Making Knowledge Management Practical Some lessons and stories from the US Army, BP, UNAIDS and others. KM Europe June 16 th ‘04 Chris Collison Director, Change & Knowledge Management Centrica

What we’ll cover...  A framework for knowledge management  Processes for learning  Finding the right people  The role of networks and communities  Ways to structure captured knowledge  Leadership behaviours  Embedding knowledge management in processes  From primary schools near Heathrow to hurricane clean-up operations in Lousiana to the AIDS crisis in Ougadougou, touching on cuddly parrots, river banks, staircases, playing cards and nudist beaches along the way!

Accelerated Learning  Left and right brain work simultaneously  Neural connections are stimulated across the “corpus calossum”  The child is more “receptive to learning”

Managing Knowledge? “The idea is not to create an encyclopaedia of everything that everybody knows, but to keep track of people who ‘know the recipe’, and nurture the technology and culture that will get them talking” Arian Ward, Work Frontiers International Capturing Connecting

A Framework for Knowledge Management

A challenge from Prof. John Henderson, Boston University

A knowledge management framework Individuals & Teams Goals Results Using Knowledge Using Knowledge Learn during Learn after Learn before

Knowledge in people and networks Captured Knowledge Individuals & Teams Goals Results Using Knowledge Using Knowledge Learn during Learn after Learn before A knowledge management framework

Knowledge in people and networks Captured Knowledge Individuals & Teams Goals Results Using Knowledge Using Knowledge Learn during Learn after Learn before A knowledge management framework

The Retrospect  What was the objective of the project?  What did we achieve?  What were the successes? Why? How can we repeat the success?  What were the disappointments? Why? How can we avoid them in future?  ‘Marks out of 10’ Facilitated, forward looking team meeting, soon after the project has ended

Knowledge in people and networks Captured Knowledge Individuals & Teams Goals Results Using Knowledge Using Knowledge Learn during Learn after Learn before A knowledge management framework

Knowledge in people and networks Captured Knowledge Individuals & Teams Goals Results Using Knowledge Using Knowledge Learn during Learn after Learn before A knowledge management framework

After Action Reviews Invented by the US Army Used by all the troops After each Action Now firmly embedded in Army culture Part of the training program

AARs - how they work What was supposed to happen? What actually happened? Why was there a difference? What can you learn from it? Col. Ed Guthrie, US Army

Knowledge in people and networks Captured Knowledge Individuals & Teams Goals Results Using Knowledge Using Knowledge Learn during Learn after Learn before A knowledge management framework

Knowledge in people and networks Captured Knowledge Individuals & Teams Goals Results Using Knowledge Using Knowledge Learn during Learn after Learn before A knowledge management framework

"...the politics accompanying hierarchies hampers the free exchange of knowledge. People are much more open with their peers. They are much more willing to share and to listen.” Lord Browne

Peer Assists - how they work What I know What you know What’s possible? What we both know Actions

Too many possibilities for action? Getting the right mix for your peer assist “Group-think” restricts possibilities I know You know

Knowledge in people and networks Captured Knowledge Individuals & Teams Goals Results Using Knowledge Using Knowledge Learn during Learn after Learn before A knowledge management framework

Finding People

Question: What information do you really need to know about people?

From: Sent: 21 January :16 To: Subject: RE: Your use of Connect.... After the merger was completed, I was anxious to identify colleagues in former BP with whom I could start to network. As a member of a Propylene on Purpose (POP) project Team, I felt there were synergies and learnings that could be shared. I used the Connect pages to identify several individuals in the Olefins area who either had worked on or were currently working on projects that could impact the POP project. The information supplied by the Connect pages allowed me and other members of the POP Team to begin the important networking process. This has led to the exchange of information and ideas. The Connect database is a wonderful resource! Bruce Connect and the BP Amoco merger Bruce Alexander, Naperville

Experience, Networks Competence, Qualifications Relationships, Contacts Career maturity New start Mid-career Senior staff Informal Disclosure What do people write?

Question: What questions might you ask to prompt informal disclosure?