Knowledge Management

Drowning in Work? 0

Jim Benson’s new work, Why Limit WIP: We are Drowning in Work (MemeMachine Series) (Volume 2), was at the center of our conversation in this podcast. Jim’s company Modus Cooperandi combines Lean principles with Agile methodologies from software design, and the communications revolutions of social media, as a process and tool infrastructure. Jim is best known for his seminal work, Personal Kanban. He is @ourfounder on Twitter.

 

Download the MP3

Business901 iTunes Store

Mobile Version

Android APP

Lean Sales and Marketing: Learn about using CAP-Do

Lean Engagement Team (More Info)

Can You Make Online Collaboration Easy? 0

Next Weeks podcast guest, Dana Sednek Bowler specializes in eLearning, virtual meetings/collaboration, project management, analytics tools & strategies, and leadership facilitation. She puts these skills to work at Interaction Associates as the online learning manager. Dana Bowler

An excerpt from next week’s podcast:

Joe: What do you think makes online collaboration difficult, or isn’t it? Should it be second nature to us, but I don’t think that it is. I think people struggle there a little bit. Why is that?

Dana:  I actually think our own human nature is what tends to make us challenged in the face of online collaboration because we try to apply the same principles of how you do it face-to-face in an online environment. We try so hard to be like, “Whoa, this is what I would do if everybody was in a conference room together, so let’s replicate that when we do it online.” We forget that there’s all of these really great tools and techniques that you can use in an online environment that you don’t actually have available to you in the face-to-face world, so you miss out on that opportunity to be able to have a collective conversation with 125 people, all at the same time.

That’s available and doable in an online space, but you can never get that done in a face-to-face space unless you’ve got four hours to kill, right? I think that’s the challenge, because we don’t know what we don’t know, and we forget that there’s all of these other tools out there that can helps, kind of, leverage this next generation way of working with one another.

Joe: Could you give me a couple of examples of those tools?

Dana: One that I just mentioned is all about the chat. Being able to frame a question that everybody can answer and respond to. I love to use focused question on top of a chat to get everybody’s answers or responses coming.

Then I like to use a third tool at the same time, like a virtual whiteboard where I can collect or start to throw up onto the virtual whiteboard wall some of the themes that I am seeing throughout the chat that’s coming in. All of a sudden, I’ve gotten everybody’s voice heard. Everybody has the ability to type in something, and then I’m able to pack up all of the comments or insights into some key themes that I’m hearing in a meeting, for example. Then I look at the whiteboard and I see – OK, so it looks like we’ve got three or four themes that are running throughout this conversation.

Once we do that, then we can use another tool like, either a poll or a pointer tool to say – OK, now let’s prioritize. Now that we’ve got these three themes that are important to us, or these five themes that are important to us; now let’s vote. Which one do you feel is the most important or relevant to the work we’re doing today. So, then you crowd source this ability to prioritize the focus for the meeting, and you’re getting feedback on where the energy in the room is, or where the energy of the content is located – and that’s really helpful. It is to say that there’s a whole lot of tools out there, but it’s more important to know how to use the tools to get at what it is that you want to achieve with your meetings.

Lean Engagement Team (More Info): The ability to share and create knowledge with your customer is the strongest marketing tool possible.

Lean Sales and Marketing: Learn about using CAP-Do

Is Sales and Marketing Responsible for Knowledge Creation? 0

This discussion with Jack Vinson was previously cut from the original podcast. You can find the Related Podcast and Transcription at the Knowledge Game.

Our discussion at the end of the podcast:

Joe Dager:  I think people struggle with that concept of Knowledge Management. I just really, that’s why I was trying to find people to kind of talk about it more on the practical side.

I think it’s important with what’s going on. I really think Knowledge Management; knowledge creation is just about what marketing’s turned into. Being able to give access to your people, I think is one of the things that marketing misses and is one of the things that I’m writing about, is that the concept of marketing has changed. Part of the concept of marketing is how do we make the knowledge within our organization applicable to the customer when they want it and how they want it?

