Archive for the 'Tradition' Category



Some things about KM that we now know are wrong

There are a few things that act as talismans for traditional knowledge management. Here’s a couple of blog posts undermining commonly-held KM superstitions.

Superstition 1: We need an expertise directory

This sounds like a great idea. Clearly “know-who” is an essential part of good knowledge management. Without it, how can we justify David Weinberger’s claim that “A knowledge worker is someone whose job entails having really interesting conversations at work.” So what should we do? The obvious answer: get everyone to add their details to an expertise directory.

My instinct is that this approach is doomed to failure. In order for an expertise directory of this kind to work, a couple of things need to converge. First, we need to be able to identify what information might be useful to people in the future. This obligation might fall on the system designer — to build a taxonomy that encompasses all possible future eventualities. Or it might rest with each individual — to describe in free text what they do in a way that includes all the topics that might be relevant. That’s a challenge. The other thing is that the right people (as many people as possible) need to contribute.

My experience, and the reported experience of IBM (over a much larger, and therefore more authoritative, sample) is that this approach fails because neither of these factors is realistically achievable.

After almost 10 years of from-the-executives, repetitive, consistent pressure, only 60% of all IBM profiles are kept updated.(Note that Lotus Connections Profiles is the productized version of IBM BluePages, which has been around since 1998.) And that’s even with an automated email sent out every 3 months to remind people to update their profiles, plus a visual progress bar indicating how complete or incomplete a user’s profile is, plus people’s first-line managers constantly reminding them to update their profile.

So what should go in its place?

Once we gave Contributors the choice about how to share their knowledge and experience, we found that they were more likely to contribute using these social options, since they realized that the result would be fewer emails, IMs and phone calls asking for their basic expertise.

“Read my blog.”… “Check out my bookmarks.”… “Look at my activity templates.”… “Read my community forum.”

…became the new ‘RTFM‘, if you will.

Now, once Seekers find an expert via Profiles, they are able to consume some of their knowledge and expertise without disrupting them. The nature of the remaining email/IM/phone requests from Seekers were about their deeper experience, their knowledge that will always remain tacit.

In practice social bookmarking, internal blogging, communities and activity tracking (all “in the flow”) beats voluntary confession of expertise (“above the flow”). The tools? For (and by) IBM: Dogear for social bookmarking and Connections for blogging, communities and activities. Surely law firms (even those without social networking tools) should have a head start in this area. There is huge scope for leveraging the information about people’s work in existing databases: document management systems, billing and time-recording databases, CRM systems. If we get our systems to talk to each other, we can enable real human conversations.

(For those who prefer a visual approach, there is a video.)

Superstition 2: KM efforts need incentives

I think I have said before that I am not a fan of knowledge repositories and the Field of Dreams triumph of hope over experience. Received wisdom says that in order for such know-how systems to work well, people need to be encouraged to use them. Neil Richards was sceptical, and asked for people’s experiences. An unscientific approach, to be sure, but the anecdotal evidence is unequivocal. Incentives don’t work. Some quotes:

While an initial advocate of incentive programs for fee earner participation in KM programs, over time I found it tended to be the same fee earners participating each time and, in most cases, these fee earners informed me they would have participated in the program regardless of whether or not there had been an incentive program.

They decided to offer a bottle of wine to the person who made the most contributions. At the next annual meeting of the group, one of the team members indeed received a bottle for having made four or five contributions over the year. (The firm’s target was four a year.) And that was the end of the program! Never revived or spoken of again. The contribution rate, which was always fairly low, didn’t change, either during or after the contest.

 —

We have tried incentives for KM participation, and I don’t want to go there again.  Our worst mistakes were done when we deployed our global Knowledge Management program for Customer support back in 2000.  One country unit decided to give away a Swiss army knife to every engineer that wrote 10 knowledge objects. This was one of our larger Country units, so we got >1000 knowledge objects written (and very armed and dangerous engineers…). Why did this fail: There was no incentive on writing anything useful, or to adhere to any of the internal format guidelines. These poor knowledge objects polluted the search for ALL country units for years.

