KM Admonition: In Case of KM Emergency

KM Attention Trap: Bad Knowledge Management

The Cult of Knowledge Management

Although it might not seem like it from all of the activity on this blog, I have been writing my ass off the last few months. Unfortunately, the down side of doing it offline is that I have to rev up my creative juices in order to write as freely as my wit and wrongness require. Thankfully, a little “dab” of Cher and Junior from my undergrad party days at Backstreet seems to help.

Ahhh, the club days. It seems like just yesterday that I was screaming for a DJ and sweating alcohol and second hand smoke into some ridiculous get-up. Wait, it was yesterday – house party, then MJQ and my favorite new cocktail: JD and sweet iced tea. Tell me again when I’m supposed to grow the hell up?!?!?! Well, as long as my Wii fit age is less than my real age I’m gonna keep whippin' my hair back and forth!

Anywho, a few months ago, I was researching social movements for inspiration on KM Branding when I came across a typology of social movements based on the work of the late anthropologist, David Aberle. As shown below, Aberle proposed four types of social movements (Alternative, Redemptive, Reformative, and Revolutionary) that revolved around two questions: (1) Who is the movement attempting to change, and (2) How much change is being advocated?

• Alternative social movements seek to facilitate limited change within a limited population. Example: Planned Parenthood, because it’s directed toward people of childbearing age to teach about the consequences of sex.
• Redemptive social movements also operate within a limited population, but seek to bring about a radical change. Example: Some religious sects fit here, especially ones that recruit members to be ‘reborn’.
• Reformative social movements target the entire population while seeking to facilitate only a limited change. Example: Environmental movements, because they encourage everyone to aid in improving the environment.
• Revolutionary social movements seek to (radically) change all of society. Example: The Communist party is one example of a movement seeking to radically alter social institutions.

Since two of my previous approaches – Green KM and Guerrilla KM (‘reformative’ and ‘revolutionary’, respectively) – were a surprising and unexpected fit, I challenged myself to round out the model with two additional approaches: The Cult of KM (Redemptive) and (my upcoming) 12 Step KM (Alternative).

Despite all of the negative information out there about cult leaders and cult formation, I’ve had a blast with the Cult of KM. I suppose it's understandable given that cult leaders aren’t really perceived as the most positive people in the world. Actually, because of their ability to exert influence and authority over others to the extent that folks will do anything for them (and a general lack of hesitation about doing so) cult leaders are an extremely dangerous lot. Still, as much as we condemn them there are plenty of folks out there who wouldn’t mind having their mojo! For knowledge managers, the ability to build a cult-like following can make a world of difference. Like, let’s say, the difference between a bright future and a career change.

Why a Cult of KM?
Let’s be honest, building and championing organizational initiatives can be straight up ridiculous! And, it sure as hell doesn’t get any easier when the initiative involves changing not only processes, but behaviors. The questions people ask regarding change initiatives are reminiscent of the terrible-two’s: Why? Why do I have to change? Why should I change? Does everybody have to change? Aren’t we changing every day? What if I don’t want to change? Can I change into whatever I want? Why do you get to tell me what to change? What’s change?

Just to refresh your memory, the objective of KM Branding is to provide education and promote awareness of KM; in effect, responding to (and attempting to mitigate) these questions as well as the bazillion others you’re sure to be confronted with as you go about doing “that KM voodoo that you do so well”. Contrary to the stereotype, in building a cult of KM you’re not trying to create a mindless mass of followers…unless you are. Hopefully, you’re not quite so sketchy and truly focused on building quality relationships and developing a level of KM understanding that enables its institutionalization.

Unlike (the equally radical) Guerrilla KM, which utilizes more of a grassroots, “power to the people” campaign/approach, a Cult of KM focuses on building social equity (or capital) among a limited, targeted group of organizational stakeholders who are in the best position to help promote and champion KM.

Creating a KM Cult(ure)

“It is important to recognize, however, that so long as only one person holds a religious idea, no true religion exists. We conceptualize successful cult innovation as a social process in which innovators both invent new religious ideas and transmit them to other persons in exchange for rewards.” (Bainbridge & Stark, 1979)

As practitioners, no matter how great we think KM is, it doesn’t mean diddly if we’re the only ones who recognize that greatness. Furthermore, you can be a fuckin’ “A” fantastic knowledge manager with charisma to spare, but if you’re not actively engaged in proselytizing KM (and asserting yourself as the organizational authority on the subject) success will be fleeting, if at all. I mean, c’mon, if you’re not actively engaging the audience you’re after, how the hell are they supposed to know you’re out there? KM may well be the set of strategies developed and pursued to improve how knowledge is shared and leveraged, but executing these strategies isn’t enough – you need to create a movement that elevates KM from good business to a religious experience. No surprise, however, that cultivating this type of experience is easier said than done.

As organizations adapt to rapidly changing markets with continuous efforts to improve operational efficiency, change fatigue has, increasingly, become a common problem across industries. The result: people don’t "fall" for every new fangled trend or technology comes along…especially when it’s marketed as a panacea. The beauty of KM, however, is that managing knowledge is something organizations are constantly and actively engaged in so you don’t have to sell them on KM as a new, profit-making/money-saving fad; you just have to sell them on your ability to improve how the company is managing its knowledge. To do this, you have to demonstrate amazing (prophet-like) awareness, insight and perceptivity into the issues facing the organization while discreetly solving some of these issues – and publicizing the hell out of the results (of course, focusing less on what you did and more on what you achieved to build a reputation).

At any rate, I’m hopeful that shedding some light on these four building blocks of a cult will be useful in securing the influence and social capital necessary to spread the “gospel of KM” in any organization. (Props to Tobias et al, Banbridge & Stark, and Rick DeLong's Socionics blog for providing some of my research material.)

Four Components of a Cult

• Compensators
• Proselytization
• Asserting Authority
• Maintaining Control

Roping the Mark: Dispensing Compensation
Every now and then I feel the need to drop an ugly truth about current KM practices that I hope will enlighten a lot more than it exasperates. With absolutely no disrespect to all of the successful, functioning KM initiatives out there, some of you don’t have so much of a KM culture as a Religion of the Yellow Stick in which people are dragged, kicking and screaming, into KM activity rather than brought over at their level of understanding and in their own good time. Granted, time is a crucial factor and conversion isn’t the most expedient route but the long-term success of KM is in its sustainability beyond any mandate. It’s not how many active participants/users (read: seats filled) you might have on any given day (when brandishing your stick), but an accepted belief in KM that leads to ingrained, normalized (read: ritual) KM behavior (practicing and preaching).

This is important to know because securing the buy-in of organizational stakeholders isn’t like converting some “rice Christian” with the promise of KM’s transformational qualities and the customary “quick win”. Nor is it likely that these stakeholders will be lined up outside your door waiting for you to save them (at least not to start with, muahahahaha). No, chances are you’ll be pulling a Carl Lewis running after folks and trying to nail down time to talk about KM, so, like any good salesperson/cult leader (same difference in this context), you have to make your time count.

Banbridge & Stark define compensators as “satisfying articles of faith, postulations that strongly desired rewards will be obtained in the distant future or in some other unverifiable context”. In KM-speak that means having a strong KM value proposition; and by strong I mean tricked out like a Transformer! KM professionals should, at a minimum, already be involved in conducting SWOT analyses, market research, and understanding the history of change initiatives (both failed and successful), the organizational culture, and the general attitude towards change. But, the key to developing the most beguiling and irresistible compensators is in thoroughly understanding the personal and professional needs of your stakeholders. What motivates them – money, power/influence, respect…genuine altruism? Only by understanding their motivations can you exploit them!

I know, I know, I sound like one shady bee-yotch right now, but step outside of my seemingly sinister scenario for a moment into the cold, harsh light of day (and your marks’ shoes) and ask yourself: Aside from a top-down mandate to do so (and people still find ways of ignoring those – you know exactly what I’m talking about) why should any of these people give a rat’s ass about you and your KM initiative? What do they really get out of drinking the kool-aid or swallowing “the little red pill”?

