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JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 1
Today knowledge has power. It controls access to opportunity and advancement.
Peter Drucker
DevLearn
Pre-Conference Workshop
YOUR ORGANIZATION’S APPROACH TO
SHARING KNOWLEDGE
REIMAGINING
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 2
Purpose
Toempowerpeoplethroughaccesstosharedknowledge
Themes
1. Learning2. Strategy3. Behaviors4. Influence5. Motivation6. Content7. Technology8. Roles9. Implementation
Workshop Description
Google,Wikipedia,YouTube,andsocialnetworksdrivelearningineverydaylife.Ratherthanrelyonlimited-accesscontentfromafewdesignatedsubjectmatterexperts,peoplehavefiguredouthowtoleveragetechnologytotapintooneanother’sknowledgeandexperiencetosolveproblems.However,organizationshavefailedtotransitionthisconceptintotheworkplace.Valuableknowledgeremainslockedinsidehierarchicalsilos,binders,emailthreads,andthemindsoftopperformers.Mostorganizationsrecognizethevalueofknowledgesharing,buttheylackthetacticalandstrategicunderstandingtobringittolife.Inthisworkshop,youwillgainpracticalguidance,suggestions,andtoolstosupportyouasyoubegintoreimagineyourorganization’sapproachtoknowledgesharing.Theworkshopwillbreakdownandexamineexamplesoftechnology-enabledknowledgesharinginreal-worldandcorporatesettings.Itwillfacilitateaseriesofcollaborativeactivitiestohelpyouapplyyournewfoundunderstandingtoyourownneeds.Youwillleavethisworkshopwitharoadmapforactivatingsharedknowledgewithinyourorganizations.Inthissession,youwilllearn:
§ Howtoassessyourorganization’sexistingknowledge-sharinglandscape§ Howtocommunicatethevalueofsharedknowledge,curation,anduser-generated
content§ Howtoidentifyandinfluencekeystrategicpartners§ Howtoidentifyright-fittechnologyforscalableknowledgesharing§ Howtomotivateandsupportongoingusercontribution§ Howtoleveragesharedknowledgetoimproveyourapproachtolearningand
performance
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 3
What’syourpurposefortoday?
_______________________________________________________
_______________________________________________________
_______________________________________________________
WhatareyourworkshopMUSTCOVERs?
_______________________________________________________
_______________________________________________________
_______________________________________________________
Whenyouthinkabouttheconceptof“knowledgesharing”whatdoesitlooklike?
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 4
The Dilemma of Workplace Knowledge Sharing
Sharedworkplaceknowledgeisanideathateveryonelikesbutalmostnoonedoeswell.Thevaluepropositionissimple:accesstoaccurate,relevantinformationleadstoimproveddecision-makingandperformanceoutcomes.Wehaveevolvedourreal-worldknowledgesharingbehaviorstohelpussolvepreviously-insurmountableproblemsonadailybasis.Atthesametime,ouraccesstoeventhemostbasicinformationatworkremainshamperedbystiflingmindsets,outdatedtechnology,duplicativeeffortsandantiquatedcommunicationpractices.Employeeswasteasmuchas2hoursperdaylookingforinformation.Technology,contentdevelopmentandmoderationaresmallpartsofthelargerpuzzlewhenitcomestohelpingemployeesleverageoneanother’sinsightsandexperience.Thedilemmaofworkplaceknowledgesharingisfirstandforemostaculturalchallenge.Itthrustsorganizationaltrust(orlackthereof)intothespotlightandasksstakeholderstomoreclearlydefinepopularbutoftenuncomfortableideaslikeaccountabilityandenablement.Evenmoredifficult,sharedknowledgerequiresthatstakeholdersletgoandredefinetheirvaluenotbywhattheyknowandcontrolbutinsteadbyhowtheirworkmakesanongoingimpacttothegrowthoftheorganization.Thisislikelywhysomanycompaniesnodaffirmativelywhenaskedabouttheimportanceofsharedknowledgebutfailtoexecuteasustainablestrategy.Thisisalsowhyfindingsuccesswithsharedknowledgecanhaveatremendousimpactonnotjustemployeelearningandperformancebutalsotheoverallworkplaceculture.Knowledgesharingisaprimeexampleofthe…
it’s not our fault but it’s definitely our problem
…conceptwhenitcomestoL&D.Afterall,curatingthecollectivewisdomofourorganizationisnottypicallypartoftheL&Djobdescription.However,theinabilitytocaptureandaccessvitalworkplaceknowledgeleadstoaninordinatenumberofrequestsforformaltraining.Givenmoststakeholders’formaleducationalbackgrounds,wecan’tblamethemfortakingthishabit.Atthesametime,L&Dmustreimaginethemodernworkplacelearningecosysteminordertofosterbehaviorsandsupportstrategiesthatcanmeettheneedsoftoday’semployees.Thiswillnotonlydrivesustained,scalableperformanceimprovementandbusinessresults,butitwillalsohelpL&Dbetterfocusourcapabilitiesandjustifyvaluewithintheorganization.Let’s get started on the path to reimagining workplace knowledge
sharing – from the L&D perspective.
