18.104.22.168.1 Documented and stored known solution variations:
As problems are solves (regardless of solution location) SME’s capture the solution and pull that into the top layer of the DLM© system. SME’s goal at that point is to watch for variations. One of the values within an inclusive KM system is the reality of new ideas. There are variations in how you build and solve solutions. Capturing the components of the variation is the value of the DLM© and SME system. It is like the children’s card game go fish, where you ask the person (DLM©) for a specific card that you have. If that person doesn’t have the card, they say go fish (ask the SME). IF the SME has what you are looking for you continue to work on the problem. If the SME doesn’t you’ve now notified them of a new solution to be captured. They also provide you with the potential other solutions that may fix your problem.
22.214.171.124.2 Templates and delivery models:
First off, templates aligned with when they need to be filled out are game changers. Literally mapping a visual within the front end of the search system so that users can visually see where in the process they are and focus their search in that area. Not all organizational templates get used but having them easily accessible within a document creation lifecycle managed by the SME is of significant value. The other side of this is the creation of packets by the SME’s. For example, if you are kicking off a brain storming session, the SME can issue a bundle to you of the previous recordings of brain storming sessions that are similar. The SME can also include the parking lot template, the session note template and the location to store the audio/video recording of the session. Templates do more than structure information. The commonality increases the overall effectiveness of search. It also makes consumption of information easier. If you know you are looking for the business case of a specific previous project, you only have to search in the pre- or early stages of the project for that document and you only search for busies case templates that were used by the project.
126.96.36.199.3 How to Media:
Sometimes you just need to view a video or listen to an audio recording of the steps required to solve a problem. Creating a system that supports the multi-media presentation of solutions adds both value for the person solving problems and building solutions but also makes it easier to kickoff brain storming sessions. You can quickly in viewing previous meetings see what was discussed. Sometimes knowing what the parking lot discussions were may shape your new conversant. But knowing what was discussed and sharing that up front starts the brain storming down a path much faster. Additionally, having the video presentation or audio presentation of how to do something allows the user to play that as they are actually doing the task.
Podcasts both audio and video allow people to quickly share their thoughts and ideas. This should also include a brainstorming and parking wiki. Where users can make proposed changings to existing, new or parking lot ideas quickly. The wiki would support both audio, video, typed or handwritten submissions to the concept.
188.8.131.52.5 Formal and information training:
It goes without saying that formal training is critical. The better it is the faster the organization moves. Informal training however is also important. SME’s and local experts can quickly and effectively share information. Encouraging the concepts of information sharing are the foundation of building an inter-generational knowledge transfer system. Having a loosely coupled and a tightly coupled system that operate together allow for the creation of the system to manage both.
· Who do I ask about X?
· Where are they are?
· How can I communicate with them?
184.108.40.206 Integration with Feedback Loops
There are a number of feedback loops that exist within organizations. Some of them are not inclusive and need to be monitored. The SME’s will monitor the “I can help feedback loop.” They, the SME’s will also monitor the “solution didn’t work” feedback loop. The goal of these two feedback loops is to generate the variation to solution and existing solution modification processes and the creation of new solutions based on the fact that the solution didn’t work in some scenarios.
Feedback loop result: Modification of existing information. Creation of new information.
The problem in creation feedback loops is the reality of human beings. Eventually feedback becomes about people. Separating people from ideas is the next feedback loop. If you are building an inclusive system you will discard the feedback about people as long as it doesn’t cross over into HR territory. Feedback that a person behaves in a non-inclusive manner requires action. Feedback that someone doesn’t behave well in brainstorming and parking lot meetings should add them to a list of review brain storming and parking lot meetings (but don’t attend) until they can get training to help them. Feedback that a person isn’t liked however shouldn’t be carried forward. As part of an inclusive system it’s critical that people be allowed to be.
Inclusive KM designer