Transcript Knowledge Harvesting - SLA

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Knowledge Harvesting
[email protected]
SLA Conference | Baltimore 2006
Knowledge Harvesting:
Using tools to automatically gather
and process content,
instead of having to search for it
and then edit it manually.
[email protected]
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All
Market Customer
Internal
8 Knowledge Harvesting Opportunities
Application
Tool
Harvesting
Source
Work
Product
Sales Prep,
Planning,
Analysis
Desktop
Harvesters
(Illumio, DIY)
Desktop
Knowledge,
Interviews
Reports, Strat.
Canvas, KnowWho, Plans etc
Brainstorming,
Meetings, etc.
Mindmaps
Proceedings
Learning, Plans
Decisions
Conferences,
Idea Marts etc
Open Space
Technology
Proceedings
Learning, Plans
Decisions
Customer
Visits
Videos, Cust.
Anthrop. Tools
Observations,
Interviews
Unmet Needs,
Opportunities
New Product
Development
Need/Affinity
Matrix
TTCA Sessions
New Products
Business
Innovation
Seeing What’s
Next Program
Research
Innovation
Opps, SWOT
Forecasting &
Risk Analysis
Profiles, Alerts,
Env. Scanning
Journals, RSS,
Blogs, etc.
Trends, Weak
Signals, Insights
Surveys, Urgent
Searches
WoC Tools, JIT
Canvassing
Tools
Interviews,
Conversations
(e-mail, F2F)
Know-who,
how, & what,
just-in-time
Hotlink to K-Harvesting Reading List: http://blogs.salon.com/0002007/stories/2006/06/09/kharvesting.html
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K-Harvesting: A Reading List for
Information Professionals
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Desktop knowledge harvesting with
Illumio: http://blogs.salon.com/0002007/2006/05/31.html#a1543
Strategy canvases*: http://blogs.salon.com/0002007/2005/09/21.html#a1280
Idea labs: innovation by asking why:
http://blogs.salon.com/0002007/2006/03/19.html#a1471
Mind maps: http://blogs.salon.com/0002007/2005/11/24.html#a1350
The Open Space process:
http://www.chriscorrigan.com/wiki/pmwiki.php?n=Main.OpenSpaceTechnology
Idea markets: http://hbswk.hbs.edu/pubitem.jhtml?id=3808&;t=innovation
Cultural anthropology in
business: http://blogs.salon.com/0002007/2005/11/11.html#a1336
Thinking the customer ahead*:
http://blogs.salon.com/0002007/2005/01/26.html#a1031
Need/affinity matrix: http://blogs.salon.com/0002007/2006/03/21.html#a1473
Seeing what's next*: http://blogs.salon.com/0002007/2005/03/15.html#a1080
SWOT analyses: http://www.quickmba.com/strategy/swot/
Environmental scanning: http://blogs.salon.com/0002007/2005/04/25.html#a1123
Weak signals of discontinuous change:
http://blogs.salon.com/0002007/2005/11/01.html#a1326
Canvassing the Wisdom of Crowds (customers and
employees)*: http://blogs.salon.com/0002007/stories/2005/01/12/tappingTheWisd
omOfCrowdsgkrArticle.html
Knowledge harvesting; Just-in-time canvassing:
http://blogs.salon.com/0002007/2005/11/23.html#a1349
Dysfunctional information behaviours and Gen Millennium:
http://blogs.salon.com/0002007/2006/05/04.html#a1516
* articles contain information on books describing the concept or process in greater detail
Hotlink to K-Harvesting Reading List: http://blogs.salon.com/0002007/stories/2006/06/09/kharvesting.html
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Groups: You set up Personal Groups of people whose documents and "know-who"
you might want to canvass from time to time. They are sent an invitation to be part of
your group (and, if they're not an Illumio subscriber, an invitation to subscribe and
download the tool). If they accept, they are giving Illumio the right to essentially run
Google or Microsoft Desktop searches (depending which they have installed on their
machine) on their hard drive, but only in response to requests from people whose
Group invitation they have accepted. There is a plan to add Shared Groups, that will
be centrally rather than personally managed, later.