Jack Vinson:  That’s a great example of taking it, it’s one of those struggles that we have in process improvement, too, of we’ve done just about as much as we can internally, and we see that our next big constraint is the way that we interact with our customers, say. How do we take that from what we know and done and what we’ve learned inside to really developing a new relationship with our customers, so, like maybe one specific customer or supplier? That’s a great path that you can follow down.

Joe:  It’s not about cute and clever anymore, as I put it, is that it’s really, I mean most B to B relationship is making knowledge accessible, proving that you’re the expert in the field that they want to do business with because it’s not the price. People want to be treated fairly in price, don’t get me wrong, but a lot of people don’t even shop for some of their biggest purchases if they’re comfortable with the knowledge within your company.

Jack:  Well, not only the knowledge, and the relationship, right?

I think one of the things that is most interesting to me is the sales and marketing capability. It’s one of the areas I struggle with. But operationalizing it and practicing it has been interesting for me. But, I mean in selling, the thing that people really go out on is when you can help them understand what the problem is and give them some hint that you may actually know how to solve the problem is they’re going to treat you very differently than somebody else who says I can solve your problem, I can solve your problem.

So, a lot of that is, you know, how do we develop the idea that I understand? It’s tricky because it’s not a game, it’s just you have to help people get to the statement of the problem themselves, and if they could solve the problem, what the benefits would be to that problem.

I think that’s why that conversation about the power of technology, that’s an interesting path that that goes down because then you really involve your organization in answering the question well, we think it’s going to do this, but, how are we going to make it really going to work? Then, the organization has to get involved.

We think we can have this relationship with you, Mr. Customer, and here’s what we bring, here’s what, you know, we can kind of talk about features, but until we can start talking about the real benefits of the relationship, then it’s not going to go as far.

Joe:  That’s the problem that most people have especially in the marketing. I’m a good example, to sell marketing services; I have to give an idea to solve their problem to get my foot in the door. But then, typically, when your foot gets in the door, they really have never defined the problem. We need more customers. Well, the problem is many times, you find out that all your money that you’re spending to dump people in the top of your funnel, which is the most ineffective use of your money, the most expensive.

Jack:  They just sit up there, right?

Joe:  Well, is it the bottleneck, for lack of better words is down along the funnel somewhere. Let’s say you can get people to attend webinars, and you get 1,000 people in a webinar, but you’re only converting one or two of them.

Why spend the money to get more people into a webinar? Why not spend the money to double that rate? That’s a crude example, but, it’s an example. That’s where most of the time is that you’re there that they want to know how you can bring more customers to them. I don’t know that I can bring more leads to you, but what I can do is help you take the leads you have and double them.

Jack:  That process of asking a question is sort of, “Do you get 1,000 leads from a webinar? How many get to the next level of the salesmen? Is it just one or two, or do you get actually a strong interest from your webinars? OK, great. How about the next step? Are they, once you get the strong interest, are you able to convert those to move them down the path of having that conversation with them and however many steps we have in your particular company sales funnel?” But then, you can say, “OK, it sounds like you’re doing fine in steps five and six. What about that first step? What about that third step? I can help you.” The issue for me is I don’t know what the next conversation is to have. I can help you do that, but I’ll, let’s put it this way, what would be the impact, I think that’s the correct comment, right, what would be the impact if we could change it from five percent to ten percent? Oh, my God, wow. Well, OK, let’s think about that.

Joe:  One of my favorite things to do is to take someone’s budget and take a value stream or marketing funnel and put the steps of the process across the board. Then we take their marketing budget and break it up to where they’re spending their money. You should see how enlightening that is because if they have a $100,000 budget, it’s like $80,000 of it is spent getting people in the funnel, $20,000 is spent in the back end of the funnel once you have a qualified lead.

Lean Sales and Marketing: Learn about using CAP-Do

Special Marketing with Lean Book and Program offers on Facebook

A Learners Point of View of Storytelling 0

Author Julie Dirksen discusses how to use storytelling during the The Learner’s Journey. Julie is the author of  Design For How People Learn (Voices That Matter.