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 5
Personal Knowledge Sharing Assessment
Thissimpleassessmentwillprovideasnapshotofyourcurrentknowledgesharinghabitsandplatformsofchoice.PlaceanXintheappropriatecolumnforeachitem.Then,dosomemathwiththepointsfromeachcolumntoarriveatyouroveralltotal. DON’T
HAVEMOSTLYLURKING
POSTNOW+THEN
POSTREGULARLY
Snapchat
YouTubeChannel
SlideShare
GroupChat
PersonalBlog
WorkplaceBlog
Podcast
EnterpriseSocialNetwork
POINTSPERITEM 0 1 3 5
COLUMNTOTALS
OVERALLTOTAL
DUD: 0 – 11 | LURKER: 12 - 23 | PLAYER: 24 - 47 | GURU: 48 - 60
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 6
The Relationship Between Sharing + Learning
Sharedknowledgeisthenaturalstartingpointforlearninginaconnectedworld.Howdoyousolvemostofyoureverydayproblemsintherealworld?YouGoogleit!Unfortunately,whilewealmostneverwantforinformationathome,wehavefailedtotransitionthissharedknowledgeexperienceintotheworkplace.Employeesareunabletoleveragethesamenaturalcuriosityandbehaviorstheyusetoaccessandshareknowledgeathomeoncetheygettowork,andL&Disoftenchargedwithmakingupforthisgap.AmodernecosystemtakesalayeredapproachbyaligningL&Dtacticswiththevariouswayslearningalreadyoccursintheworkplace.ThishelpsL&Dfocuson…
supporting employees in their true moments of need
…withresourcesthatfitnaturallyintotheworkflow.AmodernlearningecosystemalsorequiresL&Dstrategicallyconsidersupportingfactors,includingcontentdesignanddevelopment,usermotivation,real-worldbehaviorsandactionabledata.
Asafoundationalcomponentofamodernecosystem,sharedknowledgerepresentsascalablewaytosupporttheeverydayneedsoftoday’semployees.ThisisespeciallycriticalasL&Dattemptstosupportincreasinglycomplexroleswithlimitedresources.Ratherthanprovidegenericcontentthroughformaltraininginanattempttoreacheveryoneandcheckthebox,L&Dcanempowerthecrowd-wherethebestinformationalreadylives-andhelppeoplefindtheinformationtheyneedwhentheyneedittosolveproblemsanddrivetheirowndevelopment.
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 7
Map Your Current Learning Ecosystem
Drawyourexistingorganizationallearningecosystemusingblockstorepresentthelistedcomponents.Stackyourblocksinpriorityorder(Yaxis)fromhigh(bottom)tolow(top).Varyeachblock’swidth(Xaxis)basedonregularavailabilitytoyouremployees.
Components:FormalTraining,On-DemandTraining,ManagementSupport,Reinforcement,PerformanceSupport,SharedKnowledge
AVAILABILITY
PR
IOR
ITY
high
low
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 8
Strategy
Reimaginingworkplaceknowledgesharingstartswithdefiningyourinitialstrategy.Thisstrategyshouldremainflexiblethroughoutplanningandexecution,butitshouldprovideenoughofaframeworktogetyoustarted.ItshouldalsobeholisticinnatureandnotfocussolelyontheneedsofL&Doralimitedaudience.Remember–whenthisworks,otherpartsoftheorganizationaregoingtowanttoplay.
Start small – think BIG!
Herearethesuggestedstepsfordefiningyourknowledgesharingstrategy:
1) DefineyourobjectivesThisisn’taboutsharingforthesakeofsharing.Howwillimprovedaccesstosharedknowledgehelppeopledotheirjobsbetter?Howwillithelpyourorganizationachieveitsgoals?Ifyouarenotclearonthesepoints,youshouldnotmoveforward.
2) AssessyourknowledgeecosystemExplorethewaysinwhichinformationflowsthroughyourorganizationtoday.Whattoolsandresourcesareused–andnotused–tohelppeoplesharewhattheyknow?Whatroledoestrustplayinyourorganizationalculture?Ratherthanattemptingtoreplaceeverypracticeandresourceatplaytodayinyourorganization,youwillbenefitfromstrengtheningandleveragingexistingecosystemcomponentsalongtheway.
3) Defineyourusecase(s)Howwillsharedknowledgebeusedonthejob?Howcanitbecollectedandcuratedfromyoursubjectmatterexpertsandtopperformerswithintheworkflow?Playoutreal-worldusesofsharedknowledgetoestablishtheframeworkforyourexperiencedesign.
4) Selectyourmodel(start+potentialendstate)Achievingyourobjectiveswillrequireknowledgecontributionsfromacrosstheorganization.Basedonyourcurrentorganizationalculture,youmustdeterminehowcomfortableyourpeople–stakeholdersandfrontlineemployeesalike–willbewiththeideaofexpandedsharedknowledge.Willtheyfearideaslikecurationanduser-generatedcontent,orwilltheybequicktoseethevalueandopenlyexperiment?Definebothyourstartingmodelforsharingaswellasyourpotentialendstateacrossthesharingcontinuum,keepinginmindthatyourmodelmayvarybytopicandaudience.
5) DesignyourdesiredexperienceBasedonyourstrategicassessment,outlinethedetailsofyouridealknowledgesharingexperience.Ratherthangetlostintheminutiaoftechnologyandprocessatthisstage,outlinethewaysyouwouldliketoseeinformationflowthroughtheorganizationusingyourinitialsharingmodel.
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 9
Knowledge Ecosystem Assessment Guide
Workthroughthefollowingpointsincollaborationwithyourteamandstakeholderstoestablishyourinitialknowledgesharingstrategy.AUDIENCE(s):§ Listtheemployeegroupstobeincludedinyourinitialstrategy.§ Listanyadditionalgroupsthatarelikelytobeaddedlater.§ Howdotheseaudiencescurrentlyusesharedknowledgeaspartoftheirwork?§ Whatchallengesaretheseemployeescurrentlyexperiencingwhenitcomestoaccessingand
sharingknowledge?§ Whatvaluableknowledgedoemployeesintheseroleshavethatmaybenefitthe
organizationwhenshared?OBJECTIVES§ Listyourimmediateandlong-termknowledgesharingobjectivesbyaudience.§ Listthepotentialrisksrelatedtoknowledgesharingwithinyourorganization.§ Howwillimprovedaccesstosharedknowledgehelpemployeesdotheirjobsbetter?§ HowwillknowledgesharingsupporttheroleofL&Dwithintheorganization?§ Howwillyouknowthatyouhaveachievedyourobjectives?Listyourmeasuresofsuccess.CULTURE§ Whatareyoumostexcitedaboutwithregardstosharedknowledgeinyourorganization?§ Whatareyourbiggestconcernsaboutworkingwithsharedknowledgeinyourorganization?§ Whatistheroleoftrustinyourworkplaceculture?§ Doemployeestrusttheorganization?Howisthisdemonstrated?§ Doestheorganizationtrustitspeople?Howisthisdemonstrated?MODEL§ Basedonyourcurrentworkplaceculture,withwhichsharingmodelshouldyoustart
(centralized,distributed,open)?Shouldthismodelvarybyaudiencesand/ortopicsinanyway?