Sidenote: For your sake, I hope that you won’t make the mistake of assuming that just because it’s someone’s job to do something that this argument alone will be sufficient to sway them. And, unless you’re dealing with a hardcore altruist, don’t bank on “the benefit to all” argument. Lastly, please, please, "Dear Lord baby Jesus, lyin' there in his ghost manger, just lookin' at his Baby Einstein developmental videos, learnin' 'bout shapes and colors" don’t try to persuade anyone with the idea that it will make them look good or impress higher ups (even if it will) unless you are absolutely, positively sure that this is their Achilles heel.

That said, if the only answer you can come up with (to my pre-sidenote-rant question) is some tired, re-hashed diatribe on the bennies of KM (blah, blah, blah) then not only should you expect to be blown off (hopefully in a Miss Manners approved fashion), you kinda deserve it. In business, as in life, people prioritize relationships and activities according to what matters most to them (not you). Compensators should be relevant to the mark! You have to find each of their Achilles heel – vanity, ambition, social conscience – and play it (with every ounce of class you possess) to the hilt. Roping the mark is not so much about selling KM as it is about selling yourself as a solutions provider, the answer to their unspoken prayers; you’re “roping” them into a relationship with you in which you are regarded with great respect, thoughtfulness, and consideration.

You want their confidence.

I’m sure that some people may not see the point in separating their KM and “solutions provider” pitches but keep in mind that you’re building a “following” by developing relationships, not by selling a service or product – even your compensators are simply a hook! Every half decent sales professional knows that the highest quality and most enduring buyer-seller relationships are built on trust that has been carefully cultivated – not just having the best price point at the moment. While some of your stakeholders might be characterized (or even self-describe) as having little time for “small talk” or sales pitches with requests that folks simply "cut to the chase", your success as a KM cult leader is dependent upon setting the pace.

The Royal Road: Socializing KM

“…I guess Professor Zueblin is right when he says that thinking is the hardest work many people ever have to do, and they don't like to do any more of it than they can help. They look for a royal road through some short cut in the form of a clever scheme or stunt, which they call the obvious thing to do; but calling it doesn't make it so.” (Excerpted from Obvious Adams, p50)

The classic idea of a cult is that it’s a con, there is no light at the end of the tunnel, pull back the curtain and the all-powerful Oz is a powerless fraud (read: no skills, experience, and/or abilities) who was swept away in a hot air balloon (read: momentum of a, potentially great, idea). So, one might reasonably ask, “If you’ve got the goods and can deliver on your promises, then why all the hoopla, why the need for the con-like approach?” Basically? Because people like to be schmoozed, they want to be seduced…they want to believe that there is a “there” out there! As the timeless tale of Obvious Adams illustrates, some folks have a difficult time acknowledging and accepting the perfect simplicity in a strategy or idea; a fact that leaves many susceptible to idiots and con-men (go you!!). So, it advances the cause (well, your cause, at any rate) to craft a mythology around KM, wrapping the KM vision and strategy within a grand illusion that sets stakeholders off on a great adventure down a royal road to the solution they’re seeking.

Before you “poo poo” the idea, consider that any idiot can offer a solution – what makes yours stand-out, what gives it substance and merit, makes it worth listening to? The ability to deliver solutions with an appropriate and convincing display of showmanship is an art that distinguishes “good” from "great". Mythologies, like fairy-tales, are an enduring, time tested medium for imparting knowledge, wisdom and values. And, unlike, many traditional business communiqués, they travel well across an organization (nothing travels better than gossip, conjecture, and enigmatic tales). In addition to the fun, excitement and entertainment value inherent in this approach (fun is not anathema to business no matter what you learned in B-school), a well-crafted mythology can be an effective tool for piquing interest in and sparking discussion about KM, socializing the KM vision and desired values of knowledge sharing, and promoting KM’s various services and benefits.

"It [the fairy tale] addresses itself to the child’s sense of courage and adventure. The tale advises the child: Take your courage in hand and go out to meet the world head on. According to Bruno Bettelheim, the fairy tale offers this promise: If you have courage and if you persist, you can overcome any obstacle, conquer any foe.

"By recognizing a child’s daily fears, appealing to his courage and confidence, and by offering hope, the fairy tale presents the child with a means by which he can understand the world and himself. And those who would deodorize the tales impose a fearsome lie upon the child. J.R.R. Tolkien cautioned, “It does not pay to leave a dragon out of your calculations if you live near him." (The Read-Aloud Handbook, Jim Trelease)

Perhaps one of the most pervasively frustrating issues hounding knowledge management professionals – regardless of experience or organizational type – revolves around making KM work. Often, the answer lies, simply, in making KM real – an actual organizational challenge requiring an actual strategic solution. I mean, hey, if you can’t sell KM, then how do you expect to sell a KM solution? And, continuing my trend of advising on what not to assume, don’t assume that just because a KM need has been identified (as evidenced by the job posting that lead to you getting hired) that there is universal agreement on what KM is or the best approach to managing KM-related issues. Even in the (shocking, amazing) event that such consensus exists, there will, likely, still be a need to socialize KM that will facilitate building the foundation for your emergence as the KM cult leader (a.k.a solutions provider). After all, unlike charlatans of old who relied upon deception and ambiguity, the solution you are offering truly exists! The mythology you create not only illuminates, placing a spotlight on organizational needs with a colorful, inventive lamp, it also demonstrates a profound awareness and understanding of these needs and spreads the message (the “good word”) that there is an enlightened and achievable way of meeting these needs.

See there, you’re not some ratchet con-man – you’re offering an explanation for phenomena beyond folks comprehension, a sense of security in the face of uncertainty, and most of all, you’re offering hope …hope that there is a reason, that there is a way, that there are answers to all of the unanswered questions and unmet needs. Really, your organization is so lucky to have you.

And it’s important you make sure they know it.

Parting the Sea: Asserting Your Guru-ness

“In life one has to face a huge assortment,
Of nauseating fads and good advice,
There's health and fitness, diet and deportment,
And other pointless forms of sacrifice,
Conversation? Wit? I am a doubter,
Manners? Charm? They're no way to impress,
So forget the inner me, observe the outer,
I am what I wear and how I dress"
(Excerpted from My Strongest Suit, Aida)

Generally speaking, I’m not a fan of proselytization, particularly when it comes to spiritual matters. I’ve always felt that God, who set the stars in the Heavens and created the Earth and the Sea and all life on this planet probably doesn’t need PR (especially when you consider some of the people speaking on His/Her behalf). Color me crazy, but I’m thinking the work speaks for itself, y’know? But hey…that’s my take.

Wannabe cult leaders on the other hand, could definitely benefit! Shameless self-promotion may be gauche but what’s the use of spreading “the good word” of KM if folks don’t know that there’s a bonafide KM guru in their midst? You’ve gained their trust, you’ve spread the gospel, now it’s time to reap the harvest.

When you compare the roles typically ascribed to a guru (teacher, leader, motivator, counselor) against the ones a Knowledge Manager must play (all of the above PLUS evangelist, confidant, problem solver, hand-holder, networker, make-shit-happen-er) the gap between guru and Knowledge Manager is virtually non-existent…that is, if you have the cojones to take the leap! For those of you that do, a few pointers..."

