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Using Expertise  - The Story So Far Matt Moore Innotecture April 2010
 
Our purpose ,[object Object],[object Object],[object Object]
 
Our methods ,[object Object],[object Object],[object Object],[object Object],[object Object]
 
Blog ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Workshops ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Anecdote circle ,[object Object],[object Object],[object Object],[object Object]
Sensemaking ,[object Object],[object Object],[object Object],[object Object],[object Object]
 
Survey ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What have we found?
Scoring 0-3: Mostly public sector organisations  “ The organisation is so large that our piece is invisible until there is a catastrophe.”  “ It could be much more important if the value and importance of human resources is recognised.”
 
Challenges: Sector Differences
Challenges: Regional Differences
 
 
 
Role Knowledge Relational Knowledge Experience Technical Knowledge Skill Memory Know-how Templates, procedures, routines, practice, OJT Know-who Directories, introductions,networking, trust-building Can-do Training, coaching, practice Remember-why Documentation habits, storytelling, team-based working Can Diagnose and Decide Repeated and improving practice, career planning, placements, OJT, mentoring, shadowing,  cognitive task analysis Know-what Training, study, qualifications What do we need to retain? Source: Patrick Lambe
 
Scoring 0-3: Mostly public sector organisations  “ The organisation is so large that our piece is invisible until there is a catastrophe.”  “ It could be much more important if the value and importance of human resources is recognised.”
 
Expertise Failures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
 
Risk Mitigation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
 
Expertise Development Processes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
“ Everybody knows” - consulting and research “ Everyone has access to a skills database … across several hundred areas of technical & soft skill knowledge. Everyone in the firm has access to everyone's scores.”  “ Nobody knows” - government & healthcare “ Most people know about the expertise in their local 'silo'. Not much cross-dept under-standing of broader expertise available. Also expertise is misunderstood to be associated with roles rather than with individuals.”
Ways of Improving Expertise Management (Respondents talked about how they could improve the way they managed expertise. Their responses were coded into common themes. Theme statements are scaled by frequency of occurrence in responses)‏
Participative research project: “ Using and leveraging expertise in organisations” http://usingexpertise.blogspot.com Organised by Patrick Lambe Straits Knowledge  www.straitsknowledge.com  and Matt Moore of  Innotecture  http://innotecture.wordpress.com   N.B. Matt Moore in the UK in July Take our “Managing Expertise” Survey! http://tinyurl.com/expertisesurvey

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Using Expertise - The Story So Far

  • 1. Using Expertise - The Story So Far Matt Moore Innotecture April 2010
  • 2.  
  • 3.
  • 4.  
  • 5.
  • 6.  
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.  
  • 12.
  • 13. What have we found?
  • 14. Scoring 0-3: Mostly public sector organisations “ The organisation is so large that our piece is invisible until there is a catastrophe.” “ It could be much more important if the value and importance of human resources is recognised.”
  • 15.  
  • 18.  
  • 19.  
  • 20.  
  • 21. Role Knowledge Relational Knowledge Experience Technical Knowledge Skill Memory Know-how Templates, procedures, routines, practice, OJT Know-who Directories, introductions,networking, trust-building Can-do Training, coaching, practice Remember-why Documentation habits, storytelling, team-based working Can Diagnose and Decide Repeated and improving practice, career planning, placements, OJT, mentoring, shadowing, cognitive task analysis Know-what Training, study, qualifications What do we need to retain? Source: Patrick Lambe
  • 22.  
  • 23. Scoring 0-3: Mostly public sector organisations “ The organisation is so large that our piece is invisible until there is a catastrophe.” “ It could be much more important if the value and importance of human resources is recognised.”
  • 24.  
  • 25.
  • 26.  
  • 27.  
  • 28.
  • 29.  
  • 30.  
  • 31.
  • 32.  
  • 33. “ Everybody knows” - consulting and research “ Everyone has access to a skills database … across several hundred areas of technical & soft skill knowledge. Everyone in the firm has access to everyone's scores.” “ Nobody knows” - government & healthcare “ Most people know about the expertise in their local 'silo'. Not much cross-dept under-standing of broader expertise available. Also expertise is misunderstood to be associated with roles rather than with individuals.”
  • 34. Ways of Improving Expertise Management (Respondents talked about how they could improve the way they managed expertise. Their responses were coded into common themes. Theme statements are scaled by frequency of occurrence in responses)‏
  • 35. Participative research project: “ Using and leveraging expertise in organisations” http://usingexpertise.blogspot.com Organised by Patrick Lambe Straits Knowledge www.straitsknowledge.com and Matt Moore of Innotecture http://innotecture.wordpress.com N.B. Matt Moore in the UK in July Take our “Managing Expertise” Survey! http://tinyurl.com/expertisesurvey