I am looking forward to Neil’s promised further thoughts on incentives, because I think one of the real challenges for knowledge management is to embed good knowledge-related behaviours in the organisation.

(A footnote to the expertise directory issue: a comment on the blog post refers to people’s use of profiles on Myspace and Facebook. I have entries in Facebook and LinkedIn, amongst others, and I find it hard to keep them up to date. However, I also catalogue my library on Librarything, and iTunes synchronises my listening habits to last.fm. These information flows combine in Facebook to give people a picture of my interests without me having to lift a finger.)

Back again

There’s been another long gap in transmission. This time I can blame work followed by a holiday in Ireland and catching up with work again for the past week.

(I don’t know how some people manage to find the time to blog as much as they do. I only do this from home — because access wordpress.com is too slow at work and because this definitely isn’t about work, except tangentially — and I keep getting sucked into other stuff.)

Anyway, here are some random bits from the last few weeks.

We spent the last two weeks in August in Ireland — mostly wet, but with a glorious few days (including the day of the Connemara Pony Show, which was a blessing, given that most of the family wanted to spend the whole day there. Our base in Connemara was a cottage owned by Liz Kane, a local fiddle player. When we first arrived, she was still on tour in the USA, but when she got back she kindly dropped in and played for us. She also listened to the girls playing their violins, and talked about the way she teaches traditional fiddle to the local children.

What I found interesting was that in her teaching Liz said she concentrates on the sound. Rather than using formal written music, she uses a shorthand notation that is much easier for children to pick up, and her objective is to get them to play by ear. Along the way, some of them do learn formal notation, but that is incidental. Liz also looked at one of the music books that we had taken along, and was quite critical of it — not because the tunes were wrong, but because her understanding of the music and the practicalities of playing it led her to suggest some minor changes. In doing so, she amply demonstrated two things for me (and you should bear in mind that I am not musical, apart from enjoying other people’s playing). Firstly, her changes were clearly part of the tradition — just because one hears a tune played in a particular way, that does not mean that it is fixed that way. It is permissible, even encouraged, to seek alternatives that might sound better or suit one’s playing better. The second thing was that it made the poverty of explicit knowledge clear to me. A simple rendition of a musical score (an expression of the knowledge of the composer) will often be cold and lifeless. It is only when one can bring to the score a set of tacit understandings, opinions and traditions that real music results.

We spent the second week in a very different way. While the rest of the family rode every day (even the one recovering from a broken ankle), I tried being a tourist. However, it turns out that some parts of Ireland are truly short of interesting things to visit. (I think this is caused by a variety of things, but the island’s 20th century history doesn’t lend itself to the preservation of stately homes, which is one of the mainstays of Anglo-Scottish tourism.) As a result, I spent a lot of time in bookshops like Woulfe’s in Listowel and O’Mahony’s in Limerick. That’s my kind of holiday! I had gone with a stock of Irish-tinted books (such as Paul Muldoon’s survey of Irish literature, To Ireland, I, Gerard Donovan’s new collection of stories, Country of the Grand (a Librarything Early Reviewer’s copy), and At Swim-two-birds by Flann O’Brien), and I bought more, but the reading that made most impact on me was about France. 

Graham Robb’s book, The Discovery of France, is almost incredible. He gives a striking account of how rural France before (and in some instances after) 1900 was conventionally poverty-stricken and backward, but whose traditions and practices made perfect sense and probably produced a much more viable and sustainable community than the modern emphasis on commerce and constant economic improvement. His writing is beautifully lucid and often sheds light on modern issues as well as historic ones.

For example, in writing about the persecution of the cagots (a rootless tribe scattered throughout France), Robb illustrates the self-perpetuating truth of prejudice across the ages:

It finally became apparent that the real ‘mystery of the cagots’ was the fact that they had no distinguishing features at all. They spoke whichever dialect was spoken in the regions and their family names were not peculiar to the cagots. They did not, as the Bretons believed, bleed from the navel on Good Friday. The only difference was that, after eight centuries of persecution, they tended to be more skilful and resourceful than the surrounding populations, and more likely to emigrate to America. They were therefore feared because they were persecuted and might therefore seek revenge.