1. Pursue stealth relationships.
   In their book Captive Hearts, Captive Minds authors Tobias, Lalich, and Langone describe cult leaders as having "an outstanding ability to charm and win over followers. They beguile and seduce. They enter a room and garner all the attention. They command the utmost respect and obedience." Acquiring the initial trust of your mark is only the first step in building long-term relationships that deepen your rapport, strengthen your influence, and enable you to discreetly identify and discover critical needs (and by that, I mean plural – go hard or go home!) so that you can manifest solutions seemingly out of thin air. The key is in identifying multiple needs that you address at your discretion (not theirs) which reinforces the notion that you are indeed the Wizard of KM and not a one hit wonder.
2. Be a problem solver, not a problem explainer.
   Although I’m fond of being “Mr. Full Disclosure” and a firm believer in transparency, the culty-guru in me recognizes that my effectiveness isn’t tied to these goody-goody character traits. Both you and your audience (but mostly you) want to feel like you are a miracle worker, so cut to the chase. Problem solve with minimal to no explanation of how. For solutions with long-term benefits, avoid speaking too much about them up front so that you can mine them for future wins. Take metrics, for example, unless it’s a key part of the solution being provided, don’t disclose that you’re tracking them until you generate your first report. Besides, too much time spent on talking about a problem (or its solution) is just going to give folks a headache anyway.
3. Keep it cool and zen-like.
   While there are moments when showing a chink in the armor (never more than two) can be beneficial to growing your legend, the ability to project awe-inspiring confidence and intrepidness along with an uncanny sense of control are important assets for a culty-guru. Fueling the flame of (belief in) your enlightenment requires anticipating and planning for future needs and challenges in order to remain two steps ahead of your stakeholders while giving the appearance of either being nonchalant or excited (whichever feels right) about these developments. Keep in mind that when your stakeholders are stressed out, it’s business as usual; when you’re stressed out, there’s a problem. Also, god-like confidence: sexy as hell!
4. Think before you act and act before you speak!
   Deliver on the promise of something great and transformative by speaking more with your actions and less with your words. And, when you do speak (for example, in a meeting where solutions are being solicited), speak plainly, directly (matter of fact), and succinctly, declaring your solution as if it were the most natural and obvious thing in the world. Mind Control 101 author JK Ellis offers the following advice: “Be accessible as a person but present your knowledge and wisdom as being rare, expensive, mysterious, and only for those who are truly ready for it. This compromise allows you to build deep personal bonds with people yet have them want more of your presence."
5. Manage your accessibility.
   Given your target audience, you should fully expect potential followers to be high on need and low on time (for anyone or anything they don’t consider a priority), ensuring that you – capable, ambitious, self-directed minx that you are – are always in demand. But do not, I repeat, do not, make yourself available to be anyone’s problem-solving bitch! Building a cult of KM isn’t just about branding KM you’re also branding yourself! Remember that not only are you an expert but you’re the expert providing critical solutions, so, at a minimum, be only as available as your adherents. Why is this important? Because if your target audience fails to fully appreciate your time and talent then the social equity you’ve been questing after (“my precious”) ain’t gonna happen. Social equity isn’t conferred just because you made shit happen, it’s given because your expertise is valued, respected, and greatly desired. Plus, being available at the drop of a dime gives the impression that you’re a genie in a bottle.
6. Build (and maintain) the mystery.
   Downplay the amount of work involved in making KM happen. Create the illusion that executing KM is a magical process, regardless of the actual work involved. You want stakeholders to believe that you have a gift for making KM work beyond anything that they could do themselves. Hold fast to this knowledge – your job is to improve sharing of organizational information, not your trade secrets. And when you do share, don’t give it out like candy.
7. Herd the sheep, reinforce the message.
   When creating a movement of this magnitude it’s easy to get lost in the sea of glory, power, and public exaltation that is sure to mark your ascension however, in addition to the many feats of awesomeness you will, no doubt, perform, it’s important to regularly set aside time to “light the way” for your flock. Being a leader (and physical manifestation of KM) means being a mentor…a shepherd. You must accept your responsibility for providing guidance and wisdom. By creating and seizing learning opportunities – the teachable moment – to improve their understanding and awareness of KM and good knowledge sharing principles not only are you actively involved in shaping their concept of KM, you are asserting yourself as the authority on all things KM.

The Wizard of KM: Maintaining Control
The Wizard of Oz is an excellent example of how effective good mythology and creative theatre can be used to advance an agenda. This dude, literally, blew into a cult leader’s dream – an entire town eagerly willing to offer up their hopes, submit to delusions, and confer power upon some jamoke in a hot air balloon. He didn’t even have to create his own mythology just perpetuate the one they built for him! Sadly, his masterful, though deceitful, use of theatre was less about consolidating power (‘cause he really didn’t have any) and more about not getting busted and, possibly, killed by a wicked witch. In the end, his duplicity was uncovered by a dog.

A dog. Damn.

Despite the potential sketchy-ness of the tactics I espouse in building a KM Cult, I still believe it can be achieved without sacrificing the values of sustainability, empowerment, and community development that epitomize my KM vision (“reaaally I do, reaaally”). Having a hustle doesn’t mean that you can’t be sincere and on the up-and-up (or mean that you’re the anti-Knowledge Manager). Neither does having good intentions mean that you have to be Mother Teresa. In fact, after all the work you’ve put into cultivating your little movement, you’re going to need a dab of “slick Rick” and a bit of theatre to ensure its continued success by keeping your flock on the straight and narrow and fending off dime store demagogues! The triple threat you’ll definitely want to stay on top of:

• Time constraints that interfere with stakeholder participation/indoctrination
• Stakeholder skepticism
• Stakeholder belief that their regular input is unnecessary or irrelevant

While theatre is a useful tool for engaging and amusing stakeholders (e.g., creating a name and special language for the cult; using nicknames to promote camaraderie; assigning totems and gifting physical representations, etc.) the weapon of choice for maintaining control is, without a doubt, thought reform.

As defined by Dr. Margaret Thaler Singer, thought reform (a.k.a. "brainwashing"; I prefer “behavior modification” for our purposes) is the “systematic and incremental application of psychological and social influence techniques to produce specific attitudinal and behavioral changes.” These changes are meant to occur without being immediately noticeable to the mark but I have a hard time seeing some of the more traditional techniques making any sort of a splash in a corporate environment. Come on, ritual dieting and fasting: Food is what gets most people through the workday so unless you plan on slipping something into their Lean Cuisine you’re not likely to change their diet or cause them to quit eating full-stop. And, while you might get some attention for going on a food strike I guarantee it won’t be the kind you’re after. Then there’s group pressure and “love bombing”: You don’t have to force singing, hugging, touching, and flattery on anyone – this stuff happens easily enough under the influence of alcohol at Happy Hours and raucous holiday parties all the time! Unless your strategy is to blackmail anyone stupid enough to get caught on film, you might wanna take a pass. My favorite has to be isolation and separation: are you kidding me, most folks pray for the opportunity to be isolated and separated from colleagues and co-workers.

Luckily, I’ve outlined a list of more useful tactics for altering stakeholders’ perception of KM.

• Meditation, Affirmations, and Admonitions…Oh My!
Objective: KM Consciousness-raising Rationale: These practices encourage stakeholders to continuously think about their issues from a KM perspective. As a culty-guru, you want to foster the habit of adherents soliciting your advice/feedback and asking themselves “How can KM help (HCKMH)?” each time a challenge arises. In the beginning you may have to wean them by selectively and proactively addressing needs (that you’ve identified) while impressing upon them the criticality of taking the first steps to contact KM ("KM helps those who contact KM"). Consider a framed desktop admonition: "Breathe in. Breathe out. Call KM." Also, consider routinely tweeting affirmations! Another weaning technique: as you become aware of challenges facing stakeholders send out brief, unsolicited emails offering sage (yet vague) advice with a reminder of your availability to help (hold on to full solutions until you score a face-to-face). Introducing yoga into your KM workshops is a creative way of encouraging stakeholders to take valuable “me time” while teaching them how to channel their energy into being more focused, deliberate, and productive in their roles. And “Kaaaaay Emmmmm” makes an amazing chant!
• Sharing in Community
Objective: Symbolic self-surrender Rationale: Lead KM workshops in which stakeholders “confess” their thoughts and feelings about KM (i.e., concerns, level of understanding), sharing knowledge (i.e., impact on personal power, status), workplace issues, etc. This is a clever method of empowering stakeholders (in ways that support your agenda) by addressing and allaying fears, increasing rapport, and uncovering new opportunities. This is also a fantastic opportunity to redistribute power! As the facilitator, the person responsible for absolving stakeholders of their "sins" and guiding them towards enlightenment, your role as shepherd and guru becomes increasingly evident.
• Stigmatize Wrong Behavior
Objective: Reinforce standards Rationale: As a rule, I don’t agree with the practice of rewarding employees for demonstrating good knowledge sharing…'cause it’s kinda your job and you shouldn’t be rewarded for doing what you’re supposed to be doing anyway. On the other hand, vilifying bad or poor knowledge sharing helps to set and reinforce standards. Obviously, you can’t go around tacking scarlet letters on people (though if you could I wonder what letter(s) would be used…suggestions?), but creating marketing campaigns in response to unacceptable behaviors – especially campaigns that target the perpetrators (without naming names) – carry a special stigma all their own.
• Build Attention Traps
Objective: Make KM the center of the universe Rationale: Though the concept is decades old, attention economics has become my new mini-obsession, especially since we seem to be living at the height of the Attention Economy! In every aspect of our lives, we are barraged by an insane variety of social, political, economic, and technological forces vying for our attention. Moreover, we are actively exchanging our attention for currency. Attention traps are designed to create a "centripetal gaze" that, essentially, sucks people in. Once you’ve "cracked the stakeholder code" and succeeded in securing a measure of trust bombard them with provocative and alluring attention traps designed to place KM, squarely, at the center of their universe (“KM is all!”) and enhance their commitment to active knowledge stewardship.
• The Tao of KM
Objective: Establish a "higher purpose" among stakeholders Rationale: A common cult teaching is that members of the group share a higher, divine purpose to which their communion and activities are ascribed. Given the radical change your KM cult is attempting to make within such a limited population, this concept is practically tailor made. Indeed, targeted your stakeholders because they’re special – they possess the social capital you need to acquire in order to do bigger, better things with KM across the larger organization. So, advising them that they have a higher purpose (let’s say, to transform the company) isn’t necessarily a lie or a bad thing because they do. Attributing problems experienced by those outside of the group (perhaps in another department, division, or company) as the consequence of being on the "wrong path" is wading into slightly murkier waters. However you choose to spin this “higher purpose” it should appeal to your stakeholders self-interest and entwine their needs/wants with the organizational mission to promote congruence between their personal agendas and beneficial to the organization’s bottom line.

