KMW12 W5 Flow of Insights

KMW12 | W5
Knowledge Networks and the KM World 2012

Flow of Insight
Pre-Conference Workshop W5
Tuesday, OCT 16, 2012 | 9aET-12pET
Renaissance Hotel | 999 Ninth St. NW
Washington, DC 20001
http://kmworld.com/kmw12

Chris Jones @sourcepov #kmw12
#w5insight

The Evolution of KM
KMW12 | W5: Knowledge Networks & The Flow of Insight | Page 2

Some are rethinking how knowledge
emerges & moves in the modern
organization.

Are ideas able to flow?
What is our role in making this happen?

Let’s be a part of it.

CONTEXT
We’ll need to challenge our thinking.

http://bit.ly/povKMv takeaways: #kmw12 | #w5insight

Workshop Frame

9aET | Framing our Potential
 5 Essential Questions … and some Possibilities
 Building our Team
 New Semantics of Flow
[1] Learning Networks
[2] Flow of Insight
[3] Adaptive Framing & Process
[4] Outcomes
10aET | Practice
11aET | Synthesis
 Discussion (self-organizing)
 5 optional modules “Collaboration is the flip side of

CONTEXT
knowledge management”
–P.Senge in
The Fifth Discipline (1990)

5 Essential Questions

[1] How does knowledge emerge in an
organization*?
[2] Where does it come from?
[3] Where does it go?
[4] Is this something we can manage?
[5] Can an organization harness value
from this in a meaningful & useful
way?

Answer generally, or model your response from a recent experience.

CONTEXT
[Note: these are KM questions framed using a flow perspective.]

Possibilities

If we could redefine Knowledge Management for the 21st
Century, wouldn’t it need to be:
 Scalable, so all organizations and people could use it?
 Accessible, so everyone could do it?
 Consistent, so it would be easily recognized and repeated?
 Customizable, to fit differing contextual needs?
 Resilient, so it could work around obstacles?
Sounds like a challenge: creating flexibility in such a
volatile marketplace of ideas.

It also sounds a lot like a network.

.. could other metaphors help?

Possibilities

“A river is designed to channel
the flow of water .. a leaf, the
flow of nutrients ..”
- Beth Noveck
former Deputy CIO for the White House
recent TED Talk*

http://www.ted.com/talks/beth_noveck_demand_a_more_open_source_government.html

Possibilities

What might we discover if we opened the flow of ideas in
an organization?
 New (often raw) insights
 New and evolved ideas—how we might nurture, combine and advance them
 Notional solution designs—to understand and frame what we can imagine
 Prototype solutions—to better specify what we might achieve

One raw insight can evolve into many outcomes
How else can we think of flow?

Like a river, the course and current of the flow of insights can change,

CONTEXT
adapting to the environment, moving around obstacles.
Many conditions can influence what enters and exits.
Photo courtesy Amberwood Media Group

Possibilities

As individuals and as member of a team, where might we
raise the bar in our ability to engage in Critical Thinking?
 Navigating abstraction (general v. specific)
 Navigating (setting & holding) context
 Understanding root cause
 Establishing notional frameworks

Our ability to focus impacts our ability to discern
Problem solving involves making choices

For navigation, we can tap our river metaphor again.

CONTEXT
“Dealing with abstraction and the shifting of context is like running the
rapids.” CDNA* p. 19.
*CDNA: The DNA of Collaboration by Chris Jones, © 2012
Photo courtesy McKenzie River Outfitters, Eugene OR

Building Our Team

Let’s look at 12 Roles that often appear during
collaboration, to see where each of us might find a
comfortable spot ..
Aggregator Connector Planner Practitioner

Analyst Designer Referee SME
Catalyst Indirect
Historian Stakeholder

Challenger Moderator

Collaboration’s Key Roles
from The DNA of Collaboration © 2012, Chapter 14, pp. 162-163

Building Our Team

As we introduce ourselves, share 3 roles you’re
adopting as likely “best fit” .. going in ..
Name

Geography About
You
Professional Context

Sample picks (from prior slide):
Current Views on KM & “Flow of Insights” About
Aggregator Your
Perspective
Connector 3 Adopted Roles
& Potential
Planner
Workshop Goals About
Your
Intentions

New Semantics of Flow

People connect, interact, share ideas ..

People are social
creatures Most desire to help,
if they can

Active listening is an
important skill

Think about how and when this happens.

CONTEXT
In what ways do people connect?
Must it always be face to face (F2F) in a conference room? What about virtual?
What are catalysts for new connections?



Learning “BA”
Networks
Places where insights
are free to flow

Think about where this happens.

CONTEXT
What options do people have?
Must it always be face to face (F2F) in a conference room? What about virtual?
What motivates new approaches vs. the tried & true?



Learning Flow of
Networks Insight
Places where insights Exchanges take
are free to flow place (or don’t)
Working
In Silos

Think about the factors that influence our connections.

CONTEXT
What are some enablers to sharing information?
What are some of the barriers?
How does taking risks enter the equation? What about culture? What about trust?



