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7. Target areas where insufficient knowledge flow has a serious impact on the business. 8. Design organizational interventions to create the environment that will enable social capital to grow. An SNA project is successful when it is tied directly to a business objective and when the participation rate for data collection (participation in a survey) is close to 100%. Therefore, the most important part of starting the project is to ensure that the project sponsor is a senior leader who has credibility with the group and who is trusted by the group to use the data responsibly. (You can only imagine what the participation rate would be if an SNA project were positioned in the context of a downsizing or series of layoffs.) The second most important aspect is to ensure that there is business value to performing the analysis. There is negative value in performing an SNA without being able to present a business case. Business Goals There are many business and organizational effectiveness applications for SNA. Some KM-related examples include: • Improving collaboration by making networks more cohesive—Leaders who understand that knowledge flow across organizations is important for responsiveness, innovation, and effective reuse and access to existing knowledge will want to expend effort on organizational changes and programs that will have the biggest impact. SNA can provide data that will focus that effort. • Work load balancing—SNA can identify the people who may be carrying excessive loads in communicating across group boundaries and people who may be underutilized. The understanding created by an SNA can result in the redefinition of roles, the allocation of specific KM roles, or project reassignments. • Assessing interactivity among groups following a merger, acquisition, or reorganization—Often, a reorganization is planned with assumptions about the “synergy” that will occur by bringing groups together, but there is often no way to validate that relationships are, in fact, established and working. When the goal is clear, the communication to employees to participate in a survey can motivate participation. One manager headed the e-mail that distributed the survey with the heading, “Help Us Help Ourselves.” Collecting Data Social Network Analysis in the KM Toolkit 335 Data for an analysis can be collected in several ways; these are summarized in Table 27.1. The examples from this chapter are all based on data collected from surveys. In the survey method, the goal that is identified will lead to the identification of the group or groups who are to participate in the survey and the questions that will be asked. For example, if the goal were to build a more cohesive knowledge network, then the questions would be related to some dimensions of knowledge: • “How often do you receive information from these others that you need to do your job?” • “How well do you know and understand the skills and experiences of others?” • “Is the type of knowledge held by this other person important to the work that you do?”
336 Knowledge Management Tools and Techniques Table 27.1 Collecting Data for Social Network Analysis Collection Comments method Surveys Each member of a network fills out a form that indicates the strength of his or her relationship in a particular dimension with each other member. This method is not practical for groups larger than 150 to 200, but the results within this range provide broad coverage and actionable results within groups up to this size. Ethnographic Practitioners observe and interview individual members of a interviews network, engaging them in questions about their interactions, and use the data collected to develop the data. This method is not practical for large groups, but can be very effective when used in conjunction with the development of a knowledge map of an organization (that is, you would map knowledge repositories and Web sites as nodes along with key individuals or groups). Electronic Software tracks and analyzes the flow of e-mails among activity individuals in an organization, on an e-mail distribution list mapping (listserv), or who access and use specific documents in a repository. This method cannot help you determine the context of the activity, and it is also difficult to use without addressing privacy concerns. However, this method is very useful in identifying patterns of interaction and the leaders of large networks. • “Do you find it easy to access this other person when you need help?” • “How much more effective could you be if you could communicate more with this other person?” The SNA practitioner uses different types of questions for different situations and business goals; the questions listed here are, however, very typical and useful in many settings. Surveys can be administered by distributing simple spreadsheet documents or by forms-based Web programs. The people being surveyed mark their response to the question with respect to every other person in the survey, rating the answers on a scale from 0 to 5 or 6. For example, shown here is a sample survey. Please indicate the extent to which the people listed below provide you with information you use to accomplish your work. Pete Response Scale: Mohan 0 = I Do Not Know This Person/I Have Never Met this Person Sarah 1 = Very Infrequently Quentin 2 = Infrequently Rudy 3 = Somewhat Infrequently Ben 4 = Somewhat Frequently Ashok 5 = Frequently Aaron 6 = Very Frequently
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Knowledge Management Tools and Tech
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Knowledge Management Tools and Tech
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Contents Preface ..................