Out of The Box - Week Ending 04/09

It's official, dim sum is dead in Atlanta! For the third time in two months I've attempted to satiate my appetite for the little bites of Chinese culinary goodness (at three different, formerly brilliant) restaurants and the for the third - at last time - I've been disappointed with food that is served cold (off of steaming carts, no less) and fails to please the palate. Thank God for Pho!

Anyway, the last week - when I haven't been obsessed with food - I've been thinking a lot about how the lack of understanding of KM among organizational leadership contributes to the failure of KM initiatives. This week's mix of articles provide some truly out of the box insight into KM branding and re-thinking the role and influence of KM.

• Knowledge in action!The role of social influence in surging autism diagnoses makes me wonder how and what organization's transmit KM knowledge and awareness, externally, from their clients and competitors and, internally, from one another.
• (Not so new) Trend of the Week: Crowdsourcing Popular, neologistic term, for outsourcing tasks to a large, diffuse group, usually without monetary compensation. While companies who attempt to abuse this concept will, inevitably, hit a wall, it's a fantastic way to engage your audience as part of your branding strategy.
• The fascinating Nature.com article, Learning in the wild, points out the relationship between learning and personal interest; basically, people learn and take the time to become informed when a subject is personal. Knowledge managers looking to Brand their strategies and improve strategy adoption should learn from this insight.
• Shout out to mystrategicplan.com for connecting me to Pamela Slim's Escape from Cubicle Nation blog
• Question of the Week: Is it possible to create workspaces and workplaces that influence the creation, flow, and capture of knowledge?
• Guerrilla marketing at its finest, now I just need to figure out how to leverage this from a KM perspective.
• What role does your KM strategy play in providing input into the content and format of your companies annual report.
• Reputation management in the digital space. Well written post from Mark Pollard on Cadbury's foray into social media

Out of The Box - Week Ending 02/05

See, this is what happens when tennis is your religion...you neglect your blog, the maintenance of your hair, the search for an inexpensive body butter to replace the exceptional one you used to get for a buck at the Dollar Tree (I have eczema and, yes, it was exceptional)...all so you can stay up day and night to watch the Australian Open. Thankfully, Serena and Fed didn't disappoint in their respective Singles Finals and the Williams sisters had some amazing points in their doubles match againt the frighteningly phenomenal Cara Black and Liezel Huber.

The downside this past week was the announcement of Ugly Betty's impending cancellation (though I've been too busy sucking at Mario Kart and getting hooked on Caprica to do more than worry about where I'll get my weekly dose of Vanessa Williams), but the upside has been an interesting and entertaining mix of articles that have generated some great ideas on KM...well, for me at least, that's why this stuff is out of the box.

• In a nod to avoiding the obvious pathways of strategy success, Pepsi eschews multimillion dollar Super Bowl ads in favor of "two-way dialogue" with customers in order to make brand a movement.
• Davos seemed like the place to be for Knowledge Managers this week, curious to know how many KM professionals were in attendance at the annual World Economic Forum (WEF). Can we get this kind of conversation going at future KM conferences?
• Having been roundly chastized for working like a dog to keep the momentum going on KM efforts (which, as it turns out was was more of a political maneuver to "keep-me-in-my-place"), I can totally appreciate Erica Olsen's tips on maintaining the momentum of strategic planning
• Epiphany of the Week: Forget Goldman Sachs janky bonus practices, after reading about how JPMorgan Chase Chairman and CEO, Jamie Dimon, scored a $16M bonus, I finally understand all of these sketchy fees Chase has been hitting me with over the last month. Remember the days when banks charged fees as a penalty and not a dubious revenue generating practice? I do. Here's wishing you lots of karma Jamie!

• Simple, but great advice (the best usually is) on winning new business (or support) whether you're an independent KM consultant or operating an internal KM function.
• How To of the Week: Some timely advice on managing anxiety in the workplace.
• Fantabulous response to a WSJ article on the loss of favor of strategic plans. This is always a point I try to underscore in my KM engagements.
• Question of the Week: Is "heritage" just a fashion trend or something your KM branding efforts can benefit from?
• KM Opportunity: The problem is not digitizing electronic health records, it's improving the accessbility and functionality of these systems (making them user friendly) and getting healthcare professionals up to speed on how to use them without interfering with their ability to do their primary work of saving lives. Anyone know of a group of professionals equipped to make this happen? Ooh, ooh, I do, I do.

Guerrilla Knowledge Management

OR, "How To Be a KM Revolutionary"

Soooo, 2010...
...
...
Considering how crappy the latter part of '09 worked out for me (what with that heart failure and all) I'm sure that I should be excited just to be vertical and walking, but I'm gonna hold off on any major celebrating for the moment and just see where this new decade leads. I'd hoped to end the year with a few new posts but I've been trying to shed the 30 lbs I've gained in the last 4 months from not being able to do any type of physically demanding activity (thank God for tennis)...and catching up on all of the shows I stopped watching mid-season 2009 (Is Vanessa Williams not the best reason to watch Ugly Betty?!?!)


Hey, I gotta broken heart; sue me!

Anyway, I hear confession is good for the soul and in the spirit of kicking off the year with a fresh start, I'm about to confess something that is so utterly embarrassing I've debated whether or not it should ever be committed to cyberspace. But, one day, when I'm in preparation for my confirmation as US Secretary of Knowledge, I might have to sit before a Senate sub-committee and spill my guts about these sorts of things so I might as well offer up some transparency now.

I rented Twilight.

I know, I know, the shame of it all! There are tacky and sordid hook-ups I'd rather spill my guts about, but there it is. I haven't watched it yet, but in my defense it was only a buck via RedBox and I'm curious to see what all the hype is about in a way that I was never curious about either sex or pot (my folks had a sure fire way to kill those curiosities - open dialogue! Thanks a lot mom and dad!)

Anywho, ever since my 2008 post on Green KM I've been itching to write one on Guerrilla KM. I coined the term years ago (for myself, at least, I don't know if anybody else is using it, although I'm familiar with Stealth KM) when I was a wet-behind-the-ears Knowledge Analyst at Ariba looking for ways to reduce my stress levels (that didn't involve a shotgun or Xanax) over my seemingly ineffectual efforts to promote KM.

The goal: "To increase knowledge sharing activity by any means necessary."

Yeah, I know, I was feelin' all "Knowledge Analyst X" at the time.

