.

Many internal work processes are now being overhauled for the better as a result of these knowledge cafes & we have seen an explosion of new ideas & initiatives on the part of staff at all levels of the organization.

Simply put, the knowledge cafe format has empowered all our staff to speak up and take the initiative in ensuring the successful development of the ISN.

Chris Pallaris, Chief EditorISN, Zurich

StatoilStatoil

• To surface issues as a result of a merger

• Series of Cafés to bring retiring experts together with younger members to transfer knowledge– In a community hall on an allotment

• Geophysicists– Discussion of preferred technologies– Exchange views on experiences

• Management Training– But not called a Knowledge Café

Questions and DiscussionQuestions and Discussion

Tips and techniquesTips and techniques

The themeThe theme

• A topic people feel passionate about

• Complex issues

• Only ONE question

• Open ended question

• Action oriented

The conversationThe conversation

• The question is only a seed

• OK to go off topic

• Conversation as close to a conversation at the pub or over dinner

The speakerThe speaker

• Speaker and facilitator need not be the same

• Facilitator: involved/not involved

• Speakers can be controlling or dominant– Often run over time– Need to brief and handle

carefully

The facilitatorThe facilitator

• Important to be yourself• Do not control• Experiment a little• Take some risks• Don’t be afraid of silence• Timing can be difficult• Let people talk & leave

them alone & you cannot go far wrong

The venueThe venue

• Need not be a room• Boat on Thames• Canal Boat (long boat in Amsterdam)• Knowledge Walk/BBQ (Greenwich)• Pub (Stavanger)• Outside under sunshades (Scottsdale)• Actual café (London & Barcelona)

The roomThe room

• Important

• Small, cosy

• Small round tables

• Good acoustics

• Paper/toys on tables

• NO flip charts in the room!

The tablesThe tables

People need to be close

enough to touch each other

DoodlingDoodling

Holding in a lecture theatreHolding in a lecture theatre

• Difficult but not impossible

• Problem of moving between groups

• Problem of whole group conversation– reporting back

• Need for microphones

Using microphonesUsing microphones

• Avoid if possible• Need if group larger than 40• People hold on to them• Kills the flow of conversation• One for you + 2 roving mikes• Passing technique 1 (London)• Passing technique 2 (KM Egypt)• Avoid fixed mikes (Jakarta)

Small groupSmall group

• Don’t ask to sit with others they do not know• Change groups 3 times• Don’t specify a number or any rules• People do not like changing groups• Don’t force them!• Kuala Lumpur story

Knowledge circlesKnowledge circles

• Greenwich Story• KM World• Not difficult

Circle processCircle process

• Keep contributions short• Focus on action• Pick someone opposite you• Go around circle• Each person to say who

they are• Ok to pass• Include yourself• Thank them• Use of a talking stick

Circle or whole groupCircle or whole group

• Where you need facilitation skills• People will report back out of habit

– Or ask you questions

• In some cultures best to let them• Even for some groups let them

– Central bank librarians story

• Unless in expert mode do not join in too much• Tolerate silence – pause and wait

Group dynamicsGroup dynamics

• Dominant, outspoken people

• Submissive, quiet people

• Don’t directly address the issue

• Make it clear by setting an example

Dynamics of different sized groupsDynamics of different sized groups

• Very small: 4 or 5 people• Small: 4 – 12 people• Medium: 12 – 24 people• Ideal: 32 people• Large: 50+ people

Listening inListening in

• If expert mode then join in• If facilitation mode then try not to• Wander around and actively listen• “Eyeball” each person• Observe for issues• Watch, think, be prepared to adapt

Wrap upWrap up

• Circle is the summarisation

• No need to summarise at length

• Keep it short and simple

• Thank people

Cultural ConsiderationsCultural Considerations

CultureCulture

• I have run the Cafes in many different countries– UK– Spain– Norway– Russia– USA– Singapore– Hong Kong– Indonesia– Malaysia– Thailand– Australia– United Arab Emirates– Colombia– Brazil– New Zealand– South Africa

Cultural storiesCultural stories

• Jakarta– Open Café - mikes– Workshop

• Kuala Lumpur– Won’t change tables– Won’t go for coffee

• Bangkok– Flee, video

• Dubai– Reporting back

• India– Talk over each other

• Hong Kong– Iranians

• Abu Dhabai– Women

Language issuesLanguage issues

• Ideally one common language

• Speak in own language in small groups

• But then can’t listen in!