Then, referring to Flaubert’s fictional Yonville-l’Abbaye, home to Madame Bovary:

A progressive bourgeois like the town chemist, M. Homais, who is not directly dependent on the land, can afford to revel in the stupidity of peasants: ‘Would to heaven our farmers were trained chemists or at least lent a more attentive ear to the counsels of science!’ But improving land is expensive and animals are a comfort. A peasant might invest in fertilizer and increase the yield of grain, but why should she risk her livelihood in a volatile market? Grain prices are even less reliable than the weather. A pig in the paddock is worth more than the promise of a merchant in the city.

Only people who have more than one source of food would use the expression ‘stuck in their ways’ as an insult. The smallholders of Yonville had good reason to be cautious. At about the time when the novel takes place, in the little market town of Ry, which Flaubert appears to have used as a model for Yonville-l’Abbaye, a woman complained to the authorities that she and her children were starving to death.

If Yonville or Ry had been better connected to the city of Rouen, which in turn was connected by the river Seine to Paris and the Channel ports, they would have suffered more from shortages and unrest. In troubled times, towns and villages that lay within the supply zone of cities were sucked dry by military commissioners and the civilian population. Agricultural progress might create a surplus and encourage investment, but it could also create excessive demand and a transport network that would quickly pump out the region’s produce. Wheat growers and wine growers were more worldly but also more vulnerable to change. In the poorer parts of southern France, where the staple crop, the chestnut, was expensive to transport and not much in demand, winter supplies remained safely in the region.

There are pre-echoes of our flat world in this passage. As we have over-specialised ourselves, we have imposed similar specialisation on others. See the tragic irony in this report from Agence France-Press about the travails of Kenyan bean growers:

 

“Kenya strayed from sustainable farming and followed the temptation of exporting, when it’s clearly preferable to produce and consume locally,” says Claude-Marie Vadrot, an ecology expert with French weekly Politis.

“With subsistence farming, there’s more or less always a market for your products, but when French or European retailers no longer want beans, then Kenya will be left with nothing,” he explains.

Going back to Ireland, there is a link between this and the Irish Potato Famine of the mid-19th century. It is claimed by many that one of the reasons why the potato blight had the impact that it did was that during this period Ireland remained a net exporter of food (grain and meat). The potato became the default foodstuff for the tenantry. When the crops failed, starvation was inevitable.

Who says we learn from history?

The new Glossators

Today I stumbled across Paul Maharg’s account of last April’s KM Legal conference (Day 1 | Day 2). I was glad I did: having helped the conference organiser to design the programme, I was very cross that I couldn’t get to it because of clashing commitments. In particular, I had wanted to see Paul again (one of my last commitments as an academic was to share a platform with him), as well as hearing Dave Snowden. Paul’s account of the conference was very good — not just a summary of the presentations, but a useful critique as well.

Paul’s own presentation, “The Future of KM” is available on Slideshare (as adapted for a subsequent occasion).

Like all good visions of the future, Paul’s is rooted in history. In particular, he links the current practice of KM in law firms (and more generally) with the mediæval glossators whose views on the basic legal texts effectively developed the law itself.

Browsing through the slides, I was reminded of two related tools that were first developed over ten years ago: CritLink and Harvard Law School’s Annotation Engine. These were designed to overlay external web pages published by others with locally-created annotations. They never really took off. I remember trying to get both of them to work, but my limited Perl skills weren’t up to it (and the fact that I was using a Windows server probably didn’t help). However, this is still a key area where Web 2.0 doesn’t quite hit the mark.

As slide 14 of Paul’s presentation says, blogs can be seen as glossed commentary, and wikis as glossae, but the problem with both of them is that they are usually remote from the material that they refer to. If one could read legislation or cases with a gloss attached, surely their usefulness would be improved? Perhaps this is something that someone could take on now that the UK’s government information is being opened up

In the meantime, I suspect that we will stick to guidance notes and know-how documents that refer selectively to legislation and cases, without being able to put them in a wider context. Paul suggests that legal knowledge managers might be Glossators, but I suspect that in fact we are Commentators.