§ Basedonyourinitialstrategy,whichsharingmodelwouldyouliketoseeyourorganizationuseinthenot-so-distantfuture?Shouldthismodelcontinuetovarybyaudienceand/ortopic?
EXPERIENCE§ Mapyourcurrentorganizationalknowledgeflow,includingbothprimaryandbackchannel
realities.§ Mapyourdesiredorganizationalknowledgeflow.§ Describeyourdesiredemployeeexperiencewhenitcomestoaccessingandsharing
importantworkplaceknowledge.Varybyaudienceandusecaseasneeded.
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 10
Map Your Knowledge Flows
DrawthepathamessagetravelsfromoriginationtoreceiverwithinyourorganizationwhenusingyourPRIMARYsharingchannel.Considerallofthenecessarysteps,suchascontentdevelopment,review,approvalandsharing.Then,drawthepaththesamemessagetravelswhenshared“unofficially”viabackchannelnetworkswithinyourorganization.
PRIMARY
BACKCHANNEL
Message
Message
Employee
Employee
Flow Collaborate Review Channel
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 11
Selecting Your Knowledge Sharing Model
Aspartofdefiningyourinitialknowledgesharingstrategy,youmustselectaright-fitsharingmodelforyourtargetedaudience(s)andusecase(s).Avarietyoffactorsmustbeconsideredwhenselectingyourstartingmodel,includingworkplaceculture,audiences,motivation,topics,andregulation.Youmustremainflexibleandadjustyourmodeltomeettheevolvingneedsofyouremployees.
§ Centralized:onlyselectuserswithclearknowledgeaccountabilitycancontribute§ Distributed:moreusersarepermittedtocontributebasedonauthoritativeroles§ Open:mostoralluserscancontributeinsomeway
Youshouldalsoconsiderthepotentialneedtoselectadifferentmodelbasedonaudienceand/orknowledgetopic.Forexample,anOPENmodelmayworkformosttopicsexceptcomplianceinformation,whichisCENTRALIZEDwithdesignatedsubjectmatterexperts.Thiswillbeanessentialconsiderationwhenidentifyingmotivationaltacticsandright-fittechnologylaterinyourstrategydevelopment.
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 12
Behaviors Yourstrategicoutlinewillprescribethewayyousupportknowledge
sharingwithintheorganization.Specifically,yourselectedsharing
modelwilldictatethedesiredbehaviorsyouwillneedtofosterwithin
youraudiencestoensuresuccessfuladoption.
CENTRALIZED
Contributionislimitedtodesignatedtopicownersandsubjectmatterexpertsinacentralized
model.Therefore,youcanfocusonknowledgeacquisitionandapplicationbehaviorswithinyour
targetaudience(s).ThisisoftenthemostcomfortableplaceforL&Dtostart,especiallywithin
organizationsthatarenotfamiliarorcomfortablewithsharedknowledge.
Dependingonyourexperiencedesign,technologyresourcesandcontentstrategy,thismay
includebehaviorssuchas:
§ Searchingforinformationwhenneeded
§ Discerningvaluefromsharedknowledge
§ Applyingsharedknowledgeonthejob
§ Pushingidentified,high-valueknowledgeintoanetwork
§ Stayingup-to-dateassharedknowledgegrowsandevolves
§ Askingforadditionalhelpwhennecessary
Yourcontributorslikelyworkinrolesthatrequirecontentdevelopmentandsharing
responsibilitiesandthereforewillneedlimitedsupportwhenitcomestoyourstrategy.
DISTRIBUTED+OPEN
Ascontributionisdelegatedacrosstheorganizationindistributedandopenmodels,L&Dmust
expanditsfocusfromhelpingemployeestoaccessanduseinformationtoenablingthemto
sharetheirownknowledge.Employeesintheserolesarelesslikelytohavepracticalexperience
withcontentdevelopmentandsharingonthejob. Thismayincludeadditionalbehaviorssuchas:
§ Identifyingvaluableknowledgeworthsharing
§ Selectingappropriatecontenttypes
§ Integratingknowledgesharingintotheworkflow
§ Workingoutloud
FortunatelyforL&D,many of these behaviors are commonplace for today’s employees–justnotatwork.Soit’slessabouttrainingnewskillsandmoreabouthelpingpeopletransitionreal-worldknowledgesharingbehaviorsintothe
workplace.Assesstherelationshipbetweenyourexperiencedesignandeverydaytechnology
andrelatedbehaviors.Then,identifybehaviorsthataremostfamiliarwithinyouraudienceto
informyourtechnologyandcontentstrategiesmovingforward.Communicatethesesimilarities
toemployeeswithcontextofhowtheycanbesuccessfullyappliedintheworkplaceaspartof
yourimplementationprocess.
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 13
Everyday Knowledge Sharing Worksheet
Explorethebehaviorsnecessarytobesuccessfulwithprevailingreal-worldknowledgesharing
technologybycompletingthisworksheet.
Platform:__________________________________________
Whatisthevaluepropositionforthisplatformasaknowledgesharingtool?