Requests for Files, and Requests for Introductions: Once your Groups are set up,
you can then launch either a search for files on a particular subject, or a request for
an introduction to an expert.
• If it's a search for files, the hard drives of the people in the Groups you've chosen to
canvass will be scoured, using Group members' desktop search tools, and Illumio will
rank the quality of responses it gets. If it has searched someone's hard drive and
found a good match, it will send them a pop-up instant message indicating who has
requested what, and suggesting which files on their hard drive appear to meet that
request. They can choose to acknowledge the request and send these files and/or
other selected files to you immediately, defer the request until later (there is a
Dashboard in Illumio that shows requests pending, both yours to others and others' to
you), or dismiss your request. They can even 'tell' Illumio that they're the wrong
person to request this information from, so it 'learns'.
• If you're looking for introductions rather than files, you key in any relevant business
card information (a specific name, company, position or expertise you're looking for),
and Illumio will scour the hard drives of the people in the Groups you've chosen to
canvass looking for matches in e-mail communications and address books. Rather
than asking them for a document, in this case Illumio will send them a pop-up IM
asking them to make an introduction to the relevant experts it comes up with, to you.
Again, they can accept, defer or dismiss the request.
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Know-How Harvesting: Do-It-Yourself
1. Create separate Public and Private 'My Documents' and email folders on each employee's hard drive.
2. Whenever users 'save' or store a document or message,
prompt them to decide whether the document should be stored in
the Public (shareable) or Private folder.
3. Establish an automated mechanism like RSS to regularly
'harvest' the Public folder information, to a central mirror site that
other users can browse, and/or in response to just-in-time
canvassing searches (see above), peer-to-peer.
4. Encourage people in the organization who maintain the most
valuable context-rich content (e.g. subject matter experts,
network coordinators and newsletter editors) to use a weblogtype tool to post and archive their content as part of their Public
folder.
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Strategy
Canvasses
Mind Maps
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Open Space Technology
1.
Group convenes in a circle and is welcomed by the sponsor. The facilitator
provides an overview of the process and explains how it works.
2.
Facilitator invites people with issues of concern to come into the circle,
write the issue on a piece of quarter size flip chart paper and announce it
to the group. These people are "conveners."
3.
The convener places their paper on the wall and chooses a time and a
place to meet. This process continues until there are no more agenda
items.
4.
The group then breaks up and heads to the agenda wall, by now covered
with a variety of sessions. Participants take note of the time and place for
sessions they want to be involved in.
5.
Dialogue sessions convene for the balance of the meeting. Recorders
determined by each group capture the important points and post the
reports on the news wall. All of these reports will be rolled into one
document by the end of the meeting.
6.
Following a closing or a break, the group moves into convergence, a
process that takes the issues that have been discussed and attaches
action plans to them to "get them out of the room."
7.
The group then finishes the meeting with a closing circle where people are
invited to share comments, insights, and commitments arising from the
process.
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Customer Anthropology
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Simple
Virtual
Presence
Need/Affinity
Matrix
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Seeing What’s Next
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Continuous Environment Scanning
1.
Know How Your Customers Learn: Understand your 'information behaviour'.
Push vs. Pull.
2.
Determine Your Information Universe: Brainstorm to identify all the different
sources you want your Scan 'radar' to capture: newswires, newspapers,
websites, blogs, magazines, trade press, newsletters, analyst reports, tech
analysts, sci-tech news, demographic and economic news, content not
available online, news of industries that could be developing new processes,
technologies and innovations that could affect your industry. New books on
the subjects you're interested in. Multimedia sources (radio programs, TV
documentaries, training materials etc.)
3.
Discover Infomediaries: Associations, blogs, newsletters etc.
4.