My initial strategy, which focused on coalition building and establishing an "army" of KM Champions across the organization, reflected my Adult Education and Policy Analysis studies more than true Guerrilla tactics, but I happen to see a lot of Adult Ed undertones in guerrilla warfare and the more I read on the subject the more potential I see for leveraging these tactics in a KM context.

While its possible (and advisable) to overtly pursue a "green" approach to KM, I definitely lean towards a more discrete use of guerilla KM tactics. Which is not to imply that these tactics are necessarily underhanded and shady, but nobody likes to feel as if they are being manipulated (especially if they are). In fact, stealing a page (or two, or three) from Machiavelli's The Prince might be just what your KM strategy needs to succeed!

In guerrilla warfare, a small contingent attempts to undermine a larger military force, usually in pursuit of a political agenda. Contrast that with knowledge management, in which a small contingent (maybe even a party of one), attempts to "influence" the larger organization, usually in pursuit of a politically and culturally charged objective.

For anyone who questions the comparison between 'undermine' and 'influence' and/or doubts the political nature of organizational change...get back to me when the green begins to wear off. Organizational change is inherently political and the more KM (or any functional area) attempts to influence (read: create change in) organizational behaviors, strategies, and policies the more likely it is to arouse the ire of any number of persons across the organization; making the use of guerrilla tactics an intelligent and savvy way to proceed in our line work. After all,

"the underlying strategy in guerrilla warfare is to harass the enemy (organizational leadership) until sufficient military strength (cultural momentum) is built up to defeat him in battle (influence evolutionary change in the culture) or until enough political and military (cultural) pressure is applied to cause him to seek peace (change strategies and/or policies).(Encyclopedia Britannica)"

Perhaps my favorite quote on the subject comes from Mao Tse-tung in his treatise "On Guerrilla Warfare" from which a lot of my approach has been derived,

"A revolutionary war is never confined within the bounds of military action. Because its purpose is to destroy an existing society and its institutions and to replace them with a completely new state structure, any revolutionary war is a unity of which the constituent parts, in varying importance, are military, political, economic, social, and psychological".

The effective implementation of knowledge management requires the use of a similarly composed strategy, addressing organizational politics, economics, culture, and psychology.

In developing a guerrilla approach to knowledge management, my biggest hurdle has been identifying a methodology that doesn't employ the negative tactics commonly associated with guerrilla warfare. Just because (the very "green" tactic of) transparency isn't necessarily a critical success factor in guerrilla actions (although, it can be part of the plan if it suits the agenda) doesn't mean that anything goes. As activist, writer, and Change Diva, Audre Lorde, wrote in her seminal essay "The Master's Tools Will Never Dismantle the Master's House”:

“The may allow us temporarily to beat him at his own game, but they will never enable us to bring about genuine change.”

So, for my part, I prefer to rely on working with positive, lasting tools as a means of facilitating positive, lasting change, which takes tactics like ambush, deception, sabotage, and espionage entirely out of play (yes, even if Sun Tzu says it okay). Of course, this is just me – feel free to be as janky as you please.

Although, I might make an exception for espionage. I'm not morally opposed to a little clandestine intelligence gathering particularly if you're working in an environment where knowledge hoarding is the norm. I know from experience that sometimes, the only way to get at critical knowledge and information is to be sneaky about it - just be cautious about how you gather your intel. I firmly believe that in business, as in life, what goes around comes around and the people you step-on on your way up the ladder are the very ones you'll be seeing on your way down.

In his 2007 article, Guerrilla Warfare, Change and Innovation Agency founder Ken Miller offers up the following tips for creating change when you're not in charge:

• Find a supportive manager."Guerrilla warfare starts with two people — a brave change agent and an enlightened manager. No matter how backward your organization may be, there is at least one manager who "gets it," who wants to make her unit the best it can be. Find this person and indoctrinate her."
• Implement the change initiative in one unit. "Don't make the mistake of piloting the concepts on low-hanging fruit. Think big. If nobody notices what you've done, you've missed the point of guerrilla warfare. And if everybody notices what you are doing before you're done, you have also missed the point."
• Create a buzz. "If you have selected a high-impact, high-visibility system, you won't need to broadcast the results — people will notice."

Ken goes on to suggest some strategies for creating buzz, but to craft strategies unique to your organizational challenge(s) consider these 8 Principles of Guerilla KM. As usual, these are presented in no particular order.

1. Intelligence

Whether you're planning a long-term offensive or a strategic "hit", having the right intel is vital. In addition to having a thorough understanding of the organization's strategic goals (because, regardless of your approach, alignment with these goals is key to KM's credibility in your organization), it's also necessary to know where critical resources lie (human, technological, and economic), who potential allies (and enemies) are, and recognizing areas of opportunity (particularly ones that have been long ignored by the current régime). Being revolutionary isn't just about fighting with passion, it's also about acting with thoughtful deliberation.
2. Strategy

As a strategist, I'm inclined to think that this is the most important principle of all. After I've achieved some awareness and understanding (based on the 'intelligence' I've gathered) of the where the organization is at and where it's trying to go, developing a comprehensive strategy is a natural next step for me. It doesn't matter how well supported and/or funded your KM efforts are, there needs to be some sort of roadmap laid out that details what goals are meant to be achieved and provides a framework for making it all happen. Otherwise, it's like playing darts in the dark wearing a blindfold; you might hit something but it's a helluva lot easier to hit your mark when you can see your target.
3. Relationship Building (Networking)

When it comes to the Principe of Networking, there are two quotes that perfectly frame my opinon on the matter:

"The 'base of the people' is thus the key lifeline of the guerrilla movement. An apathetic or hostile population makes life difficult for guerrilleros and strenuous attempts are usually made to gain their support." — "Strategy and tactics of guerrilla warfare." Wikipedia, The Free Encyclopedia.

We all get by with a little help from our friends and making common cause with various organizational constituents and stakeholders (especially those who feel least appreciated) is a classic element of guerilla warfare aimed at getting that help when it's most needed!

"[T]he guerrilla fighter is a social reformer…he takes up arms responding to the angry protest of the people against their oppressors, and fights in order to change the social system that keeps all his unarmed brothers in ignominy and misery." — Che Guevara

"Angry protests", "unarmed brothers", and "ignominy and misery" might be a little 'dramatical', but I love this quote because it reminds me that I don't do what I do purely for myself; the work of KM is meant to benefit the organization. For the leadership that might mean improved efficiency and increased revenue while for the rank-and-file it could mean improved working conditions/procesess and increased opportunities for career growth. In order to realize these goals I need to build and maintain relationships that matter.
4. Mobility & Adaptability

One of the constant complaints I hear from KM folks is about the lack of pretty damn near everything - funds, staffing, exective buy-in, organizational support. My response: wah wahhhhh (you need an audio clip to really appreciate me saying that). Yes, it's nice to have those things, but ask around and you'll find that most people (in roles across the organization) had to make do (and do well) without the very same things you're whining about when they got started. The lack of these resources not only provides incentive for creative, out-of-the-box thinking, but it also affords a measure of mobility, both of which are invaluable assets. Working with a small staff means fewer chances for miscommunication and dropping the ball (who hasn't done that icebreaker?); working with a smaller budget also gives you a little less visibility and makes your accomplishments that much more impressive; poor or non-existent executive buy-in (with the proper spin) can actually help to legitimize KM efforts with change-weary employees...you get the picture? Guerilla KM sees the value in flying below the radar and looks for ways to capitalize on this advantage whenever possible.
5. Tactical Initiative

Typical guerilla campaigns involve the (quite annoying, from what I've read) use of brief, offensive strikes (hit and runs) that make the best use of a small, organized force with limited resources exploiting a high tactical initiative. In English - they study their enemy/situation earnestly, plan well (anticipating and mitigating potential problems), choose the time and place, and take advantage of the element of surprise. The ability to demonstrate high, moderate, or weak tactical initiative is a reflection of how much control you're able to maintain during a campaign; the better your plan (strategy), the greater your control and, thus, your success.