Related Podcast and Transcription: A Path to Better Learning

Joe: How does storytelling take a part in learning? It’s not really in your book as much. You always hear that you have to tell stories. You always hear that all the time. Could you put some context to that?

Julie: Yeah, absolutely. There’s a whole slew of really interesting reasons why storytelling is particularly powerful from a learning point of view.

One, it’s easier to learn something if you already have a framework for it. A lot of times, when we’re learning things, when we don’t have any context or framework for something, it’s hard to hang on to the information. I have this analogy about how your brain is like a closet. Experts have tons and tons of shelves, and it’s fairly organized and your novices have, basically, no shelves and a pile of clothes on the floor.

One of the problems is that experts want to take the entire contents of their closet (all the clothing) and just hand it to novices. “Here. I’m just going to give you all this information about something.” One of the challenges with that is that they don’t have any way to sort it or organize it when it’s handed to them. The way that we build closets, structures or shelves for our information is usually by interacting with the information, solving problems and things like that.

Another thing that we do actually already have some structures for how we understand stories. Whether we know it or not or whether we’re conscious of it or not, stories have a pretty predictable structure. I’m going to introduce the main character. There’s going to be an event that happens that kicks off the action. There’s going to be a series of things that cause rising action. There’s going to be a climax that’s going to be the big point of the story. There’s going to be a follow-up and some explanation afterwards about why I’m telling you this story in the first place.

There’s a variation in that obviously. It’s not always exactly identical to that. But once somebody starts telling you a story about this one time, you settle into this comfortable place because you’re pretty able to predict that sequence of things that somebody’s telling you.

When you’re using stories for learning, it actually has (again, I’m going to use this term) cognitive load. It actually has a lure of cognitive load because you already have this comfortable framework for how a story is going to work. So, instead of you trying to remember a big list of information, you already have buckets to slot the story elements into it. That’s one reason why storytelling is great. It’s because we already have a framework for it, and we’re not trying to learn everything about what we’re being told. We can just hang onto the specifics of the story and slot these into familiar buckets.

Another reason is everything that we learn works better if we understand it in context. If I hand you a string of facts about a particular piece of software or something like that, it’s hard to hang onto those. But if I explain the story of when you’re going to use certain things, what you’re going to do and why you might use it, then you have context around it. You have some reason to understand how the pieces fit together, what does it mean and things like that.

A lot of times, one of the things that happen when we’re preparing information to teach it to somebody else is we strip out all that context and want it to be right. We want it to be “the right information.” But when we take all the context out and when we take all the people out of the equation, we take all the stories out of the equation, then I’m getting all these facts but I don’t really know what to do with them. I don’t really know when this is important or how important it is or things like that. Stories have that context and sometimes, stories have an emotional context. Not only what should you think about this but how should you feel about it?

That’s really important, too. It turns out; we actually use our emotional context as a big part of how we make decisions. There’s a brain researcher, Antonio Damasio, who has done a lot of work with people who have had damage to the emotional centers of their brain either through strokes, accidents or things like that. These are people who have normal intelligence, but they don’t report feeling happy, sad or angry. They just have a very flat emotional absence. He looked at the question of whether or not that made them better or worse decision makers. We have this myth of rational decision-making and this western ideal around logic and this Mr. Spock thing. If we follow that line of reasoning, when you take the emotions out of it, people should be better decision makers.

In actuality, people who have emotional absence are much worse decision makers. Even, “Should I out on a blue shirt or a red shirt this morning?” is hard. We rely on that emotional tug to help us decide “Is this important? Is it not important? Should I care about this? How should I feel about it? Is it a good thing? Is it a bad thing? All this kind of stuff.

When we have that completely missing, it’s really hard to decide what to do with it.

So, when my financial advisors are putting three mutual funds in front of me and ask, “Which one do you like?” I’m like, “Well, I don’t like any of them. I don’t know enough to like any of them. I don’t have any feeling about it. At this certain point, I can’t really make a decision because there’s nothing for me to hang on to, or that nudges me in one direction or another. At that point, I’m picking the middle one. It’s the easiest one or something like that.