Learning Flow of Adaptive
Networks Insight Framing
Places where insights Exchanges take What can we learn
are free to flow place (or don’t) from each other?
Working
In Silos

Rethink your presumptions about structure.

CONTEXT
Are you able to bring an open mind to the table?
Do you need fixed rules, or can you be flexible, and work with flexible guidelines?
Can you set and hold context?



Learning Flow of Adaptive New
Networks Insight Framing Outcomes
Places where insights Exchanges take What can we learn What might we be
are free to flow place (or don’t) from each other? able to produce?
Working
In Silos

What might we produce?

CONTEXT
How do insights, ideas, solution designs and solutions relate?
Does a “looping back” model apply here?
How do our mental models and paradigms impact our ability to imagine new solutions?



Places where insights Exchanges take What can we learn What might we be
are free to flow place from each other? able to produce?

Working
Intentional Collaboration
In Silos “Solving problems in teams, with specific outcomes in mind”*
*The DNA of Collaboration, p.27 | see also CDNA Glossary (hand-out)

[1a] Learning Networks

Learning
“BA”
Networks
Find
Places where insights
are free to flow

Ensuring Flow is Use Innovate
essential
Changing the game
via “Enterprise 2.0”
 Connecting Share
(1) Connect
People w/ New
Insights &
“Would this be helpful?”
Capabilities

“I wanted you to know” “Great idea!”
“CARE”


Learning (2) Unlock Value via
“BA” Incremental Capabilities
Networks & Reuse

“What else is available?” Find
Places where insights “I need this for
are free to flow my project”

essential
Changing the game
 Unlocking (1) Connect
People w/ New
Insights &
Capabilities

“I wanted you to know” “Great idea!”


(3) Empower Teams
Through Workspaces
Learning (2) Unlock Value via
“Let’s review what’s been tried”
“BA” Incremental Capabilities
Networks & Reuse
“Let’s develop this capability;
“What else is available?” Find what insights/expertise will we
need?”
Places where insights “I need this for
are free to flow my project”

essential “Let’s develop
Changing the game a systematic
approach”
 Unlocking (1) Connect
People w/ New
 Empowering
Insights &
Closing the loop Capabilities

Getting smarter, “I wanted you to know” “Great idea!”

faster

[1b] Learning Networks

ENSURE
Traditional KM KN Convergence Zone Social Networks
Learning FLOW

Taxonomy Hybrid user driven extensions “Folksonomy” real-time tags
Networks IT-driven Aligned w/ business functions User-driven
360 degree, top-down, bottom-up,
Top-down n Bottom-up
sideways
Places where insights Company-centric Business Function-centric User-centric
Departmental portals POC: Integrated collaboration
are free to flow within organizational hubs as part of well-designed n
People connect, share and
make new discoveries
domains knowledge networks
Ensuring Flow is Primarily text Multi-media Rich media, graphics, video
Static Dynamic (static and interactive) n Interactive
essential POC: Integrated workspace with Inquire in company and
Search KM repository ability to search, aggregate links, n personal network, social
Changing the game and engage media, wiki, IM, email
via “Enterprise 2.0” People participate
People seek and find insight in real People participate because
because they are told n
 Connecting to
time organically as the need arises it is rewarding
 Unlocking Knowledge emerges via Knowledge must be filtered,
 Empowering Knowledge is governed intentional collaboration, w/ light n and trust relationships
governance established
Closing the loop Knowledge is taken
Knowledge is available via Knowledge is built
ubiquitous and intuitive incrementally and
Getting smarter, from source and stored
aggregation, with oversight by a opportunistically, as new
in a repository
faster curator inferences are made
© 2012 “Getting Smarter, Faster” | A Ciber, Inc. Whitepaper (page 5) POC = Proof of Concept

[1c] Learning Networks

Established examples to consider
 KM Communities of Practice
 Commercial R&D | Tiger Teams
 Think Tanks
 Education PLN’s
 Design Teams
Social context
 Twitter Chats (hashtag focus)
 Social Networks (in general)

CONTEXT
What are some of the common ingredients?
What makes a community thrive?
Image courtesy Kevin Dugan @prblog

[2a] Flow of Insight

Flow of
Insight

Exchanges take
place

Creative focus
 What is possible?
 What can we imagine?
 What might emerge from
our dialog?
 Focus on looping
(iteration) as new way of
thinking ..
Visualizing the Flow of Insights
from The DNA of Collaboration © 2012,
FIGURE 9, p.57

[2b] Flow of Insight

Flow of
Insight

Exchanges take
place

Design focus
 Generalization
 Requires more abstract
thinking
 What pathways will get us
there?

FIGURE 9, p.57

[2c] Flow of Insight

Flow of
Insight

Exchanges take
place

Learning focus
 How can we capture
forward progress?
 What insights might be
fueled from reviewing this
base of knowledge?
 How can we parse it?
(tagging will be key)
FIGURE 9, p.57

[3] Adaptive Framing & Process

Adaptive
Framing

What can we learn
from each other?

