Contenu connexe Similaire à Tapping into the Agility of Knowledge Networks and Communities (20) Tapping into the Agility of Knowledge Networks and Communities2. INTEGRATED PLANNING
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4. Today’s Speaker
Kate Pugh
President, Faculty
AlignConsulting, Columbia University
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5. Beyond Partnerships:
Tapping into the Agility of
Knowledge Networks and
Communities
Nonprofit Webinar
November 30, 2011
Kate Pugh
AlignConsulting
Author of Sharing Hidden Know-How
www.alignconsultinginc.com
katepugh@alum.mit.edu
Twitter: @katrinapugh
© AlignConsulting www.alignconsultinginc.com 5
6. Contents
• How are networks different from market-based partnerships,
hierarchies, and think-tanks?
• What are knowledge networks? (also called “Communities
of Practice”)
• What are examples of knowledge networks?
• What mechanisms make knowledge networks succeed?
• Where should you start to launch (or enhance) your
knowledge network?
© AlignConsulting www.alignconsultinginc.com 6
7. What’s different about a network?
Market/Partnership Hierarchy Think Tank Networks
What is it “Invisible hand” Top-down decision- Knowledge “factory,” Democratic, diverse
driven by market- making and grants underwriting group; leveraging
clearing price and coordinated actions, collaborative social relationships
trusted rules of vertical knowledge-flow research and supporting multi-
engagement directional K flows
Strengths Market-clearing use Clarity and consistency Intellectual freedom, Loose ties help
of resources, easy of purpose, easy to clout reach; diversity, and
to measure measure flexibility inform rapid
adaptation
efficiency clarity purity agility & reach
Weak- Externalities One-way flows of Narrowly defined Coordination can be
nesses Asymmetries knowledge (Blindspots) view of “knowledge” difficult, requires
(Dominance by Perverse resource and poor translation; investment in quality
resource-rich) usage incentives Granting of rapport, quality of
Myopic and (Selfish behaviors) organizations may knowledge-products,
Tragedy of the protect, or have difficult to measure
commons separate agenda
Undervalues
commonly-held Sluggish to Unidirectional Requires Subtle,
resources change skillful leadership
© AlignConsulting www.alignconsultinginc.com 7
8. How does a network behave?
Network activities Benefits
• De-centralizes power
• Uses extensive ties of • Coordination
its members
• Learns from its own
• Translation
activities • Adaptation
• Leverages cognitive
diversity
© AlignConsulting www.alignconsultinginc.com 8
9. What’s a knowledge network?
A Knowledge Network
(also called a “Community of Practice”)
is a gathering of individuals motivated
by the desire to cross organizational
boundaries, to relate to one another,
and to build a body of actionable
knowledge through coordination
and collaboration.
© AlignConsulting www.alignconsultinginc.com 9
10. How do knowledge network members
behave?
Commonly agreed
goals and objectives
Collaboration (“self-
sacrifice”)
Trust
Cohesiveness
Connectivity
(“networked” beyond)
Using a working
platform
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11. Knowledge networks scale-up
knowledge effectively
Scaling up Global Health Interventions Framework:
“Choose a simple intervention widely agreed to be
valuable, have strong leadership and governance,
have active engagement of a range of
implementers and of the target community,
tailor the scale-up approach to the local
situation, and incorporate research into
implementation.”
Yamey, Gavin (Evidence to Policy, Global Health Group), “Scaling Up Global Health Interventions: A Proposed Framework for Success,” PLoS
Medicine June 2011, Volume 8, Issue 6. E1001049.
© AlignConsulting www.alignconsultinginc.com 11
12. 4 types of Knowledge Networks
Learning / Innovation Translation, local
adaptation
Coordination
Practitioner Support
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13. Gates Foundation research nonprofit
case studies
1. Strive (Coordination)
2. Harvard Project Zero
Learning Innovations Lab
(Learning / Innovation)
3. IHI Perinatal IMPACT
Community (Translation/
adaptation)
4. KM4Dev (Practitioner
Support)
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14. Columbia University research for-profit
examples
1. Fluor Corporation
(Engineering Services)
(Coordination)
2. Pfizer Inc. (Pharma)
(Learning & Innovation)
3. ConocoPhillips (Energy)
(Translation)
4. McKinsey & Company
(Management Consulting)
(Practitioner support)
© AlignConsulting www.alignconsultinginc.com 14
15. Drivers of knowledge networks’
.
effectiveness
Clear objectives, governance and
operating model
Leadership and Convening
Facilitation Power
Feedback Appropriate
mechanisms Technology
© AlignConsulting www.alignconsultinginc.com 15
16. Threats to knowledge networks’
effectiveness
Compromised
Compromised
absorptive
safety
capacity
Misaligned
technology Lack of
conversation
Diffusion of
purpose
© AlignConsulting www.alignconsultinginc.com 16
17. .
Designing knowledge networks for
Success
8 Design Dimensions
Strategic 1. Leaders’ theory of change
2. Objectives/Outcomes/Purpose
3. Role of “expertise” and experimental
learning
4. Operating model
Structural 5. Inclusion/Participation
6. Convening structures and infrastructures
7. Facilitation and social norm
development
Tactical 8. Measurement, feedback and incentives
© AlignConsulting www.alignconsultinginc.com 17
18. Knowledge Network truths to live by
• For the leader/core team
– Can’t be it all, can’t do it all
– Take a stand on expert-learner duality
– Proximity can trump values
– Know the 90-9-1 rule online
– Communicate to recruit, promote, celebrate
– Establish and continuously renew trust
• For the member
– Give without expecting to get
– Be multi-lingual
– Make it a “small world” (make connections intentionally)
– Bad reputation travels faster than good
– Establish and continuously renew trust
© AlignConsulting www.alignconsultinginc.com 18
19. Destination
Knowledge Networks are where necessity, creativity and
belonging come together.
© AlignConsulting www.alignconsultinginc.com 19
20. Some Reading
• The Hidden Power of Social Networks:
Understanding How Work Really Gets
Done in Organizations, by Rob Cross
and Andrew Parker, Harvard Business
School Press, 2004
• Sharing Hidden Know-How by Katrina
Pugh, Jossey-Bass, April 2011
• Sustainable Communities: Top 10
CSFs for Keeping the Faith, by Katrina
Pugh IBM Synch.rono.us Blog, July 19, NASA Ask Magazine
2010 NASA Ask Magazine
• Jamming with the Institute for
Healthcare Improvement “ by Katrina
Pugh and Jo Ann Endo, NASA Ask
Magazine, Winter, 2011)
© AlignConsulting www.alignconsultinginc.com 20
21. 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 Cubist Pharmaceuticals, Fidelity Investments,
www.alignconsultinginc.com
katepugh@alum.mit.edu The Gates Foundation, Institute for Healthcare Improvement, Medtronic,
Twitter: @katrinapugh 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, Reuters Great Debate and Ivey Business Journal.
© AlignConsulting www.alignconsultinginc.com 21
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