_________________________________________________________________
Howisthisplatformperceivedbyusers/non-users?
_________________________________________________________________
Whichsharingmodeldoesthisplatformleverage?Selectone.
Centralized Distributed Open
Howisknowledgeprimarilysharedonthisplatform?Selectallthatapply.
Short-FormText Long-FormText RecordedVideo
LiveVideo Images Real-TimeChat
Other________________________________________________________
Howlongdoessharedknowledgeremainaccessible/ofvalue?Selectone.
Short-Term Long-Term NotApplicable
Whichuserbehaviorsareessentialtoderivevaluefromthisplatform?
_________________________________________________________________
Howcanthesebehaviorstransferintotheworkplace?
_________________________________________________________________
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 14
Influence
SharedknowledgeisoftenoutsidethescopeofL&D’s
responsibilities.Sure,weprovideavarietyofmaterialsand
othercontentaspartoftraining,buttheoverallflowof
informationthroughouttheorganizationoftenfallsunderthe
purviewofotherdepartments,suchasOperations,Communications,HRorMarketing.Inmany
cases,theorganizationhasnotadoptedaconsistentstrategybutratherlefteachdepartment
andsubjectmatterexperttodotheirownthing.
Thissetupcreatesachallengingsituationforfrontlineemployees,whorelyontheflowof
informationtodotheirjobs.Ratherthanhavingreliableresourcestoreference,theyareleftto
fendforthemselveswhilesortingthroughthenoisecloudthatworkplacecommunicationcan
oftenbecome.Inthesecases,L&Disunabletoleverageanexistingknowledgeinfrastructure
andcanbecomeinundatedwithformaltrainingrequestsduetogapsinavailableinformation.
Toestablishthiscriticalfoundationforamodernlearningecosystem,L&Dprofessionalsmust
influenceavarietyofstakeholders.Thiscanbedifficultwhenanotherdepartmenthasbeen
deemedresponsibleforrelatedprocesses.Theymaynotseeagapintheirprocessandtherefore
pushbackonanysuggestionsforimprovement.Usethefollowingsuggestionstoposition yourself as a valued partner rather than a competitorwhenitcomestoenterprise-wideconceptslikesharedknowledge.
§ Assessthereal-worldstatusofsharedknowledgeinyourorganizationbeforestarting
conversationswithpartners.Cometothetablewithdataandanecdotalfeedback.
§ Identifyyourpotentialinfluencers,includingthosewhohavedirectresponsibilityfor
sharedknowledgetoday,suchasITandHR,subjectmatterexpertsandfrontline
employees.
§ Findoutwhatyourpartnerscareaboutwhenitcomestosharedknowledgeandadjust
yourapproachaccordingly.Forexample,aretheyconcernedaboutcomplianceissues?
§ Researchsimilarorganizationsandusecasesthathaveeffectivelyleveragedshared
knowledgetosupportlearningandperformance.Sharetheirresultsandprocesses.
§ Sharecasestudiesthatincludemeasurableoutcomesthatmattertoyourpartners,such
asincreasedefficiency,greateremployeeengagementandimprovedbusinessresults.
§ Inquireastopotentialchallengesyourpartnersarefacingwithregardstoshared
knowledge.Theymayknowthereisaproblem.Theyjusthaven’taskedforhelp.
§ Shareyourideasopenlyalongthewaybyworkingoutloudratherthancomingtothe
tablewithafullyformedstrategy.
§ Startsmallbytryingoutideaswithinyourareaofinfluence,perhapsduringformalL&D
initiatives.Sharetheseresultstoinfluencediscussiononpotentiallylargerconcepts.
§ Tryyourbesttouseexistingprocessesandresourcestobuildyournewstrategies.Only
seektoreplacewhenabsolutelynecessaryandjustifiedbydataandfeedback.
§ Bereadytotakeonthework–atleastshort-term.Makeyourstrategiesmoreachievable
byaccommodatingpartnerconcernsaboutextraworkloadornewresponsibilities.
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 15
Influencer Planning Worksheet
Usethisworksheettoprepareforinfluencingdiscussionswithyourorganizationalpartners.
PartnerName/Title:___________________________________________________
Howdoessharedknowledgerelatetothispartner’sroleandsenseofvalue?
____________________________________________________________________
____________________________________________________________________
Whatdoesthispartnercareabout?Howdotheydefine“success”intheirrole?
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
Clearlystatethevaluepropositionforyoursharedknowledgeusecasein3sentencesor
less–focusingontheimpactyourstrategywillhaveonthebusinessandthispartner.
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 16
Responding to Common Workplace Knowledge Sharing Objections
Discussionsregardingknowledgesharingstrategyoftenillicitfamiliarobjectionsfrom
organizationalpartnersandstakeholders.Herearesuggestedresponsesforsomeofthemost
commonobjectionsyouarelikelytoface.
Informationmustbeapprovedbeforeitcanbesharedinternally.
Itiscertainlytruethatsomeinformationshouldbereviewedandapprovedbeforebeingshared
withintheorganization.Butthat’snotthecaseforEVERYTHINGyourpeopleneedtoknow.And,
whilesuchprocessesmaybeinplace,employeesarealreadysharinginformationinavarietyof
informalways.Usinganemployee-focused,single-sourceapproachtoknowledgesharingwill
dramaticallyincreaseyourvisibilitytoyourworkplacebackchannelandenableyoutoproactively
engagewhennecessary.Itwillalsoallowthefullemployeepopulationtoweighinandsuggest
improvementsandcorrections.
--------------------------------------------------------------------------------------------
Employeesmaysharesomuchinformationthatitbecomesdifficulttomanageatscale.