Storytelling helps us understand the context. Sometimes it has an emotional context to it. Here’s how you should feel about this because that’s going to help you make decisions in the future.

Additionally, it seems like we have a little bit of a brain mechanism for how we parse and retain story memory. One of the nice things about that is, if I’m giving you factual information over here, but I’m also telling you a story about it, we’re doubling up the likelihood that you’re going to remember it. We’re giving you more hooks back into the information and things like that.

That’s my somewhat complex explanation for why stories are good.

Lean Sales and Marketing: Learn about using CAP-Do

Special Marketing with Lean Book and Program offers on Facebook

Mapping the Learning Journey 0

Next week, I have the pleasure of discussing the book, Design For How People Learn (Voices That Matter), with author Julie Dirksen. When first deciding on purchasing the book one key theme jumped out at me, The Learner’s Journey. See what Julie has to say about it: Learning Journey

Julie Dirksen: Good morning. The Learner’s Journey is really just this idea that we’re trying to create an experience for the learner as we usually move from being an absolute novice all the way up to mastery. There are stages along that process, and the experience needs to change the further they move along the journey and the path. One of the questions is, is it a journey or is it more of an environment that we’re creating for people or experience that we’re creating for people that best fosters learning? A lot of people are really independent learners these days. That’s one of the things that the internet certainly encourages; being able to go “Oh, I need this thing. I guess I’ll Google it.”

When we’re thinking about learning experiences, are we creating a path for people or a journey for people? Or are we creating an environment that’s going to support them being self-directed in their own learning process.

Joe: So, in your mind, you’re really mapping out a learning journey the same way that I would think of the customer journey in marketing and maybe look at that learner experience a.k.a. customer experience along the way?

Julie: Yes, absolutely. One of the things you think a lot about is when somebody’s first starting out, they’re going to need a pretty directed experience. They’re going to need something where there’s a fair amount of structure. When you don’t know anything about a topic, you don’t know what you don’t know, so you need a lot more guidance.

But then as you move along the path, as you move along the journey, you’re going to have more opinions about what you’re interested in and you’re going to have more ability to decide which resources are useful to you and which resources are not useful to you.

So, one of the things about the learner journey is it’s usually moving along a path of a more controlled structured experience to having more autonomy and control over your environment as you go along.

You find Julie at usablelearning.com

Lean Sales and Marketing: Learn about using CAP-Do

Special Marketing with Lean Book and Program offers on Facebook

Value Networks Explained 0

I asked Vern Allee this question in a past podcast, “A lot of that work seems to have evolved into Value Networks. Can you explain and give a little background on Value Networks for me?”

Related Podcast and Transcription: Mapping Value in Your Organization

Her Answer below:


Verna:  Many, many years ago, in the early ’90’s, I was working two questions. I was working the knowledge question, and I was also working the business modeling question. The early ’90s were the heyday of process engineering when everybody was modeling the work as a business process, which is really a great approach, and it was a learning curve that we needed to get through. But if you think about process, process is basically the industrial age production line, right?

It’s linear, and it’s mechanistic. Even in the early ’90s people were starting to use computer technologies. Companies that I was working with, like Telecoms, were very large and complex. They had working groups; they had project teams, and work was more chaotic than process.

So I said, “Well, how can we model the work as a dynamic flow system, but still get some rigor behind that?” So I looked at virtually every modeling method that was out there from system dynamics to interrelationship diagraphs and context diagram and even object-oriented data analysis.

At that time I was helping companies through the benchmarking phase of very complex re-engineering process, through the learning phase of that. The challenge we were running into was people were trying to compare business processes with industries that were very unlike their own.

So at a level of knowledge complexity, a flow chart is not a systems tool. It doesn’t help you understand the whole system; it helps you understand one process within that system. So I said how can I find a modeling approach that will allow us to model not just the processes, but their interrelationships and a whole lot more besides so that we can actually compare one system to another?

So I tinkered, and I experimented and I started using what is now Value Network mapping in its early stages to support benchmarking projects, to map the activity. I like to use the term activity now instead of process for a reason.

