# Presentation: 366184

## Delivering on the Promise of KM

**Managing Knowledge for Successful Mission Operations**
**Johnson Space Flight Center**
**March 2, 2006**
**Kent A. Greenes**
***kent@greenesconsulting.com***

- Performance
- Today

- Performance Tomorrow

**People**

**Technology**

**Process**

## Agenda

**The Promise of KM**
**Knowledge-Based Organizations**
**Enablers of Knowledge-Based High Performance**
**Putting It All Together**
**Things to Think About**

## The Promise of KM

- _Management Expectations_
- Do more with less
- New products & services
- Leverage collective know-how
- Learn faster than the competition
- Sense & respond *faster* than customers
- Retain the knowledge of our mature workforce
- Every time we do the same thing again, we will do it better

***Radical Performance!***

## The Promise of KM

- _The Reality_
- Working harder, not smarter
- Lots of lessons ‘to be’ learned
- Many communities established
- Captured more data and information
- Content doesn’t equal performance
- More knowledge is shared, but not transferred
- We can find more people, but don’t seek their input

***Big investments in technology, ***
***big disappointments *********

- KM Certification

## The Promise of KM

- _Why not delivered?_
- Technology is necessary but insufficient
- Results are necessary but insufficient
- Organizations have not taken on the daunting people aspects
- Soft stuff is the hard stuff: behavior, culture, leadership, governance
- Dealing effectively with these aspects of KM requires competencies and techniques not found in the mainstream of business or missions
- Unpredictable, personal, difficult to measure and target

***If we only didn’t have to deal with people!***

## Observations of Knowledge-Based High Performing Organizations 

***Totally***
***Integrated Approach***

_**People share what they **__***think***__** others may need to know**_
**High trust**
**Partnering mindset**
**Self-aware leaders & workers**
**Communities of passion**
**“****It’s all about the conversations”**
**Leadership demands collaboration**

_**Latest know-how & experience is embedded in core processes & practices**_
**Fast learning & performing is routine**
**High convergence of KM & IM**
**KM focus is on transfer, application and performance**
**Communities are transforming the way the organization learns, thinks and acts **

_**People & their collective knowledge are secure, yet highly visible and easily accessible**_
**Smart security**
**Resilient systems**
**Easy to find people with relevant experience**
**Many collaboration methods**
**Digital workflow & simulation**
**Highly relevant dashboards**

**People**

**Technology**

**Process**

## Enablers of Knowledge-Based High Performance

- Working with people and their knowledge
- Fast Learning & Performing
- Communities of Passion
- How It Can Work

**People**

**Technology**

**Process**

## Working With People & Their Knowledge

- Active listening
- Asking questions
- More listening
- Understand that most things happen through conversation
- Meet people where they are at, not where you want them to be
- Go where their energy is, not yours
- Facilitation & leadership, not management

**People**

## Fast Learning & Performing

- Simple team-based processes
- Learning before, during & after ‘in-the-job”
- Fast & highly relevant
- Immediate results
- Build relationships, trust and discipline _while_ improving performance

**People**

**Process**

*Majority of experience is gained during work,*
*so it makes sense to embed learning in our daily practice*

## Embedding Learning & Performing

**Plan**
**Mission**

**Analyze**
**Mission**

**Execute**
**Mission**

**RS**

**PA**

**AR**

**RS**

**AR**

**PA**

- Learn Before Doing:
**Peer Assist**
- (2 hrs to 2 days)
***Geared for highly relevant,***
***timely knowledge transfer***

**AR**

- Learn While Doing:
**Action Review**
- (15 min)
***Geared for immediate***
***improvement***

- Learn After Doing:
**Retrospect**
- (2 to 4 hrs)
***Geared for creating &***
***capturing new knowledge***

**AR**

**PA**

**PA**

## Communities of Passion

- Passion through identity
- New leadership requirements
- Army Company Commanders CoP
- Engines for knowledge transfer
- Evolution & renewal