Honestly,thisisagreatproblemtohave.Thebestinformationinanyorganizationlivesinthe
mindsofthetopperformers,andthisknowledgetoooftenwalksoutthedoorwiththem.It’s
certainlytruethatyoumayneedtohavesomeadditionalpeoplehands-onwhenyoubeginyour
knowledgesharingprogram.Youmayalsowanttoexploretheconceptofcurationandconsider
activatingapersoninthisroleinanongoingcapacitytoreallydrivesharedknowledgeacross
yourorganization.However,theonlywaytotrulyscaleknowledgesharingisthroughthe
strengthofyourworkplacecommunity.
--------------------------------------------------------------------------------------------
Employeesaretoobusydoingtheirjobstoshare.
Knowledgesharingshouldnotrepresentaburdenonemployeeswhoalreadyhaveplentytodo.
Whiletheremaybealotofworkupfronttogetstarted,thisshouldnotbesomethingthat
requiresconstanteffortfromalargenumberofemployees.Rather,therightprocesses,
motivatorsandtechnologyshouldbeintroducedtomakesharinganaturalextensionoftherole
fortherightpeople.Forexample,ratherthansendingemailmessageswithcriticalupdatesto
distributionlists,youcanrepurposethisexistingcommunicationflowtoacentralizedknowledge
repositoryandusenotificationmessagestokeeppeopleupdatedonchanges.Employeeswho
maketheefforttoshareandwhosecontributionsaredeemedvaluablebythecommunity
shouldbeformallyrecognizedtomotivatecontinuedengagement.Knowledgesharingshould
alsobebuiltintotherolesofhighly-knowledgeableandexperiencedemployees,especiallythose
whotypicallyactassubjectmatterexpertsaswellassupportteamslikeL&D,Marketing,and
Communications.
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 17
--------------------------------------------------------------------------------------------
Employeesmayshareinappropriateinformation.
Whatwouldyouconsidertobe“inappropriate?”Ifthisrelatestooffensivecontentthat
shouldn’tbesharedintheworkplaceatall,creatingasystemofindividualaccountabilityshould
eliminatethisconcern.First,youmustestablishguidelinesforknowledgesharingjustlikeyoudo
forotherworkplacebehaviors.Then,youmustleveragetechnologythatholdsusers
accountable.Whenemployeesknowtheirnameandpicturewillappearnexttoanythingthey
share,itisVERYunlikelythattheywilldosomethinginappropriate.
--------------------------------------------------------------------------------------------
Employeesmayshareinaccurateoroutdatedinformation.
Thisisanotherexampleofsomethingthatisalreadyhappeninginyourorganization.Yousimply
can’tseeit.Byprovidingacentralizedspotforpeopletoshareandaskquestions,youbring
transparencytotheseinteractions.Thiswillallowyou–aswellastherestofyourworkplace
community–tostepinandoffersuggestionsandcorrectionsasneeded.Also,ifaquestionis
asked/answeredviasharedknowledge,thequestionshouldnothavetobeaskedagainthanksto
theavailabilityofthisknowledgeinanopen,searchableenvironment.
--------------------------------------------------------------------------------------------
Employeesaren’tinrolesthatrequiretheskillsneededtoshareknowledge.
Thiscanbetrue.Manyemployeesdonothaveexperiencewritingarticlesorcreatingvideosto
sharetheirknowledgeandexperience.However,asmallselectionofyouremployeeslikelydo
havethisexperience.Itjustdoesn’trelatetotheirjobswithyou.Thisprovidesanopportunityto
leveragethesehiddenskillsforthebettermentofyourworkplacecommunity.Inaddition,
knowledgesharingbehaviorssuchasonlinesearch,texting,blogging,video,and
question/answerforumsareincreasinglycommonineverydaylifeandthereforeprobablyquite
familiartoalargepercentageofyouremployees.
--------------------------------------------------------------------------------------------
Employeesdon’tknowwhatinformationotheremployeesreallyneed.
Doyou?Therealityisthattheonlypersonwhoknowswhatanemployeeneedstodotheirjobis
theemployee.Theroleofasupportteamistoidentifyemployeeneedsandprovidetheright
resources,butwecanonlygosofargivenourlimitedresourcesandseparationfromtheday-to-
daywork.Enablingouremployeestosharetheirknowledgeandexperiencewillensurethat
relevant,timelyinformationisavailabletoallemployees,includingforthoseunpredictable
situationsthatwecouldnothavepreparedforbehind-the-scenes.
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 18
Motivation
Yourdecisionstothispointwilldictatehowyoumustmotivatepeopleto
executethebehaviorsnecessarytodriveasuccessfulknowledgesharing
strategy.Afterall,regardlessofusecaseorrole,you will be asking people to change the way they do their jobs.Youmustemploytherightmotivationaltacticsatthe
righttimesduringyourimplementation.
Motivationisaverypersonalconcept.Whatworksforonepersonwillnotnecessarilyworkfor
everyone.Therefore,it’simportanttoalignpotentialmotivatorswithbothdesiredsharing
behaviorsaswellasyourorganization’scultureandvalues.Youshoulduseablendof
motivationaltacticsthroughoutyoursharedknowledgeeffortsandavoidrelyingtooheavilyon
specificelementsorfront-loadedplans.
Value
Valueistheultimatemotivator.Ifpeopleclearlyunderstandhowaccessingandsharing
knowledgewillhelpthemwiththeirjobs,youwillhavegreatersuccessachievingyourobjectives
andrequirefewersupportingtactics.Thisvaluepropositionmustbeclearlyarticulated.
Simplicity
Knowledgesharingintherealworldissimple.Therefore,peoplehaveverylittlepatiencefor
complicatedandunfamiliarknowledgeexperiences.Simplicitymustbeaguidingprinciplein
strategyandexperiencedesignsoitcanactasamotivatorduringimplementation.
