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Week 4 Special Project Update // Millan
What is your special project topic?
I am focusing on improving resources and two-way communication tools for Academic Scheduling stakeholders.
What problem are you trying to solve?
I am trying to solve our communication issues and make our resources more usable and user-friendly.
What will my final output/product be?
I plan to create a working demo of the resources I hope to utilize, which will be paired with a written report.
Wk 4 Special Project Update // Summers
What is your special project topic?
I will focus on increasing the impact of philanthropic dollars within the Cleveland/Northeast Ohio community.
What is the problem you’re trying to solve?
While foundations/funders support the same nonprofit organizations and projects, and some progress is made against the devastating effects of poverty, the investments seem to have little return.
What will my final output/product be?
I will create a written plan on how to use KM practices and tools to build a collaborative effort among funders.
Here is a link to my MindMap: https://atlas.mindmup.com/2017/06/cfee80b051ee11e79bab27ff5a1a1f49/km_in_philanthropy_collaboration_clevel/index.html
Wk 4 Special Project Update // Liston
“What is your special project topic?”
Properly capturing tacit and explicit knowledge
“What is the problem you’re trying to solve?”
Combating brain-drainage as a result from exiting teams/individuals and transferring knowledge between teams
“What will your final output/product be?”
I will be writing a 10-15 page research paper that identifies best practices to capture and transfer knowledge between our numerous vendors
Wk 2: Special Project
As mentioned in my week 1 tumblr post, my most pressing KM problem is capturing and transferring knowledge between teams. Specifically, while transitioning to my new role, I am identifying the gaps and learning that the incorrect teams and processes are (sort of) bridging these gaps. However, these bridges are all too often failing and continuing to deteriorate with the acquisition of a new organization (Time Warner Cable). As a result of the acquisition, a number of people (including myself) are transferring to new roles.
I am currently transitioning to a new role and team. As part of the new release management team, we are taking over a single individual’s role and responsibilities. We are quickly learning that he wore multiple hats and regularly went above and beyond. Obviously, he possesses a breadth of knowledge, which is why a team has been created. The difficult part is extracting the depth of knowledge that he also possesses.
Explicit knowledge is definitely lacking, as there is little to no documentation that we can refer to when he has finally moved on to his new role. At this point, it is pretty much a race against the clock to learn and document all of this tacit knowledge. Numerous times, we have requested supporting documentation and we are left with the explanation of “Well… there really isn’t a reference point. I just know.”
In order to help combat the approaching brain-drain, we are beginning to identify and define what responsibilities actually fall under release management. With upper management’s assistance, we are drawing these lines and shifting the responsibilities to the appropriate teams and developing new processes that will support these changes. One good thing is that we have upper management’s support. Although we have their support and a plan set in place, it is becoming more difficult in carrying it out while, at the same time, sustaining productivity.
Wk 4 Special Project Update // Geary
What is your special project topic?
I will create a “Grant Hub” that will provide resources to streamline the grant application process.
What is the problem you’re trying to solve?
Reduce time spent searching for and creating information for grant applications thereby freeing up grant writer’s time to increase number of grants applied for and hopefully increasing grant dollars received.
What will your final output/product be?
A written plan that outlines the components of the Grant Hub tool and resource center.
Special Project: Resistance to change - draft
Here it is my first summary draft of my project. Any feedback will be great!!!
Thanks!
Special Project: position the importance of the problem
RESISTANCE TO CHANGE
Is my project truly helpful and productive? I believe so. As a KM expert that provides external support, the success of my tasks depends very much on the responsive attitude of the clients. Consulting is indeed a straight relationship based on franknness, trust and focus.
Theory says that if the client is not ready to accept change and /or technological help, there is a cultural issue that the senior leadership must solve first. However, this is not always possible. Experience shows that many times leaders request for KM support because it’s been requested by HQ and/or “it has to be done”. Sometimes leaders don’t even engage with the consultant and the relations remain with a middle manager that may or not be interested on this task at all.
How to react then? Well, there are a number of issues that may contribute to improve the relations and actually build a knowledge strategy that is successfully carried out:
1) Creating a level of trust with the client so that we can build together the outcomes. The consultant requires of support to understand the internal culture and knowledge and this needs to be done internally.
2) Empowering the internal counterpart to gain knowledge on what is all about. Help increase understanding about KM, its purpose and objectives.
3) The strategy needs to be tailored to the needs and for that, there is a need to understanad the knowledge gaps and what the client is expected to achieve with this process.
4) Laying out clear objectives, there is a need to have a clear process to reach the goals. What can be improved through better sharing and interaction?
5) Forehead agreement to engage all relevant stakeholders and promote feedback and active listening.
6) Maintain an open communication channel
7) Provide with key information about the benefits of KM in such a way that reach leadership…. Engage leaders is essential and needs to be done sooner or later
8) Do not ignore the benefits of “not changing” and try to make evident the benefits of the change. Change the lenses and figure out what is it for the clients (all its members) the implications of these changes.
9) Find a common approach that meets a compromise to fulfill their needs and addressing mainly their concerns and where they want to go.
POSITIVE (+) NEGATIVE (-)
CHANGE
NO CHANGE
Resistance to change may be driven by the lack of understanding of the benefits and gains that the KM strategy may provide to the day-to-day work. If the clients don’t see the reason why to engage, they won’t.
The subject of this project is seeking ways to mitigate the negative effects of not having a commonly-agreed objectives based on clear tasks and avoid any additional challenge / blockage that may arrive as consequence of not having understood the purpose of the task.
Wk4: Special Project Update // <Saraf>
My special project topic is: Develop a KM strategy to capture our organization tacit knowledge”
The problem we are trying to solve: Our organization has a number of long time employees who have organizational intellectual knowledge and senior management is concerned that we will lose this knowledge when these employees retire. Management also wants to use the same strategy /approach to capture tacit knowledge across the whole organization and make it available to others and to learn from.
The final output/product shall be a proposed KM strategy to senior management on how to capture the tacit knowledge and organize it in a way for the organization to learn and benefit from.