If you think of the term process and you visualize process in your mind people generally say I see an engineering type schematic, a drawing, a flow chart. If I use the term business activity, the image that pops in their mind is real people interacting. So can we model the real activity of people interacting in a way that also shows us how the processes are working? That’s how I developed the modeling method.

I realized that even though I was helping people do these maps to support benchmarking as a way to talk to another industry, people were getting dramatic breakthroughs.

One of my favorite stories is a very large Telecom trying to redesign all of technology support worldwide. This was a very high level team, and it was in still the early stages, both of my consulting work and this modeling method. These people came in from all over the world, corporate headquarters. It was a very big deal for me to get this opportunity.

So we’re doing this mapping to try to describe the activity in a general way to talk with other companies and all of a sudden the room goes dead quiet. You could hear a pin drop. And I look around at all these guys, and they were all men. This was still back before women were in the technology field so much. And they were all giving each other a look like, “Oh my gosh, do you see what I see?”

I said, “Well, what is it?” One of them finally walked to the map, and he pointed to one area in the network map and he said, “It’s right here.” This whole group of people is literally in the way. If they weren’t there, everything would run smoothly.

Nine months, we never saw this. We’ve used every process tool. We’ve flow charted, we’ve scatter-grammed; we fish bombed. Nine months and we never saw this.

I said, “Well, that sounds pretty serious because I knew at the level we were talking this group’s probably hundreds of people.” And he said, “It’s very serious. It’s us. It’s our own group.” What I didn’t realize is that was actually what they were looking for is that kind of breakthrough because they were facing a very, very serious reorganization. And they did it. They designed themselves right out of the job.

But I thought wow, this has such potential for helping people cut through complexity and deal with the real issues. But it was really early. It was in the early 1990?s, so I continued to work with it and experiment with it.

Then in 1997-98 I was working with Don Tapscott and his group showing them how to do this Value Network modeling, and we were very interested in knowledge flows. Knowledge management was a big topic. My new book “The Knowledge Evolution” in 1997 was one of the big best?sellers in that area.

So I got invited into this project, and I said wait a minute. I think I mapped knowledge plays, and I went back to this modeling and found that it worked not just for the formal transactions of the process interactions, but also to depict the way specific kinds of knowledge, information, and intangible run through the activity.

That’s where it really came together and then I started calling it Value Network analysis because I was able to link those knowledge flows into intangible asset management as the engine for creating value.

But what happened in that period was, it brought together the best that we understood about knowledge and knowledge flows and the importance of human to human knowledge. It brought together the process management and engineering concepts that were so critical for productivity. It brought together the intangible asset management and dynamic pull systems as a way to model all of this.

So I was very excited about it, but it was still too early as far as the market, so I didn’t start publishing about it until the early 2000. But that’s how it came together, and I see it as the trending. I saw the potential for it and now people are really starting to really gravitate towards it as the importance of value creating in networks is really coming to the forefront.

Value Network Map: Can be found at valuenetworks.com


Lean Sales and Marketing: Learn about using CAP-Do

Special Marketing with Lean Book and Program offers on Facebook

Please Join Us in Evolving The Next Seven Tools 0

Comment, Post, or leave a 3-Minute Video on Your Favorite Tool. Why do you like it?

(This is A Google Community: Next 7 Tools)

Community purpose: to explore, create, and perfect the next generation of continuous improvement tools that will lift the quality and effectiveness of organizations beyond 2020.

The first seven tools were published by JUSE over 40 years ago, and the new management tools are already 20 years old. Therefore, we think it is high time for us to take another look to see what new tools there are that can propel our organizations effectiveness and our careers. With your help we can do just that! Next7Tools

We want each person here to have the rare opportunity to share your ideas in a safe environment where respect for people is paramount, and where unique pragmatic ideas drawn from deep wells of tacit knowledge and experience are valued most. Our goal is to share best practices and things that really work with each other in this select community.