Credibility
Credibilitycanactasamotivatorforbothusersandcontributors.Ifpeopleunderstandthat
knowledgehasbeenprovidedbytrustedsourceswith“streetcred,”theyaremorelikelytotake
advantage.Atthesametime,establishingasystembywhichpeoplebuildcredibilitywithinthe
organizationasaresultofsharingvaluableknowledgewillhelppromoteongoingcontribution.
MotivatingforUse
§ Communicatethevalueofsharedknowledgeresourcesbyusingpracticalstoriesfrom
frontlineemployees,notjustconceptsfromL&Dandotherstakeholders.
§ Integrateknowledgesharingprocessesandtechnologyintotheworkflowwhenpossible.
§ Ensuretimely,reliableresponsestoquestionsinasocialsharingplatform.
§ Holdpeopleaccountableforusingsharedknowledgeresourcesaspartoftheirwork.
MotivatingforContribution
§ Leveragegamemechanicstorewardpeoplewhentheysharetheirknowledge.
§ Structuregamemechanicstorecognizevalue–notvolume–ofcontribution.
§ Positionsharingasawaytohelppeersonthejob,notjustthegreaterorganization.
§ Providecontentmodalityoptionssopeoplecanshareinthewaystheyprefer.
§ Closetheloopbyensuringallquestionsgetanswersandsuggestionsreceivereplies.
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 19
User Motivation Worksheet
Usethisworksheettooutlinemotivationaltacticstodrivedesiredknowledgesharingbehaviors.
Audience/UseCase:_____________________________________________________
DesiredSharingBehavior(s):_______________________________________________
Whatdopeopleinthisaudiencecareaboutasrelatedtothisdesiredbehavior?
______________________________________________________________________
Whatisthevaluepropositionforthisdesiredbehavior?Whywouldtheydothis?
______________________________________________________________________
Howshouldthisvaluepropositionbecommunicatedtotheaudience?
______________________________________________________________________
Istheuserexperiencerelatedtothisdesiredbehaviorsimple?YESNO
§ IfNO,simplifytheexperiencebeforecontinuing.
Canthisbehaviorbeintegratedintotheaudience’sworkflow?YESNO
§ IfNO,shiftthebehaviorasclosetotheworkflowaspossible.
Isthisaudiencelikelytobemotivatedbygamemechanics?YESNO
§ IfYES,identifyandlisttheappropriategamemechanics.
HowcanL&Dandpartnersprovidesupporttohelppeopleexecutethedesiredbehavior?
______________________________________________________________________
______________________________________________________________________
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 20
Content
Peoplecansharetheirknowledgeinavarietyofways.Thisiswhy
it’scriticaltooutlineyourrelatedusecases,objectivesanddesired
experiencesbeforeconsideringcontentdevelopmentand
technology.Yournextseveralstrategicdecisionsmustalign
accordinglyandenable people to access and share knowledge in simple ways that fit into their day-to-day workandbestsupportthemessagestobedelivered.
Unlessyourusecasecallsforauniqueapproach,aneffectivestrategywillrequireamixof
contenttypesthatcansupportthediverseknowledgeneedsofyouraudience.Identifyingthe
rightcontentmixwillsubsequentlyinfluenceyourtechnologyselection.
Here’salistofcommoncontenttypescomparedwithessentialstrategyconsiderations.
Easy to Access
Easy to Use
Easy to Produce
Familiar to Users
Likely to See
Repeated Use
Easy to Scale
Short-Form Text YES YES YES YES YES YES
Long-Form Text YES YES NO YES NO YES
Images YES YES YES YES YES YES
Video NO YES YES YES NO YES
Audio NO NO NO YES NO NO
Real-Time Chat YES YES YES YES NO NO
Interactive Content NO NO NO NO NO YES
ChartDetails
§ EasytoAccess:Canthecontentbeeasilyindexedandsearched?
§ EasytoUse:Canthecontentbequicklyandsimplyusedonthejob?
§ EasytoProduce:Canproductionbedelegatedthroughouttheorganizationwithoutheavy
trainingorresourceneeds?
§ FamiliartoUsers:Dopeoplealreadyseethiscontenttypeineverydaylifeoratwork?
§ LikelytoSeeRepeatedUse:Willthiscontentbeusedrepeatedlyonthejobbythesameperson?
§ EasytoScale:Canthiscontenttypebeeasilyusedtoshareknowledgeacrossalargeenterprise?
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 21
Content Decision Support Guide
Usethisdecisionsupporttoolwhentryingtodeterminetheright-fitcontenttypestosupport
yourknowledgesharingstrategy.
1) Willtheemployeebeusingadigitaldevicetoaccesstheinformation?
§ YES:MovetoQuestion2
§ NO:ConsiderusingShortand/orLong-FormText(printed)
2) Isthisinformationdifficulttounderstandforthetypicalemployee?
§ YES:MovetoQuestion3
§ NO:ConsiderusingShort-FormText
3) Willthelargerorganizationbenefitfromhavingaccesstothisinformation?
§ YES:MovetoQuestion4
§ NO:ConsiderusingReal-TimeChat
4) Willtheemployeerequireaccesstothisinformationinthefuture?
§ YES:MovetoQuestion5
§ NO:ConsiderusingInteractiveContent
5) Willtheemployeeapplytheinformationonthejobimmediately?
§ YES:MovetoQuestion6
§ NO:ConsiderusingVideo,Audioand/orImages
6) Willthisinformationbecrowdsourcedfromtheusercommunity?
§ YES:ConsiderusingShort-FormTextand/orVideo
§ NO:MovetoQuestion7
7) Doesthisinformationincludealargeamountofsupportingcontext,detailand
otherrequirements?