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Contents vii 13 Hewlett-Packard: Ma
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Contents ix Part III 29 Tools for T
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Preface xi The first book in this s
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To the struggle for knowledge, peac
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Overview: The Social Life of KM Too
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This book is not intended to provid
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“Knowledge sharing can be hampere
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Figure 1.1 Interface for rating kno
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Actually, the concept of KM can be
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Senior VP for communications and In
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Literature Review The rapid adoptio
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“Just as no company will probably
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Allee uses a “holo-mapping” tec
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A true EKP would record the history
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A pilot deployment is highly recomm
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Though IT-based tools for KM can de
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Table 1.2 Properties of Knowledge A
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Table 1.4 continued Overview: The S
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Table 1.7 Overview: The Social Life
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Table 1.8 continued Knowledge Porta
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Table 1.11 Roles and Tools for Onli
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have also been delivered to the bot
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Fuji-Xerox The growth of IT-based t
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funnel, and creativity sessions are
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Part III: Vendor Reports Expertise
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Online CoPs have been deployed at D
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Capacity Create and circulate adequ
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secure company secrets or confident
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KM Metrics Overview: The Social Lif
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Table 1.14 KM Metrics (1) Scope of
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Figure 1.4 Knowledge Management for
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Interview: Knowledge Management at
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Part I
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Knowledge Management at Accenture*
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Figure 2.1 The evolution of Accentu
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subject matter experts. “Communit
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• Discovering, researching, and u
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Figure 3.1 May-Sept 2001 Oct-Dec 20
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edesigning, retesting, and then dep
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Figure 3.2 Pro-forma social & intel
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Plan, Design, Execute . . . Reap? 9
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Lessons Learned Plan, Design, Execu
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4 Power to the People: Supporting C
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was established, leading to a full-
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Supporting Collaborative Behaviors
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Figure 4.1 Actual meetings by month
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ABB’s tool of choice to fulfill t
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Figure 4.4 Features of the e-Meetin
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exist. Only by creating an adequate
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A Work in Progress: The Phoenix K-e
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Figure 5.1 The Phoenix K-ecosystem
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Figure 5.3 CMDB The Phoenix K-ecosy
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a single page, enables the global t
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ERP Path Traditional ERP software p
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Schemes and Tools for Social Capita
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Table 6.1 Schemes and Tools for Soc
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Table 6.2 CoP participation Company
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Figure 6.2 Figure 6.3 Inferred rela
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Figure 6.4 NetMap Solutions FM Coal
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Schemes and Tools for Social Capita
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eporting through the use of tools f
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Knowledge Management in Practice: M
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Making Technology Work at DaimlerCh
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Figure 7.2 CoPs/Tech Clubs Challeng
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combined with NDT (Non-Destructive
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except in cases where the nature of
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Ready for Take-off: Knowledge Manag
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Knowledge Management Infrastructure
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We started with daily news content,
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that a KM system would bring (for e
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Building and Sustaining Communities
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assessment or preselect one vendor
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Figure 9.1 Guest/ User Expert User
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161 Table 9.1 KM Program 2002-2005
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Experiences with Knowledge Communit
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how people share knowledge seems to
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While John Peetz, Ralph Poole, and
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unique to Quickplace, but whatever
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• Staff can log in to demonstrati
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technology. A key step in the chang
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Knowledge Management Processes and
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Knowledge Management Processes and
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Figure 11.1 Typical structure of a
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Phase 3 By 1999, the number of CoPs
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segments of the U.S. Navy. Although
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The Knowledge Assessment Program fo
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a for each department in a company
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The Knowledge Assessment Program 18
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The Knowledge Assessment Program 19
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Figure 12.5 Examples: Two Typical C
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From the KM Architecture Model surv
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Hewlett-Packard: Making Sense of Kn
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Hewlett-Packard: Making Sense of Kn
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Figure 13.4 outcome Technology enab
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Figure 13.5 Hewlett-Packard: Making
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• Engage business leaders—Your