The Commentators went beyond the glossators, who had had treated each text separately. The commentators instead wrote prose commentaries on the texts (rather like lectures,) working through, book by book, through the Digest.

I think there is merit in both approaches, but technology currently favours commentating.

Perspectives on different traditions

Reading Legal Week this morning, I was impressed by an article drawing on reports from a journalist embedded with the Baghdad Provincial Reconstruction Team. Ben Hallman, who is a reporter with The American Lawyer, spent ten days looking at how Iraq’s civil justice system is being restored.

In the middle of his account, one sentence leapt out at me:

[An Iraqi] lawyer told me that Iraqi law students, for example, don’t read cases.

This failure to study cases may be a shock to lawyers working in the Anglo-American common law tradition, which is founded on the doctrine of stare decisis, but Iraq’s legal system is (still) part of the civil law tradition. As such, the judicial function is stereotypically to apply the law to the facts without reference to the way similar cases might have been determined in the past. (This stereotype is not as accurate as it used to be, but it will suffice for now.)

Without this understanding, Hallman assumes that a number of the things he sees in the Iraqi system are deficiencies. He is rightly critical of the standard of criminal investigation, but goes on to extend the same criticism to the system itself:

Criminal courts function somewhat better, to the extent that there are trials and judgments that are usually carried out — but they are hardly just. The Iraqi authorities regularly torture suspects until they confess and their justification is that the system for gathering evidence and presenting cases is in such a shambles that they wouldn’t win any cases otherwise.

Defense lawyers, meanwhile, are also undertrained. In Iraq there is no tradition of a lawyer serving as an advocate for their client. They don’t know how to cross-examine witnesses, how to challenge evidence at a trial and neither they nor the judge is accustomed to them playing an active role. Furthermore, they often meet their clients minutes before a trial is to begin.

The adversarial approach, on which advocacy and cross-examination is predicated, is one that belongs in common law systems. It is not present in the French and German legal systems, for example, but the investigatory process is markedly better. To conclude that investigation and presentation of cases could be improved is reasonable. To imply that the system precludes such improvement is not.

I don’t know what the end result of the reconstruction process will be, but I don’t think wholesale adoption of common law and adversarial techniques is appropriate if there is a long-standing alternative tradition in place. It is interesting to note that although General MacArthur promoted consitutional change in post-war Japan, the pre-war Civil and Criminal Codes were left largely untouched. (And, if Wikipedia is to be believed, the criminal justice process is closer to Iraq’s than to the United States’.)

On a more general point, this is a useful reminder that: more than one tradition is always possible; things that are different may not necessarily be worse; and, crucially, what you do is almost always less important than how you do it.

Who am I?

Patrick Lambe has neatly joined Dave Snowden’s challenge to the traditional MBA with a thoughtful piece by Olivier Amprimo of Headshift on the consequences of corporate specialisation. All of these are worthy of reading. For me, however, the post that brings everything into perspective makes no reference to any of these. It is Shawn Callahan’s summary of character — how we define it for ourselves, and how we really act in extremis.

Shawn uses an excerpt from Story: Substance, Structure, Style and the Principles of Screenwriting to illustrate how one’s perceptions of character (“who are you?”) are challenged and ultimately forged by crisis.

I would never wish this level of drama upon anyone in real life—remember, McKee is advising screenwriters— but it demonstrates that character is revealed under pressure. It’s probably one of the reasons we intuitively watch our leaders when a crises occurs to see what they do because their actions reflect under pressure their character.

When looking for ‘Who am I?’ stories you will need to seek out those times when you were under the pump, or it didn’t go the way you expected. What did you do? Alternatively find stories of when others were under pressure and you admired how they acted.

Taken together, these blog posts should cause anyone with a management or leadership position to think carefully about their own character. Does your approach to management depend heavily on the flawed and narrowly focussed thinking that Dave Snowden deplores in the typical MBA? Do you rely on technology to solve problems, rather than “thinking things through with people and implementing changes in practices and processes” as Patrick puts it? How would you behave in a crisis? Who are you?