§ YES:ConsiderusingLong-FormTextwithShort-FormTextsummaries
§ NO:ConsiderusingShort-FormTextand/orVideo
RemembertoalwaysstartsmallbutthinkBIGwhenitcomestocontentstrategy.Youmustbe
readytoscaleyourknowledgesharingeffortsacrosstheorganization.Makeearlydecisions
accordinglytosetyourselfupforsuccess.
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 22
Technology
Toomanyknowledgesharingstrategiesbeginhere.Thisislikelybecausemany
organizationshavelimitedresourcesandmustthereforedothebesttheycan
withlegacytechnology,whichcanbeantiquatedinitsabilitytofacilitatea
modernapproachtoknowledgesharing.However,evenifyoualreadyknow
whattechnologywillbeavailabletosupportyourstrategy,youshouldstill
workyourwaythroughthepreviousconcepts.Technology is almost always a must have for a modern knowledge sharing strategy.Thisprocesswillhelpensureyoumakethebest
possibleuseofyouravailableresources,especiallyduetothefactthatL&Disunlikelytoown
someifnotalloftherelatedtechnology.
Muchlikecontent,thetechnologyselectionprocessisunlikelytoleadyoutoasinglesolution.
Tomeettheneedsofacomplexmodernorganizationandmultipleusecases,youwilllikelyneed
toexploremultipletoolstohelppeopleaccessandshareknowledge.Eachselectedplatform
shouldserveaspecificpurposewithinyourholisticstrategyandintegratewheneverpossible.
Employeesmustunderstandhoweachtoolismeanttobeusedandhowtheyworktogetherto
drivealargerstrategy.
TechnologyCategories
§ Targeted:timelysharingbetweenindividualsorlimitedgroups(chat,email)
§ Structured:focusedsharingbetweenusersandSMEs(discussionboards,Q/Atools)
§ Managed:controlledsharingenvironmentswithlimitedusercontribution(CMS,Intranet)
§ Communal:opensharingenvironmentsreliantonusercontribution(ESNs,wikis)
MaximizingExistingTechnology
§ Engageyouraudiencetofindoutwhatresourcesarecurrentlymostvaluablewhenit
comestoaccessingknowledgewhileonthejob.
§ Exploreallavailableresources,includingtechnologythatisnotcurrentlyusedtosupport
knowledgesharingbuthasfunctionalpotential.
§ Firstconsidertoolsthatareavailablewithintheworkflow,eveniftheydonotperfectly
aligntoyourusecaseordesiredexperience.
§ Stayflexiblewithyourtechnologysoyoucanevolvewiththeneedsofyourorganization.
ExploringNewTechnology
§ Avoidforcingasingleplatformsolutionwhenyoumaybenefitfromamulti-technology
ecosystem.
§ Talktopeersfromotherorganizationswithsimilarusecasestoidentifypotentialtools.
§ Engageorganizationalpartnersandinfluencers,includingIT,earlyintheprocess.
§ Don’tjumpallinwithapotentialtechnologyimmediately.Startwithasmall
implementationtoprovethevalueoftheplatformanditsapproach.
§ Workwithvendorsthatunderstandthecomplexitiesofworkplaceknowledgesharing
andwillhelpyouevolveyourstrategy–notjustsellyoutechnology.
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 23
Technology Selection Support Worksheet
Usethisworksheettoworkthroughcriticalelementsofthetechnologyselectionprocess.
Audience/UseCase:___________________________________________________________
DesiredSharingExperience:_____________________________________________________
____________________________________________________________________________
ResourceAvailability+TechnologySelectionPaths
SITUATION SUGGESTED PATH
Ihaveresourcesnoworwillhave
resourcesinthenearfuture.
Evaluateexistingtechnologyforapotentialproofofconcept
butdesignstrategywithnewtechnologyacquisitioninmind.
IdoNOThaveresourcesnowbutcould
acquireinthefutureafterastrong
proofofconcept.
Evaluateandleverageexistingtechnologyforyourinitial
strategywithhopesofevolvingintonewtechnologyinthe
future–butdonotassumethiswillhappen.
IwillNOThaveresourcesavailableany
timeinthenearfuture.
Evaluateandleverageexistingtechnologyforyourcomplete
strategy,butcontinuetoexplorenewoptions–justincase.
§ Selecttheresource(budget,capacity)availabilitystatementthatmostalignstoyourcurrentand
potentialfuturesituationtohelpguideyourtechnologyexplorationandselectionprocess.
SharingModel+TechnologyCategoryAlignment
MODELS CATEGORIES PLATFORM TYPES
Centralized Managed ContentManagementSystem,Intranet
Distributed Structured DiscussionBoard,Q/A
Open Communal EnterpriseSocialNetwork,Wiki
§ Selecttheappropriatemodel/category–oracombination–basedonbothyourinitialsharing
strategyaswellasyouraspirational,long-termvisiontohelpyouevolve.
Indicatethepartnersfromwhichyouwillneedhelpinordertoproperlyidentify,acquireand
manageknowledgesharingtechnology.
Communications
Legal
Procurement
IT
Marketing
Training
HumanResources
Operations
OTHER
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 24
Roles
Whilecontentcreationcertainlyisn’tnewforL&D,thevarietyof
functionsrequiredtoimplementaknowledgestrategymaybe.You
mustdetermineyoursupportneedsaspartofyourpreparation.This
mayrequiretimeandresourcesforinitialimplementationaswellas
dedicatedrolestoensureongoingsupport.
Torealizethegreatestpotentialimpactwithintheorganization,these
rolesshouldNOTbeplayedbyonlyL&Dteammembers.Rather,whileL&Dmaytakeonthe
heavyliftingduringtheearlydays,theserolesshouldbedelegatedtopartnersthroughoutthe
organization.Otherwise,sharedknowledgecouldbecomejustanotherL&Dprojectandbemore
opentofuturescrutiny. Activating these roles across the organization may require some skill building,includingwithinL&D.