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Most of New Zealand’s small techn
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Figure 14.1 Electronic forums at th
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material that they would normally b
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The Way Forward A New Zealand Case
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The Nursing Leadership Academy on P
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The Nursing Leadership Academy on P
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Figure 15.1 The Nursing Leadership
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3. Design your user interface for t
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KPMG: Leveraging KM Tools for Pract
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Knowledge Toolkit This knowledge or
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17 Interorganizational KM: The Expe
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The Experience of Australia’s NOI
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Two knowledge management tools are
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The Experience of Australia’s NOI
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Knowledge Strategy in Small Organiz
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While the development of the strate
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The Office of Small Business, Austr
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of Small Business is represented by
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ather than culture based, in retros
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not solely the domain of large busi
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Rolls-Royce plc Rolls-Royce plc is
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A Day in the Life of a Rolls-Royce
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Several expert “people pages” h
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depending on the type of knowledge
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Creativity, the Knowledge Connector
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Figure 20.1 Contract gate The innov
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The Creativity Awareness Model The
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Creativity, the Knowledge Connector
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Figure 20.3 A snapshot from TechOpt
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ativity sessions is best reflected
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Structures Creativity, the Knowledg
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URDV Team Award Creativity, the Kno
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our greatest assets.” The fact is
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Figure 21.1 HR’s intranet: YourNe
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Promoting Empowerment and Knowledge
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manager to control the hiring proce
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Thus, this proxy of a directory of
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Part II
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“A Fool with a Tool Is Still a Fo
Page 300 and 301: Tools for Knowledge Codification Th
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Page 304 and 305: Table 22.2 Multidimensional Matrix
Page 306 and 307: Techbuck Score Card Noted underworl
Page 308 and 309: Collaboration Software: Evolution a
Page 310 and 311: ensuring the right level of manager
Page 312 and 313: Figure 23.3 Synchronous/ real-time
Page 314 and 315: Figure 23.5 Instant messaging and c
Page 316 and 317: Over the next two years, we will co
Page 318 and 319: Complementary Partners, Reinforcing
Page 320 and 321: the mission of remaining aware and
Page 322 and 323: 9. Counterintelligence and informat
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Page 326 and 327: Evolution of Knowledge Portals* Hei
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Page 330 and 331: sales force automation (SFA), or su
Page 332 and 333: Figure 25.1 General Portals Excite.
Page 334 and 335: tional efficiency. The goal was to
Page 336 and 337: Introduction Stories that describe
Page 338 and 339: From e-Learning to e-Knowledge 323
Page 340 and 341: • Next generation Internet techno
Page 342 and 343: core to the way we learn and develo
Page 344 and 345: Social Network Analysis in the KM T
Page 346 and 347: goals and uses of analyzing the con
Page 348 and 349: Using a Network Map for Diagnosis a
Page 352 and 353: Figure 27.4 The resulting survey ne
Page 354 and 355: Figure 27.5 Network analysis showin
Page 356 and 357: Figure 27.7 A focused view into gro
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Page 360 and 361: Trends in Social Software Social Ne
Page 362 and 363: 28 Approach to KM* Selforganization
Page 364 and 365: Table 28.1 Self-organization: Takin
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Page 368 and 369: Emotional Intelligence in the Workp
Page 370 and 371: Table 28.3 continued Analyzing info
Page 372 and 373: Self-organization: Taking a Persona
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Page 376 and 377: ing, collaborate with colleagues, a
Page 378 and 379: Part III
Page 380 and 381: Tools for Tapping Expertise in Larg
Page 382 and 383: experiences and learning), and the
Page 384 and 385: well an instrument works is typical
Page 386 and 387: Figure 29.2 Tools for Tapping Exper
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Page 390 and 391: Integration not only renders the EK
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Page 394 and 395: Figure 30.1 Entopia Knowledge Locat
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Page 398 and 399: Integrated KM Solutions: The Experi
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Effective Knowledge Management for
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Relationship knowledge also comes i
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There are two technologies in commo
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Effective Knowledge Management for
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Leveraging Content in Enterprise Kn
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From Transactional to Knowledge Wor
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Leveraging Content in Enterprise Kn
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Figure 32.1 A visualization can pro
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Figure 32.3 The document level view
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customers, or to retain or destroy
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Structured Knowledge: The Key to Op
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The Key to Optimal Contact Center E
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The Key to Optimal Contact Center E
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About the Contributors Patti Anklam
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About the Contributors 413 has co-a
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About the Contributors 415 Stephen
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About the Editor Madanmohan Rao, a
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Index A ABB. See Asea Brown Boveri
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CNA insurance, 365, 369 Cohesion, d
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personnel rotation around strategic
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Finding versus using, leveraging co
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Intraspect, 351 Investment, return
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frameworks of, 33-44 at Fuji-Xerox,
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Legal discovery, leveraging content
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Online communities, 132 of practice
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Rolls-Royce plc, 246-254 benchmarki
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Time changes in social network evol
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