Oh, and it doesn't hurt to be able to pump out a few metrics to demonstrate the effectiveness of your campaigns just in case you piss off the wrong person (gotta remember to cover your boo-tay, KM revolutionaries still like a steady paycheck and benefits!)
6. Time

In my 7-plus years of KM I've never once heard it said that the time involved in facilitating change is a good thing, but for guerrilleros time is a friend. Since guerilla tactics focus on the bigger picture, not merely short-term gains, a drawn out conflict that takes its toll on the opposition is beneficial. Not so for most (if, any) business functions. However, it's past time for knowledge managers to reframe our perspective on the time factor; it's only an obstacle if you continue to see it as one. As Mao Tse-tung writes in his treatise, On Guerrilla Warfare, "Guerrilla strategy must be based primarily on alertness, mobility, and attack. It must be adjusted to the enemy situation, the terrain, the existing lines of communication, the relative strengths, the weather and the situation of the people." Using a guerilla approach, we mitigate the time factor by remaining diligently alert and continuously adapting our strategy to make use of the intel we're gathering. Unlike the bottom-line goals you're setting out to achieves, the KM strategy shouldn't be some static document that gets reviewed and modified once a year; it should be a living document that evolves in tandem with the various (and almost certain) changes happening across an organization. By staying on the grind, keeping abreast of what's going on in your organization and making the necessary adjustments to your strategy you are able to stay one step ahead at all times.
7. Leadership

In his treatise, Chairman Mao also provides some characteristics of the type of leadership necessary for guerrilla warfare:

"unyielding in their policies - resolute, loyal, sincere, and robust; well-educated in revolutionary technique, self confident, able to establish severe discipline, and able to cope with counter-propaganda."

While I think that all of these qualities are perfect in military leaders, we're not exactly running a Communist régime so 'establishing severe disclipine' ("share or die") might be overkill. Where Mao and I agree is that leadership should be models for the people, leading by example. Coincidentally, that's one of the reasons why I also propose discretion in the use of guerilla KM tactics. It may seem hypocritical, but as Desperate Housewives character Tom Schiavo extoled to wife Lynette earlier this season: "There are sometimes in life when you have to break the rules to survive." (I told you I've been catching up on my shows). Besides, it's not as if we're concealing any illicit activity (I hope), we're just not broadcasting behavior that might give the impression that anarchy is okay (even if we dabble in it from time to time).

Gosh, I'm starting to feel dirty now.
8. Promotions/Branding

One of the most well known - much maligned, though often utilized - aspects of guerilla warfare is propaganda (it isn't just for "commies" anymore). However, considering its unsavory connotations and applications, I prefer the terms "promotions" or "KM Branding". KM Branding is a particular passion of mine. I view the intersection of marketing and education as a critical component of any successful strategy. Unlike propaganda though, branding doesn't have to be fed on lies, half-truths or fuel dissent. On the contrary, KM branding can be employed using a very 'green' approach - openly, honestly and with much transparency - using marketing tactics and adult learning techniques to generating buzz around KM activity and build social capital. As retail entrepreneur Sy Syms sagely proclaimed, "an educated consumer is our best customer".

I'm working on an article explaining the concept of KM Branding more fully, but in the meantime guerilla marketing guru Jay Levinson is a fantastic resource for great ideas. Levinson coined the term in his book Guerilla Marketing as an unconventional - and unexpected - system of potentially interactive, promotions that rely on time, energy and imagination to create unique, engaging, thought provoking campaigns.

The net effect of this approach is to position yourself to deliver what Chairman Mao called The Lightning Blow, "select the tactic of seeming to come from the east and attacking from the west; avoid the solid, attack the hollow; attack; withdraw; deliver a lightning blow, seek a lightning decision." And, when you get right down to it, isn't this why most organizations invest in KM in the first place, to be stronger, more efficient, more agile? Clearly, the benefits of KM aren't strictly limited to improving how knowledge and information is shared.

Happy New Year!

Quick & Dirty: "Real" Applications of KM

Happy New Year!!!

I had planned on having my KM3.0 rant be the first post of 2009, but I've been busy trying to finish up my Q1 Goals at work and the time I thought I'd have free during the holidays ended up being used to party like a rockstar for four days straight (although Mary's in East Atlanta didn't have that song available for Maryoke last Saturday).

Anywho, one of the things I love about my current job is the opportunity to break new ground in how people understand KM. Most folks in my organization either have no idea of what KM is or a very narrow idea so branding is super critical. And, a key component of any branding strategy is the ability to define service offerings which is what I've been working on today for my boss.

Once you get beyond content management, which most people think of as the sole function of KM, you really get into the various ways in which all of that information can be leveraged. This, in my humble opinion, is what puts the 'knowledge' in knowledge management.

While there are many different activities that can potentially fall under the domain of KM, this list is really only relevant to the activities my organization's KM team is involved in (or looking to expand into). Still, this might be a good starting point for folks seeking to demonstrate the value of KM beyond content management (which, I've still included).

1. Content Management…
…refers to the set of processes that support the lifecycle of information, from acquisition, organization and dissemination to expiration.

2. Business Intelligence…
…refers to the process of aggregating and analyzing metrics and data about a particular business unit or function to identify and provide recommendations on potential opportunities.

3. Competitive Intelligence
…refers to the regular, frequent, proactive, and systematic collection, analysis, and management of data, information, and knowledge concerning the business environment in which an organization operates.

4. Key Intelligence Topics (KITs)…refers to topics of great importance which provide purpose and direction for Competitive Intelligence reporting. Three basic KIT categories are:

• Strategic Decisions and Actions (including the development of strategic plans and strategies);
• Early-Warning Topics (e.g., competitor initiatives, new technology developments, and government actions); and,
• Descriptions of Key Players (including competitors, suppliers, regulators, and potential partners).

5. Succession Planning/Knowledge Transfer…refers to the process of planning for the smooth continuation and success of an organization by:

1. Developing, sharing and transferring critical knowledge, skills, and abilities (KSAs) from out-going to in-coming staff through a combination of training, coaching, and mentoring; and
2. Identifying the ever-evolving KSAs needed to maintain competitive advantage and strategizing the development and/or acquisition of suitable human resources.

6. Knowledge Discovery
…refers to the systematic analysis of user provided data to reveal previously unidentified patterns, trends, and relationships about customers, products, services, and other activities that can lead to new and profitable business opportunities.

Additionally, KM can provide assistance in the development of:

• Communities of Practice
• Organizational Literature (including White Papers, Action Reports, and Case Studies
• Human Resources Policy and Planning (HRM & HRD), and
• Technology Infrastructure Planning

The one thing that I didn't include in this list was the education and learning (provided by the KM function) around each of these areas. Keep in mind that with branding, marketing and education are yin and yang; every service offered by your KM function will involve educating your target audience.

Pitchcraft: A KM Elevator Conversation

Well, when I started this post yesterday at lunch time I was heating up my Red Beans & Rice and sausage (I’ve been on a Creole kick for the last 2-4 months now, working at perfecting my Gumbo, Red Beans & Rice, and Jambalaya recipes) I thought it would be a great time to kick out another ‘Quick & Dirty’ blog post, but it required just a little more time than I expected.

A couple of weeks ago at the SPAWAR KM Offsite in New Orleans, we were discussing how to expand our (internal) customer base and one of my co-workers suggested the idea of developing an elevator pitch for KM, something that we could relate in a minute or so to interested parties.(I especially like the idea of KM-themed lanyards and badge holder stickers that said stuff like "WWKMD" or, closer to my personality "WTFIKM: Ask me?", lol.)

An elevator pitch, for the unenlightened, is a quick, high-level introduction to an idea, service or product that’s meant to be delivered in the length of time an elevator ride takes, usually thirty seconds or roughly 150 words – although that seems like an awfully short ride to me, but I guess it depends on how big the building is, how many evil button pushers are in your lift, and how funky-smelling the other passengers are (funky-smelling passengers = eternal elevator ride).

This method of selling/marketing ideas has become so mainstream these days (it’s the inspiration for Twitter…my favorite tool for brain farting across the net) that there are even classes offered on developing and delivering elevator pitches!