Tap Into the Stuff Inside Your Organization: Next, consider how to tap into
sources sitting on the hard drives and bookshelves and blogs of the people in
your organization and networks. The best stuff is rarely on the company
Intranet.
5.
Add Together, Stir and Sift: Filtering.
6.
Add Value: Often your context-rich interpretation of 'what it means' or 'what it
could mean', can be more valuable than the article itself. Add visualizations,
maps, charts.
7.
Organize and Make Available What's Left.
8.
Don't Forget Serendipitous Reading: Stop reading matter, start reading what
matters.
9.
Have conversations about 'what it means':
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A Just-in-Time Knowledge Canvassing System
1. Use social network analysis (mapping or interviewing) to identify the de facto
networks of expertise and trust in the organization.
2. Use these to identify network coordinators, the 'people to go to first' on key
subject matter areas for your organization.
3. Have these coordinators create, maintain and publish Canvassing Lists (e-mail
groups) with e-mail, IM, phone and other contact information for the people in
these subject matter networks, so that anyone in the firm who wants to canvass
people in a network can do so with one click. These lists should include experts
outside as well as inside the organization.
4. Create Canvassing Templates, forms that people can fill in quickly and simply to
describe what expertise they're looking for, and then send them to one or more
Canvassing Lists.
5. Devise a simple one-page instruction sheet/FAQ on how to effectively use the
Canvassing Lists and Templates, which communication media to use in different
circumstances to contact them, and how to deal with telephone tag, non-responses
and other situations when canvassing response is inadequate. It should also deal
with appropriate etiquette and protocols to ensure the canvassing process isn't
abused.
6. If you also have a Know-How Harvesting program (see below), consider putting
experts' weblogs and other context-rich resources in the Canvassing List to use as
a surrogate for people who are unable or unwilling to respond to canvassing
requests personally.
Interviews, Desktop harvesting
Internal Focus
Current State
Assessment
What is the
Project About?
Differentiation
Canvas
Employee
Training
Brainstorming
& Idea Labs
Opportunities
Map
Customer Focus
Idea Exchange
At each gate:
Acceptance
Criteria
Customer/Partner
Co-development
What could go wrong
Wisdom of
Crowds Reviews,
JIT Canvassing
Stage Gating
Idea/
Learning/
Risk
Portfolio
Imagineering
& Opportunity
Aggregation
Gates:
1.Strategic Fit
2.Feasibility
3.Economic Model
4.Design
5.Prototype / Experiment
6.Pilot
7.Scale
Commercialization
Elements:
Infrastructure
Networks
Process Change
Sales/Marketing
Open Space
Idea Market
Customer
Anthropology
Training
Need/Affinity
Matrix
Harvesting
Knowledge
Insight
Filtering
‘Seeing What’s
Next’ Program
Continuous
Environmental
Scanning
Improvements,
Offerings
& Stories
Customer
Anthropology
Sessions
‘Thinking the
Customer Ahead’
Sessions
Market Focus
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Improvement
Recommendations
Illustration of applications
in the context of a
business innovation project
Trends,
Weak Signals
& Developments
Knowledge Collection
Knowledge Filtering
Implementation
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Dysfunctional Information Behaviours
Information Politics
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Shoot the Messenger
Peer-to-Peer Preference
Help Friends / Hurt Foes
Cult of Leadership
Louder Voices
Anti-Stories
Like-Mind Groupthink
Cult of Expertise
Reward Systems
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From-Scratch Satisfaction
Better Safe than Sorry
Tragedy of the Commons
Competing on the Curve
Reward-Driven Behaviours Don’t
Last
No Reward for Sharing
Fun vs Effectiveness
Work-Arounds
Sense-Making
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Frame Dependency
Info Overload
Can’t Tell All We Know
Preference for Images & Stories
Different Ways of Learning
JIT vs. JIC (Half-Life of Learning)
Information
Unawareness
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Cost of Not Knowing
Unawareness
Unawareness of
What Others We
Meet Know