Focus on:
 Semantic frame
http://bit.ly/2smchat

 Holding context
 Patterns recognition
 Synthesis (w/ examples)
http://bit.ly/ecoedu
http://bit.ly/ogdT3w
Basic Collaboration Process, as a Flow
from The DNA of Collaboration © 2012, FIGURE 21, p.185

[4] Outcomes

New
Outcomes

What might we be
able to produce?

What can we create?
 Where do we start?
 Can one insight evolve?
Try to visualize a state
transition (like water
changing to ice*)
 What role does shifting

CONTEXT
context play? Possibilities: Taxonomy of Outcomes
from The DNA of Collaboration © 2012, FIGURE 7, p.53

*to extend this thinking, see also Kurt Lewin re: Action Research

W5 PRACTICE

Building a collaborative team
 Assess & balance key roles
Self-selecting major social issues (Ed, HC, Energy)
 Choose from case studies or make up your own
 Develop a discussion frame
 Generate insights, ideas & notional solution takeaways
 Synthesis
 Report out
Meta Synthesis
 What did you learn? How could it be applied
 What would you do differently? (Argyris 2-loop)

W5 SYNTHESIS (self-organizing)

Let’s discuss takeaways
We’ve covered lots of ground.
 What do you think?
 What did we learn?
 Are there areas where we should circle back?
 How could these ideas be applied – day to day? or in KM context?

Where do we go next?
More supporting topics in Appendix, as time allows

Thanks

These conversations are just beginning.
Let’s stay in touch.
http://www.linkedin.com/in/chrisjonesnc
http://about.me/sourcepov
Don’t forget: tweet takeaways to #kmw12 | #w5insight

Chris Jones
Senior Delivery Manager, Ciber
Author, The DNA of Collaboration
101 S. Tryon St., Suite 2550
Charlotte, NC 28280
919.604.0371
http://collaborationdna.com
http://ciber.com
http://twitter.com/sourcepov
http://sourcepov.com

APPENDIX

Additional W5 topics (as time allows)
 W5.1 Business Application
 W5.2 Culture Change
 W5.3 KM POC’s
 W5.4 Social Enterprise
 W5.5 IP 2.0
 W5.6 Measuring Progress in Collaboration
Additional reference
 Books
 CDNA Mapped to W5
 CDNA Readers Guide

W5.1 Business Applications

Intrigued?
 Find ways to get people
thinking in your
company
 Challenge the status quo
re: what is possible
 Inspire by example
 Build a network of
innovators

Problems Where Collaboration is Useful
from The DNA of Collaboration © 2012, FIGURE 1 p.24

W5.2 Culture Change

CDNA Ch.10
Schein on layers
Handy on models
 Command
 Role
 Network
 Practitioner
Subcultures
Implications
Discuss Four Types of Organizational Culture, Adapted from Handy (1993)

W5.3 KM POC’s

Maturity model: visibility Working
to path forward In Silos Collaborate
 Visioning (possibilities?): Engage
 Blog, MySite profile, Org Browse 8-Educate
 Buy-in Connect 7-Support
 Budgeting 6-Share
 Roadmap Define
 Program Plan Discover
4-Tag
1-Find 3-Identify Room to
Store Grow Social Capability

SP 2007 WSS or MOSS Social Platform

eg., MS SharePoint 2010

W5.4 Social Enterprise

Don’t wait for
your org to get
social
 Twitter
(connect, share,
learn)
 Linked-in
(connect, share)
 WordPress
(explore, learn)
Ideas
 Develop your
voice
 Contemplate a
personal brand
 Be a catalyst for
change

W5.5 IP 2.0

The value of “social” is in the exchange
GOVERNANCE
SECURITY & Collaborating Across the Firewall
COMMUNICATION
Strategy
Policy
Guidelines

Inside the Firewall Outside the
Brand Ambassadors
E2.0 Firewall Web2.0
Customer Svc
Marketing Flow of Insight New Ideas
Product R&D TOOLS Cross-Silo Teams Best Practices
HR/Recruiting Blogging Expertise Finder Relevant Posts
Executives Messaging Thought Leaders Thought Leaders
Relevance New Ideas
(Tagging)

W5.6 Measuring Progress

How might a
collaborating
team measure
progress?
 What are key
dimensions of
success?
 How high do we
set the bar?

Collaboration Readiness Framework

Additional Reference

Books

Wikinomics (D.Tapscott)
Secrets of SMM (P.Gillin)
Enterprise 2.0 (A.McAfee)
Power of Pull (J.Hagel)
The DNA of Collaboration (C.Jones)
hashtag: #cdna
http://collaborationdna.com

CDNA Mapped to W5


“BA”

Where to find more in The DNA of Collaboration
Space Ch.2 & 20 Solutions
Process

Models
Critical Thinking
Roles Part 3, Ch.8-12 Ideas
Team Dynamics (Relationships) & Environmental Factors
Balance LISTENING . HIJACKING . CULTURE . CONTRARIANS . TRUST Insights

Part 4, Ch.13-17 Intention “CARE” Outcomes
Ch.4 Ch.3

CDNA Reader’s Guide

KMW12 W5 Flow of Insights

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