Anywho, I was showering yesterday morning and thinking about another potential blog post when it occurred to me how beneficial it would be for KM folks to have their own elevator pitch. Probably one of the coolest things about knowledge management is that the name itself is a natural conversation starter. When you say you’re a Knowledge Manager or that you work in knowledge management people seem to automatically respond by asking “what’s that?” Even if they’ve heard of KM, or worse still, if they have a negative perception of KM (usually linked to their dislike of the term “knowledge management” and the belief that knowledge can’t actually be managed) they are still interested in engaging in a discussion, at least until you prove that you’re a conversation killer or a jamoke!

From a sales/marketing perspective, you can’t ask for more than that! Why? Because it means you have an opportunity to present your expertise, your service – your value – in a way that could very well open doors. In our janky, depressed economy dominated by organizations that have yet to truly and fully appreciate how knowledge-dependent they are, non-revenue generating KM initiatives are often among the first to get thrown under the bus so the ability to sell the value of your KM initiative or your personal KM skill-set to your future ex-employer is critical for career success.

On this note, I will say that one of the things I notice a lot (and non-KM folks have also pointed this out to me) is how ill-prepared too many KM professionals are when asked to describe KM and its benefits. Even when an answer is attempted, the response often flies right over the heads of the listener(s) (mine too, and this is what I do for a living!!). Having spent roughly six years during school and several years more in the workforce refining my explanation of KM to professors, classmates, co-workers and even hiring managers (don’t get it twisted, even people responsible for managing KM initiatives may not fully understand all that KM involves) I figure I’m as qualified as anyone to take a stab at scripting an elevator pitch...well, an elevator conversation at the very least.

Keep in mind, however, that this is how I would conduct my elevator conversation based on the type of KM work that I do. Every KM professional will want to tweak this to their particular KM activity or area of expertise. Robert Pagliarini of SeekingCapital.com lists 6 questions every elevator pitch must answer. And Eileen Pincus offers some salient points on crafting the perfect pitch in her 2007 BusinessWeek article on the subject. It’s doubtful that I cover all of this advice in my dialogue, but since the goal is to get a second, more in-depth meeting, this seems to work for me. Of course, it goes without saying that you should refrain from having any of this sound scripted or ‘canned’.

I’ll skip the part of the conversation that leads up to me disclosing what I do for a living – how you get there is an entirely new post and besides, I’m one of those people who just happens to ‘find’ himself in these kinds of conversations all the time without even trying! So, without further ado…Christian’s KM Elevator Speech!

Non-funky elevator person (‘cause we ain’t talking if they
smell funky): What kind of work do you do?

Me: I work in knowledge management (usually, I’d enquire about their work as well, but let’s not and say I did).

Non-funky elevator person: Knowledge management? What’s that? Do you use mind control on people? Hahahaha. (The joke is to cover their discomfort about not knowing what you’re talking about…this happens a lot when you’re dealing with people in positions of authority).

Me: I wish…that would make my job easier, hahahaha. (A counter-joke is my way of putting them at ease for their ignorance of KM) Actually, I help organizations create strategies to improve how they share information.

Non-funky elevator person: (Intrigued and at ease, because I have “a way” about me, lol, and because I sound like I might say something useful or valuable). So, what…do you work with computers managing databases or run some sort of data warehouse?

Me: (Cool as a cucumber) Well, sometimes that’s part of what I do – it really depends on the organization. The scope of knowledge management covers a range of activities from auditing how an organization shares information to managing content in a knowledge base.

Non-funky elevator person: (Impassive) But you’re not really managing knowledge, that’s more information management.

Me: Not quite. KM is a pretty multi-disciplinary field that combines aspects of information management and content management with organizational development and human resource development and a lot of other fields to create something very different.

Non-funky elevator person: (Engaged, but looking to challenge/debunk my explanation of KM) But how do you manage someone’s “knowledge”? It doesn’t seem possible. I’m sure you can manage processes and the kind of information people have access to, but managing what they know?

Me: (Keeping my cool and taking on a more authoritarian tone – it’s important to be the expert in these situations) You know, a lot of people tend to get stuck on the phrase “knowledge management” as sounding a bit tricksy (yes, I said tricksy), but I think it’s important not to lose sight of what KM, ultimately, brings to the table; or, at least what it should bring if you’re working with the right strategy.

Non-funky elevator person: (Listening…but ready to pounce on whatever sounds flawed or sketchy) And what’s that?

Me: (Still the expert) The big three? First, KM brings awareness and insight into what an organization “knows”. Too many organizations struggle with the simple fact that they just don’t “know” what they “know”. Even with a variety of tools and applications on-hand for sharing and storing information, organizing and centralizing content is a constant challenge. “Knowing” is the first step in the process of managing all of your knowledge and information for easy access and dissemination;

Second, KM brings a process for sharing and retaining critical knowledge and information. More importantly, if implemented well, that process can evolve into a cultural norm of knowledge sharing and retention. Perhaps one of the most common KM problems is the loss of critical knowledge that walks out the front door when employees are lost through downsizing, retirement, terminations, or employees leaving for new job opportunities. Even when a position is re-staffed or responsibilities re-tasked, how do you recover the lost knowledge? The answer to that question is KM. And, when properly supported and integrated into the organizational culture, KM makes any loss of knowledge negligible.

Third, KM acts as a “war chest” to help organizations weather economic ncertainty and ride out market changes. Perhaps the single-most powerful financial benefit of KM is its ability to provide a convenient, organized, well-maintained, up-to-date proprietary source of knowledge and information just waiting to be exploited and leveraged across an organization. Ideas on new revenue streams, new business relationships, ways to increase or solidify existing relationships – all just a few keystrokes away.

Non-funky elevator person: (Impressed, but cautious) Well, that certainly sounds impressive, but why knowledge mnagement? It seems to me there are several departments already in place that could be tasked to address these challenges, why create another?

Me: (Confidently) You know, one of the things that I love to share with people is that every organization – documented or not, and usually, it’s not – has a KM strategy. When an organization makes the decision that they need KM or something like it, what they’re really saying is, “what we’re currently doing isn’t working for us”. So, first off, I’d ask you to think about the things I said before about what KM brings to the table and ask yourself how your organization is doing in those areas. And, if you do feel that there’s room for improvement, why wouldn’t you bring someone on-board specifically skilled in KM to assist in that effort? (Smugly) Would you see a podiatrist to talk about a rash or a dermatologist? I mean, they’re both Doctors.

Non-funky elevator person: (Humored) True, but I’m also thinking about the cost involved and the potential disruption to the workplace. I can’t imagine folks are going to just stop working and participate in KM.

Me: (Still confident because we’re still talking and I’m getting ready to unload some knowledge – watch out!) I like to think that the cost of KM is inherent in all of an organization’s on-going activity, identifying specific activities as KM is merely exposing a hidden cost. Additionally, you have to weigh the opportunity cost of doing nothing to the cost of bleeding knowledge along with all of the costs associated with “re-building the wheel” so to speak, which is what you’re doing each time you have to re-staff a position and bring that person up-to-speed. As far as getting people actively participating in KM activities you'd be surprised how many of them are in need of knowledge management and may have already repeatedly asked for a solution without specifcally calling it KM.

Non-funky elevator person: (Surprisingly impressed) That’s an interesting way of looking at things. So do you get started with KM?

Me: (Pulling out a business card) I’d start
with giving me a call, hahahahaha. We can set up a time to discuss setting up a KM audit for your organization and go from there.

Okay, so I know my dialogue is a bit hokey – I tried to make it less so, but each conversation is so different that you really just need to be able to hit the major points and hope for the best. This, of course, is how things would flow ideally, but it’s best to be prepared not only for different reactions, but for different levels of familiarity with KM, and, obviously, different questions about KM. Personally, I try to keep the dialogue open and make myself available to answer questions, but I’m also trying to convert this conversation into a opportunity; I want this conversation to develop into a business relationship, not just an FAQ session.

Anyone else have insight they’d like to share?