**People**

**Technology**

**Process**

## CoP Leadership Requirements

- Different skills PLUS traditional leadership qualities:
- Group/shared leadership vs a single leader
- Influence people who aren’t paid by you - thru thought leadership and personal relationships
- Aligning conversations
- Leveraging the right tools
- High level of offline activity
- Servant leadership - provides space and support for people already committed to their cause

***Catalyze professional passion of members***

## Army Company Commanders CoP:Self-aware adaptive learners & high performers

***Timely, trusted,***
***highly relevant knowledge***

**Context**

**Content**

**Conversations**

***Changes how organizations learn, think & act***

## CoPs as Knowledge Transfer Engines

**CoPs as Knowledge Transfer Engines**

**Collaborative**
**Work**

**Mutual **
**Support**

**Visibility & Reuse**

**Company-wide****Learning**

**Activities****and ****Value **

- What your organization already knows

- Leveraging new learning & innovation

## Evolution of CoPs

***Effort***

***Time***

*They build it,** or take over ownership, and they will stay **(as long as being part of the CoP provides value to the members & the organization perceives value)*

## Renewal of CoPs

**     ****Your**
**     ****Community**
**    ****Today**

**Identity & Passion**

**Relevancy**
**Conversations**
**Content**
**Performance**

**Modality**

## Putting It All Together

**Putting It All Together**

## How it Works

**How it Works**

**Plan**

**Analysis**

**Execute**

## How it Works

**Plan**

**Analysis**

**Execute**

**RS**

**PA**

**Unocal ESP Community**

**Members participate as peers**

- AR

- AR

**RS**

- AR

- AR

**PA**

**Learn Before**

**Learn During**

**Learn After**

**1**

_**Learning Tools**_

- AR

- AR

**How it Works**

## How it Works

**How it Works**

**Plan**

**Analysis**

**Execute**

**RS**

**PA**

**Unocal ESP Community**

**Members participate as peers**

**Engineers share local experience & “new” learnings**

- AR

- AR

**RS**

- AR

- AR

**PA**

**Learn Before**

**Learn During**

**Learn After**

**2**

**1**

_**Learning Tools**_

- AR

- AR

**“****Lifeline and Glue”**

## How it Works

**Alaska ESP Installation**

**How it Works**

**Plan**

**Analysis**

**Execute**

**RS**

**PA**

**Unocal ESP Community**

**Members participate as peers**

**Engineers share local experience & “new” learnings**

- AR

- AR

**RS**

- AR

- AR

**PA**

**Learn Before**

**Learn During**

**Learn After**

**2**

**1**

_**Learning Tools**_

- AR

- AR

**“****Lifeline and Glue”**

**                           ****Unocal ESP Knowledge**
**                   ****Asset / Portal**

**3**

**Community validates & renews common processes as “better” practices emerge from the field**

**Body of knowledge**
**owned by practitioners**

## How It Works

**Alaska ESP Installation**

**How It Works**

**Plan**

**Analysis**

**Execute**

**RS**

**PA**

**Unocal ESP Community**

**Members participate as peers**

**Engineers share local experience & “new” learnings**

- AR

- AR

**RS**

- AR

- AR

**PA**

**Learn Before**

**Learn During**

**Learn After**

**2**

**1**

_**Learning Tools**_

- AR

- AR

**“****Lifeline and Glue”**

**                           ** **Unocal ESP Knowledge**
**                   ****Asset / Portal**

**3**

**Community validates & renews common processes as “better” practices emerge from the field**

**Body of knowledge**
**owned by practitioners**

**Engineers initiate new task using most current, proven ESP processes and ‘best’ practices**
**--------**
**New Engineers taught using latest knowledge  **

**4**

## Some Things to Think About

- Confront the reality of KM in your organization
- What difference has it really made?
- What’s missing?
- You don’t have to have to be an expert in behavioral psychology to deal effectively with people and their hard-earned knowledge
- What can you do tomorrow to meet people and teams where they are at with KM?
- How are you purposefully learning everyday?

***If we only didn’t have to deal with***
***people...but we do, so get on with it!***