I have always encouraged manufacturing organizations that if they could learn the Seven Basic Quality they could go a long way in their improvement efforts. These tools were first emphasized by Kaoru Ishikawa, a professor of engineering at Tokyo University and the father of “quality circles.” The seven tools are:

  1. Cause-and-effect diagram (also called Ishikawa or fishbone chart): Identifies many possible causes for an effect or problem and sorts ideas into useful categories.
  2. Check sheet: A structured, prepared form for collecting and analyzing data; a generic tool that can be adapted for a wide variety of purposes.
  3. Control charts: Graphs used to study how a process changes over time.
  4. Histogram: The most commonly used graph for showing frequency distributions, or how often each different value in a set of data occurs.
  5. Pareto chart: Shows on a bar graph which factors are more significant.
  6. Scatter diagram: Graphs pairs of numerical data, one variable on each axis, to look for a relationship.
  7. Stratification: A technique that separates data gathered from a variety of sources so that patterns can be seen (some lists replace “stratification” with “flowchart” or “run chart”).

Excerpted from Seven Basic Quality Tools by ASQ Quality Press

In 1976, the Union of Japanese Scientists and Engineers (JUSE) saw the need for tools to promote innovation, communicate information and successfully plan major projects. A team researched and developed the seven new quality control tools, often called the seven management and planning (MP) tools, or simply the seven management tools. Not all the tools were new, but their collection and promotion were. The seven New (MP) tools, listed in an order that moves from abstract analysis to detailed planning, are:

  1. Affinity diagram: organizes a large number of ideas into their natural relationships.
  2. Relations diagram: shows cause-and-effect relationships and helps you analyze the natural links between different aspects of a complex situation.
  3. Tree diagram: breaks down broad categories into finer and finer levels of detail, helping you move your thinking step by step from generalities to specifics.
  4. Matrix diagram: shows the relationship between two, three or four groups of information and can give information about the relationship, such as its strength, the roles played by various individuals, or measurements.
  5. Matrix data analysis: a complex mathematical technique for analyzing matrices, often replaced in this list by the similar prioritization matrix. One of the most rigorous, careful and time-consuming of decision-making tools, a prioritization matrix is an L-shaped matrix that uses pairwise comparisons of a list of options to a set of criteria in order to choose the best option(s).
  6. Arrow diagram: shows the required order of tasks in a project or process, the best schedule for the entire project, and potential scheduling and resource problems and their solutions.
  7. Process decision program chart (PDPC): systematically identifies what might go wrong in a plan under development.

Excerpted from Nancy R. Tague’s Quality Toolbox ; Second Edition, ASQ Quality Press, 2004.

Today’s world has introduced more and more uncertainty. As a result it has forced us to get closer and closer to our customers. This reduces are reaction time and allows us to make better informed decisions. To do this, once again a new set of tools need to be utilized. This methodology has been introduced to us through the concepts of Design Thinking. I think this serves as a great starting point for the Next 7 Tools:

  1. Visualization: using imagery to envision possible future conditions
  2. Journey Mapping: assessing the existing experience through the customer’s eyes
  3. Value Chain Analysis: assessing the current value chain that supports the customer’s journey
  4. Mind Mapping: generating insights from exploration activities and using those to create design criteria
  5. Brainstorming: generating new alternatives to the existing business model
  6. Concept Development: assembling innovative elements into a coherent alternative solution that can be explored and evaluated
  7. Assumption Testing: isolating and testing the key assumptions that will drive success or failure of a concept
  8. Rapid Prototyping: expressing a new concept in a tangible form for exploration, testing, and refinement
  9. Customer Co-Creation: enrolling customers to participate in creating the solution that best meets their needs
  10. Learning Launch: creating an affordable experiment that lets customers experience the new solution over an extended period of time, so you can test key assumptions with market data

Excerpted from Designing for Growth: A Design Thinking Toolkit for Managers (Columbia Business School Publishing).

We appreciate all those members who choose to contribute to rich and meaningful conversations, and especially those who refer great prospective contributors to us as we co-create the Next Seven Tools. Please join us in evolving the Next Seven Tools. Now let’s open a discussion. Please start by introducing yourself and why you like this topic.

Comment, Post, or leave a 3-Minute Video on Your Favorite Tool. Why do you like it?

(This is A Google Community: Next 7 Tools)