Out of The Box - Week Ending 8/15

Has this week flown by or what?? My only complaint is that I've got bags under my eyes from staying up late watching as much Olympics coverage as I can coax out of my telly. Well, I do have one other complaint, about the Olympics: is it too much to ask to see a little more tennis coverage? I'm reeling from the losses of the Williams sisters and Fed, but can we see anything more than swimming, gymnastics, and boxing (that's on one of the 24-7 cable channels every time I fip over to it). Kudos to Michael Phelps though, always a pleasure to watch dolphin-boy tread water. And, passport or no, is it obvious to anyone else that at least two of the Chinese gymnasts are just out of Huggies?!?!?!

Quite coincidentally this week's reads seemed to provide a variety of ideas for KM practitioners looking to branch out into independent consulting or to expand your practice if you're already doing your own thing, as well as innovative marketing and branding tactics.

• Idea #1: Teach a KM class.
• WTF of the Week: Spray-on condoms!?!?!?! Uhh, okay.
• Idea #2: Conduct KM audits as supplements to business valuations.

• Strategm: Develop Your Competitive Advantage: In this whiteboard video, Erica Olsen lays out why you should define your competitive advantage and how to do it.

• Innovative Marketing Technique: How to Make Money Off of Free iPhone Games

KM: The First 90 Days

NOTE: Not 10 minutes after publishing this post I hopped over to Green Chameleon to get my weekly 'fix' and sure enough there was a post (from Monday) on Cory Bank's First 180 Days. Now that's synchronicity! Take a moment to check out Cory's 'Corz and Effect' blog. (8/31/08)

Yesterday, I was working on a blog post for another topic, thinking about the process of selling KM, when it came to me (through a series of incidental thoughts) how the thing that would have been most helpful to me with my earlier positions in KM would have been a plan for my first 90 days on the job.

Hindsight is 20/20, unless the alcohol blurs the details or you just don't want to remember, but I do recall, several times, starting out and wishing that I'd had more direction...more strategic objectives...to kick-off my KM efforts (and make me look like less of a bumbling idiot).

In one position, I remember receiving my 90-day evaluation and, despite having completed all of the documented goals that had been set, being taken to task for not acheiving a bunch of unspoken expectations (both of me and KM). Following this experience, I came to realize...okay, immediately following this experience I was looking crazy as hell, but several months down the road what I came to realize was the importance of truly owning a project - being thorough and ambitious in setting goals beyond, even, what might be formally agreed upon; reading between the lines and intuiting as much information as you can from what isn't said; and, most importantly, establishing yourself as the expert.

Nowadays, whenever I begin a KM project, I go in with two things (three, if you count my quirky personality): a KM roadmap, which I pass out like candy to everyone in the organization with even a passing interest, and my 90-Day Plan Checklist, which I keep taped (and hidden) inside the cover of my little notebook/planner. Regardless of what goals I may set with the person or people to which I report (these tend to be a bit on the conservative side), my checklist is on and poppin' and focused on the following goals:

Goals For The First 90 Days

• Market KM - Create a 'buzz' around the organization and build some interest, excitement...or both!
• Demonstrate your value to the organization - Reaffirm the organization's investment in and commitment to you!
• Develop a strategy - One that spells out both short-term and long-term KM goals!
• Produce a deliverable - At least one, but the more the better!

90-Day Checklist

1. Complete your Knowledge Audit
It's basic business sense that every good project begins with a good evaluation of the situation. A comprehensive knowledge audit provides all of the information needed for creating a KM strategy. Components of the audit include:

• Auditing existing knowledge assets, learning systems, organizational practices and behaviors
• Identifying and evaluating organizational needs and challenges
• Mapping knowledge flows (how information is shared across the organization)
• Understanding and setting expectations of KM
• Defining and documenting the scope and vision of/for KM
• Aligning KM strategy with business strategy; and,
• Achieving buy-in of the KM vision/scope

2. Know the political landscape and confirm at least 3-5 allies
Understanding the environment and the culture in which you are working is critical! There are so many 'X-Factors' that can jack up your KM efforts and a lot of them have to do with political forces that existed long before you came on board. Add to that any lingering change fatigue and the geneal uneasiness of either a new or resurrected strategy that might be perceived as a distraction from getting work done or a stab at someone's power base and you've got a potential hot potato on your hands.

By confirming at least 3-5 allies - people who understand and believe in what you're doing - you're beginning the process of building your own power base. And trust me, eventually you're gonna need it!

3. Convert 1 Skeptic
It's extremely rare not to have any naysayers. These are people who either don't believe in the utility or credibility of KM or who simply don't think you're up to the task. When faced with these folks resist the urge to tune them out. There's no better marketing tactic than turning your haters into supporters (even if it's begruding support). Just remember not to be to ambitious on this point. The deeper the cynicism, the more time involved in conversion; save your biggest critic for the next 90 days!

4. Complete your strategy blueprint
I tend to take a consultative approach to the interview process, so if and when I get a job it's usually based on the high-level strategy overview that I present to prospective employers (the result of early interviews and some deft research into the organization, its industry, and competitors). Because of this, I always have the shell of a strategy just waiting for the results of the knowledge audit. However, even if you're starting from scratch, after 90-Days (depending on the size of the organization) you should be ready to present a detailed strategy blueprint for review. You KM strategy blueprint should:

• Document and outline the KM/Change strategy
• Set goals and establish pre-implementation ROI metrics (e.g., Potential for improved performance, Estimated implementation costs, Worth analysis - verifies the worth of implementing KM/Change initiatives by comparing costs against potential outcomes)
• Define critical success factors and key performance indicators (KPIs)
• Identify, prioritize, and estimate functional requirements
• Document and outline branding strategy (Comprehensive marketing and training plans to support deployment)
• Design the KM team
• Identify the tools and resources needed to implement strategy
• Determine “build (internal) vs. buy (outsource)” with regards to KM applications/tools
• Evaluate availability and efficacy of both internal and external resources/tools

5. Market KM
If you ask me what I think are the three keys to a successful KM strategy I'll tell you this: (1) a knowledgeable, assertive, dedicated KM professional, (2) a committed, supportive, and invested organizational leadership, and (3) a rock-solid marketing plan.

KM has to be managed like a product - one that know one really understands and which folks are prematurely led to believe they won't like. Think about a movie that you are dead-set against going to see (maybe the reviews were bad, maybe the previews weren't flattering or appealing), but then someone drags you to see it and, surprise, you love it! That's exactly what you're dealing with and, with a kick-ass marketing plan and a smokin' KM strategy, hopefully the end results will be the same. (Note: All of the marketing in the world can't fix a bad strategy. Your marketing efforst will be for naught if, as author, entrepreneur and consulting guru Rob Ryan says, "the dogs will not eat the dog food.")

How do you market KM?

• Within your first week have HR or your boss email an announcement on your appointment with a brief description of your duties and background
• Hold one KM brown bag each month
• Claim some "real estate" on the corporate intranet site for KM messages and announcements
• Host a company 'networking' mixer for employees
• Establish and publish a weekly or bi-weekly e-newsletter highlighting current organizational activity (folks love to talk about themselves even if you have to spend time alternating between being Sherlock Holmes and Lois Lane)
• Establish and publish regular KM 'Impact' Reports which, rather than focusing on organizational activity, provide a brief summary of the economic (impact on the bottom line) and social (influence on the culture) results of KM efforts.

6. Solve a couple of minor problems and pluck some low-hanging fruit!
Lately, I've been hooked on the Facebook application, Mob Wars, the goal of which is to rise up the criminal ranks from petty criminal to head of a mafia empire (none of that Sonny Corinthos bubble-gum mafia for me!) Surprisingly, I'm addicted. The quickest way to make money, build experience, and move up is to complete relatively minor 'jobs' (muggings, burglary, liquor store robberies...that kind of stuff). Tackling 'low-hanging fruit' in your first 90-days is pretty much the same deal. Problems are identified easily during routine "getting to know you" conversations with folks. Even if these problems aren't exactly KM-centric, your ability to satisfy their need is what will win them over and ingratiate you. This is what builds a power base.

And sure, you want to avoid being some kind of corporate 'cleaner' that everyone runs to for all of their miscellaneous needs, but that's a problem for the next 90 days (or the 90 after that), in the first 90 days your goal is simply to be recognized as a problem-solver who adds value to the organization.

Hope this helps someone to avoid some of the mistakes I made starting out.

Cheers!