• Common language (English) in whole group

• Even own language in whole group

• Use of translators - serial or concurrent

Encouraging informal conversation Encouraging informal conversation

Informal ConversationInformal Conversation

• Coffee and lunch

• Brown bag lunches

• Project/team meetings

• Department & organizational meetings

• Internal seminars

Conversational SpaceConversational Space

• Building design

• Cass Business School, BA, GSK, Canon UK

• Coffee areas

• Reception areas

• Open plan verses cubicles verses offices

Action CircleAction Circle

What is your one actionable insight?

www.gurteen.comwww.gurteen.com

David GURTEEN Gurteen Knowledge Fleet, United Kingdom

Tel: +44 7774 178 650 Email: david.gurteen@gurteen.com

Some slides I did not use Some slides I did not use

Business is a conversationBusiness is a conversation

Here's a definition of that pesky and borderline elitist phrase, 'knowledge

worker'.

A knowledge worker is someone whose job entails having really interesting

conversations at work.

David WeinbergerThe Cluetrain Manifesto

Business is a conversationBusiness is a conversation

The characteristics of conversations map to the conditions for genuine knowledge

generation and sharing:

they're unpredictable interactions among people speaking in their own voice about

something they're interested in.

David WeinbergerThe Cluetrain Manifesto

Business is a conversationBusiness is a conversation

People implicitly acknowledge that they don't have all the answers (or else the

conversation is really a lecture) and risk being wrong in front of someone else.

And conversations overcome the class structure of business, suspending the organization chart at least for a little

while.

David WeinbergerThe Cluetrain Manifesto

Business is a conversationBusiness is a conversation

If you think about the aim of Knowledge Management as enabling better

conversations rather than lassoing stray knowledge doggies,

you end up focusing on breaking down the physical and class barriers to

conversation.

David WeinbergerThe Cluetrain Manifesto

The kind of conversation I like is one where I don’t feel the need to censor anything I say!

David Gurteen

Oh, the comfort - the inexpressible comfort of feeling safe with a person - having neither to weigh thoughts nor measure words, but

pouring them all right out, just as they are, chaff and grain together; certain that a faithful hand will take and sift them, keep what is worth keeping, and then with the breath of kindness blow

the rest away.

Dinah Craik

Conversation is the way that humans have always thought together. In conversation we discover shared meaning.

It is the primal human organizing tool.

Even in the corridors of power, very little real action happens in debate, but rather in the side rooms, the hallways, the lunches, the times away from the ritual spaces of authority and in the relaxed spaces of being

human.

In all of our design of meetings, engagement, planning or whatever, if you aren’t building conversation into the process, you will not benefit from the

collective power and wisdom of humans thinking together.

These are not “soft” processes.

This is how wars get started and how wars end.

It’s how money is made, lives started, freedom realized. It is the core human organizing competency.

Margaret J. Whatley

Open Space TechnologyOpen Space Technology

Open Space Technology (OST) is an approach for hosting meetings,

conferences, corporate-style retreats and community summit events.

They are focused on a specific and important purpose or task—

but beginning without any formal agenda, beyond the overall purpose or

theme.

Four PrinciplesFour Principles

• Whoever comes are the right people

• Whenever it starts is the right time

• Whatever happens is the only thing that could have

• When it's over, it's over

The Law of two feetThe Law of two feet

If at any time during your time together you find yourself in any situation where you are neither learning nor contributing, use your two feet, go someplace else. 

How is Open Space Technology How is Open Space Technology different from Knowledge Café?different from Knowledge Café?

• Different Outcomes• OST Process is more complex• Used other than to gain mutual understanding

– e.g. problem solving and defining agendas

• Meetings tend to be larger– often 100s of people compared to dozens for the Café

• Meetings tend to last longer– often days rather than hours

You rarely see the damage caused by You rarely see the damage caused by bad relationships or the positive outcomes bad relationships or the positive outcomes

of good ones.of good ones.

New Material to be incorporatedNew Material to be incorporated

Something on not doing things to Something on not doing things to peoplepeople

Its OK for people not to talkIts OK for people not to talk

When not to run a knowledge cafeWhen not to run a knowledge cafe

Café is divergentCafé is divergentMeeting is convergentMeeting is convergent

LicenceLicence

• You may use these slides under the following Creative Commons Licence

• Attribution-Share Alike 2.0

• http://creativecommons.org/licenses/by-sa/2.0/uk/