Considerations for Choosing the Best

Knowledge Transfer Approach

1. Identify knowledge requirements - i.e. the type of knowledge people need to acquire.

2. Understand the nature of the work, in particular the level of complexity.

3. Choose knowledge capture and knowledge transfer tools that match type of knowledge needs and support the level of complexity.

Sunday, May 22, 2011

What do people need to learn?

1. Facts, data or information “about” - Declarative Knowledge

2. Procedure(s) or process for completing a task - Procedural Knowledge

3. Mental model (multi-dimensional model of how something works) - Declarative, Procedural, Contextual, Social and Systemic Knowledge

Match learning requirement with appropriate knowledge capture and knowledge transfer tool(s).

Sunday, May 22, 2011

How complex is the work?

• Number and nature of tasks. Single task at a time or multiple, simultaneous tasks?

• Number of factors, interactions and relationships

• Level of uncertainty or ambiguity

• Amount of sensemaking required

• Level and impact of decision-making

• Need for recognizing subtle cues

• Frequency and predictability of change

• Amount of supporting technology, its complexity and frequency of change

The complexity of the work influences the choice of knowledge capture and knowledge transfer tools.

Sunday, May 22, 2011

Routine Same tasks donerepeatedly, very little variation

Non-Routine High variety and differentiation of tasks; rarely do the same tasks the same way twice

Mostly Routine Some routine, some non-routine tasks, moderate variation

Predictable Few unknowns

Unpredictable Frequent unpredictable events; High degree of unknowns

Slow or No Change Change is infrequent and slow

Frequent & Rapid ChangeChange is constant

Low ImpactContribution has low impact; Impact of mistakes is low

TacticalShort time horizon

Strategic Long time horizon

SimpleStraightforward, easy to define and proceduralize

ComplexComplex relationships and interactions; difficult to know (The Rainforest)

1 2 3

Regular ChangeRegular, but manageable change

Mostly Predictable Mostly predictable with some unknowns

TacticalShort to medium time horizon

ComplicatedComplicated but knowable (a Ferrari)

Medium ImpactContribution has low to medium impact, Impact of mistakes is medium to high

High ImpactContribution has high impact; Impact of mistakes is high

JOB COMPLEXITY MODEL: LEVELS OF WORK

Sunday, May 22, 2011

Routine: Same tasks donerepeatedly, very little variation

Non-Routine: High variety and differentiation of tasks; rarely do the same tasks the same way twice

Mostly Routine: Some routine, some non-routine tasks, moderate variation

SimpleStraightforward, easy to define and proceduralize; predictable, knowable, minimal and/or infrequent change

ComplexComplex relationships and interactions; difficult to know (The Rainforest); Change is constant and unpredictable

1 2 3ComplicatedComplicated but knowable (like a Ferrari); Mostly predicable, regular but manageable change

STAFFING, TRAINING & KM FOR COMPLEXITYTr

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Quick reference work instruction, online references, procedures, checklists

Principles and HeuristicsStories, Case StudiesDiscussion/Exchange with other people in similar role

Smart Procedures & Visualizations (Multi-dimensional)Troubleshooting GuidesHeuristics

Traditional Training methods, On the Job Training

Easy to learn, quick ramp-up

Simulations, Apprenticeships

Longer time to competency, requires more opportunities, hands-on experience

Diverse experiences and opportunity to build mental modelScenario Design for practice and reinforcement of high level cognitive skills

DNA: Design Thinking

DNA match is critical

DNA: Sensor, Procedures

Easy to staff, minimal off-map decision making

DNA: Systemic thinking

Direct experience is important

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Sunday, May 22, 2011