There is even a knowledge management point to this. Shawn’s post finishes with a description of a project he ran for the Australian Geological Survey Organisation:

In 1996 I helped the Australian Geological Survey Organisation document their scientific datasets. We put a heap of effort into designing the database and then went to the scientists and asked them to describe their datasets. They scoffed at the suggestion, reminding us that they had a mountain of data and little motivation to do anything with it apart from publishing papers. We were stumped until we cottoned on to the fact that their culture was defined by the imperative to publish or perish. We revisited our project design and created the idea of a published dataset. It was linked to their performance management systems but most importantly each published dataset could be officially cited in their personal bibliographies. We went back to the scientists and asked whether they would like to publish their datasets and there was an instant line up.

Knowing what constitutes a crisis for the people around you can help to define the purposes and outcomes of a KM project.

My mate, not yours

In my last post, I said that I wanted to refer constructively to something that Doug Cornelius wrote in his series of blog posts on Household KM. Here it is.

Doug’s posts are an interesting review of the tools available to manage domestic calendars, contacts, libraries and information. I found his take on contact management particularly insightful. As Doug puts it, “the contacts issue is still a knowledge management failure.” I don’t think this is unique to household contact management, and Doug pinpoints the problem:

the line between personal and business contacts is very gray. With the calendar it was easier to develop the taxonomy between personal time and business time based on the time of the appointment. With contacts I have not found a meaningful way to distinguish between contacts. Some contacts are clearly personal. My mother for instance. But what about my college roommates? After many nights of [drunken fraternity parties] serious studying, many of them have become respectable and should be part of my professional contacts. The same is true for my law school classmates.

There is also a big overlap of contacts with The Wife. There is not a clear distinction of who “owns” some of the contacts and therefore who has the better information.

I think there are some tricky underlying issues here that resonate with contact management within a business too.

In professional services firms, the client relationship must necessarily be at the heart of the business. This is not always well-managed, but CRM technology is a side-issue. These are personal relationships as much as commercial ones. There is immediately a tension between what the firm needs — as much accurate information about its clients as possible — and what people are prepared to share.  When lawyers, architects or accountants share knowledge about their work, they can be reasonably confident that someone else’s use of that knowledge will not adversely affect either the object shared or the sharer. For example, a lawyer who writes a briefing note about issues arising out of a novel transaction will not find when that note is used by one of their colleagues that their status is diminished as a consequence, or that the transaction itself is affected. However, the same is not true when information about people and relationships is shared.

When I tell the firm about the people I know, I run the risk that this information may be used in ways that could reflect badly on me, harm the relationship that I have with those people, or even cause the relationship to cease. Given this risk, it is not surprising that people are often reluctant to engage fully with their firm’s CRM systems. Paradoxically, the better a relationship that someone has with their client, the less likely it may be that detailed information about that client is provided to the firm. Imagine someone in Doug’s position — some of his law school friends may have become senior in-house counsel. Potentially, those relationships could generate real benefits for the firm. However, allowing the firm access to the information that could produce those benefits may also jeopardise the personal relationship. Which would you put first?

When firms were smaller, and technology was not a driving force, client relationships could be managed with much more respect to the personal relationship. People within the firm could have more confidence that they could control the use made of their contact information, because they could monitor either the people using the information, or the use itself. As firms grow, the distances between the owner of contact information and the user become too great to allow that monitoring. When technology is introduced to the equation — making it easier for contact information to be used without seeking the consent of, or even notifying, the person with the original relationship — people’s fear that their client or personal relationships might be misused increases significantly.

For those reasons, I think effective firmwide (rather than personal) client relationship management is the hardest KM nut of all to crack in a professional services firm. It may be easier in other sectors; I am not familiar with them.

Recognition and understanding

It is important to us that people listen to our needs, understand them and adapt to them. We know this about ourselves, but very few of us can naturally empathise with others. One reason for this, I think, is that human beings are almost infinitely complex and yet our brains cannot cope with this variety.

So what do we do? We create archetypes. We categorise. There are even people who classify themselves (and others) according to whether they were a first, second or third child (fourth children fall into the same category as the first-born). I wonder whether this is because in small communities (with close genetic links) such generalisations are likely to be accurate. As our circles of acquaintance become larger, their weaknesses become more obvious, but as we also struggle to do without them we depend more heavily on them.

It is with these thoughts in mind that I read Graham Durant-Law’s recent blog post, and remembered Dave Snowden’s short rant against Myers-Briggs. They both point to the complete absence of scientific evidence for summing people up in a small number of categories. Graham also poses a number of questions:

Why do these modern archetypes have credibility and how do these they help us? Why are they any better than Jung’s original archetypes? Where are they best used and what problems do they solve?

I can’t answer any of these, but I am interested in the way in which we think they might help us. Going back to my starting point, we want to be able to understand people (whether our managers, our team, our clients and customers, or our families) in order to work better with or for them, or to get along with them as well as possible. Doing that well is excessively hard. However, by referring to archetypes or categories we can make a reasonable attempt at empathy (especially for the relationships where a ‘quick fix’ will do).

We are fooling ourselves. If any of these relationships is worth pursuing, it must be worth the real effort that it takes to recognise someone as an individual with unique needs, desires, concerns, preoccupations and quirks. Archetypes and categories only conceal that reality.

The opening gambit

This is a bit more sudden than I expected it to be. I have been thinking of blogging outside the firewall for some time, and had hoped to be able to build up a body of posts before putting my head above the parapet. One of the reasons for reticence is that I hadn’t identified a comfortable focus for a blog. There are too blogs that already cover topics that are close to my interests for me to be confident of adding anything significant to the online conversation.

However, in a post on the KnowledgeThoughtsBlog, Ian Rodwell has touched on a couple of issues that helped a number of things fall into a sharper focus for me. He describes (beautifully) a visit to Lloyd’s of London.

You may know the building: a Richard Rogers masterpiece which really does look like nothing else in the city and which famously displays its insides on the outside, so to speak. You might think that such a modern exterior cloaks a similarly modern business within: sleek, flashing terminals perhaps, solitary workers murmuring into headsets with blackberries twirled like sixshooters in either hand. Mmm..not quite. And that’s what made the experience so intriguing, enjoyable and peculiarly relevant to this whole knowledge thing of ours. You see, I found it a jarringly exciting combination of the profoundly modern and the, well, the Dickensian if I’m perfectly honest. The Lutine bell guarded by an assistant in his Victorian red jacket and top hat, a cabinet of Nelson memorabilia, a huge log recording ship losses in perfect ink calligraphy (one only last week) and around this museum-like core a series of huge trading floors full of underwriters’ booths where brokers queue to place their risks face to face (or rather eyeball to nose as brokers sit two inches below underwriters to ensure the underwriters’ eye level is above that of the broker…!). You will see people carrying unfeasibly large bundles of paper (indeed, the more astute wheel suitcases of the stuff) and risks are recorded not on a laptop but written, yes written, on a chit of paper. And by the way, don’t think of leaving your jacket and tie at home as you won’t be allowed in. And ensure you call a male underwriter “Sir” and a female underwriter “Madam”. Oh, and braces and black shoes, although not compulsory, do, dear boy, make a difference.

Ian goes on to link this deep tradition (the Lloyd’s ‘brand’, if you like) with knowledge management through close human interaction. This is something I have been interested in for a while. How much do we know because of who we know and what they tell us? How important are the unofficial channels of communication? Isn’t gossip the life-blood of a healthy and vibrant organisation?

Yes, but…

These ideas are intuitively powerful, but are our intuitions borne out by the evidence? Is gossip more harmful than not? Is tradition really a rational approach to business organisation and knowledge management? Is “we have always done it like this” ever a justifiable response? How disruptive should knowledge management and related initiatives be? Should we always aim to fit our activities to existing ways of working? Is the received wisdom right? Is it even tested (or testable)? How did we get into these habits, and can we (should we) shrug them off? How do personal attitudes affect the enterprise? Which should take precedence? What can we learn from other views of the business and its impact?

These are all interesting (and probably unfathomable) questions. From now on, I want to use this blog to try and shine some light on them, and related topics. It may be a searchlight or a candle, direct illumination or filtered. Let’s see what happens.

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