Contributorsarereliedupontoregularlysharetheirknowledgebasedonyourselectedmodel.
§ Startwithexistingsubjectmatterexpertsandcredibleknowledgeholders.
§ Lookforemployeeswhoareknowntobuildandsharebackchannelresourceswithin
theirteams.
§ Helpyourcontributorsintegrateyourknowledgesharingstrategyintotheirexistingroles.
Curatorsgatherdisparateknowledgefromacrosstheorganizationandshapeitintocohesive
messagesandusableresources.
§ LeverageL&Dteammembersandfrontlineemployeeswhounderstandbothcontent
developmentandtheoperationsotheycanaddcontextandutilitytosharedknowledge.
§ Findemployeeswhoareestablishedwithintheworkplacetoaddcredibilitytotheir
curationefforts.
CommunityManagersproactivelymonitorsocialtoolstoensureuserneedsaremet.
§ Positionthisasavoluntaryroleforemployeeswhohaveproventobemotivatedto
supporttheirpeersaswellastheneedsoftheoverallorganization.
§ Findemployeeswithhands-onexperiencefacilitatingonlinediscussionwithsocialtools.
Moderatorsensureallapprovalprocessesandgovernancerequirementsaremet.
§ Establishclearguidelinesregardingcontentreviewbasedonyoursharingmodel.
§ Includeyourtypicalapprovers,suchasLegalandCompliance,withinyourmoderation
grouptostreamlineknowledgeflow.
Administratorsmaintainthetechnicalandproceduralaspectsofyourstrategy.
§ Limityouradministrativeneedsasmuchaspossiblebyintegratingknowledgesharing
intoexistingtechnicalprocesseswheneverpossible.
§ Maintainatleastlimitedadministrativeinfluenceratherthanoffloadingentirelyontoa
partnerwhoislessalignedtoyourknowledgesharingvision.
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 25
Implementation Bringingsharedknowledgetolifeisauniqueeffortwithinevery
organization.Whileyourneedswillbebasedonyourstrategicdecisions
andworkplaceculture,hereareafewtipsthatremainprettyconsistent
acrossusecases.
1) StartSmall|ThingBIG!
Aholisticapproachtoknowledgesharingrepresentsanoteworthychangetonotjustworkbut
alsoanorganization’sculture.Therefore,asmartstrategyrequiresstartingsmallwiththeright
partsoftheorganization–thosethatcanmostbenefitfromareimagingapproach–andgrowing
organicallyasthevalueisprovenacrossthefrontline.Atthesametime,youmustconsiderthe
BIGpictureandmakedecisionsthatwillsupportknowledgesharingatscale,notjustwithinyour
initialaudiences.
2) CommunicateValue
Aswealreadysaid,valueistheultimatemotivatorwhenitcomestoknowledgesharing.
Employeesmustunderstandhowaccessingandsharingknowledgewillhelpthemdotheirjobs
better.Thismessagemustbewell-communicatedfromthebeginning,beforeyouseekbehavior
change.Itisalsobeneficialtodrivethismessagethroughtheaudiences’peergroupsratherthan
fromthetop-down.Hearingafrontlineworkerattesttotheimportanceofsharedknowledgeis
significantlymorepowerfulthanreceivingthesamemessagefromL&Doranexecutive.
3) SeedDay1ContentNoonelikesarrivingtothepartyfirst.Wewanttoshowupjustintimefortheactiontobegin.
Thesamelogicappliestoknowledgesharing.Beforeaskingyouremployeestoaccessanew
resource,besurethereissufficientcontentalreadyavailableforthemtoclearlyidentifythe
value.Don’tjustaddcontentforthesakeofhavingcontent.Doyourhomeworkandfindout
whichresourceswouldbemostbeneficialforyouraudienceandstartthereasyour“Day1
content.”
4) IntegratewithExistingEffortsRatherthanaskingforemployeestodosomethingentirelybrandnew,findwaystoaugment
yourexistingsupportstrategiesthroughsharedknowledge.Forexample,ratherthansendinga
lengthyemailregardingaprocesschange,usetheemailasanotificationandlinkreaderstoa
morein-depthresourcewithinyourknowledgesharingplatform.Helpemployeesslowlyshift
theirbehaviorstowardsyourdesiredknowledgesharingexperiencewhileremainingflexibleto
feedbackalongtheway.
5) AugmentRatherThanReplace
Peoplerespondtochangeintheirownwaysandatvaryingpaces.Ratherthanimmediately
replacingpastresourcesandprocesseswithyournewstrategy,planforanoverlapthatwillhelp
employeesshiftontheirown.Atthesametime,don’tallowfortoomuchreplicationofeffortor
contentmanagementdifficulties.Provideatransitionalcushionbutbeclearaboutthetimeline
forrequiredchange.
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 26
Knowledge Sharing Strategy Worksheet
Usethistemplatetooutlinethebasiccomponentsofyourknowledgesharingstrategy.You
shouldalsobuildyourowntemplatebasedontheuniqueneedsofyourorganization.
Audience/UseCase:___________________________________________________________
Objective(s):__________________________________________________________________
DesiredExperience:____________________________________________________________
____________________________________________________________________________
SharingModel: CENTRALIZED DISTRIBUTED OPEN
DesiredUserBehaviors:_________________________________________________________
_____________________________________________________________________________
Influencers
NAME ROLE INFLUENCE
PotentialRisks/Objections:_______________________________________________________
_____________________________________________________________________________
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 27
Technology:___________________________________________________________________
MotivationalTactics:____________________________________________________________
_____________________________________________________________________________
Day1Content
TOPIC CONTENTTYPE VALUE
EssentialRoles
CONTRIBUTORS
CURATORS
COMMUNITY
MANAGERS
MODERATORS
ADMINISTRATORS
CommunicationPlan:____________________________________________________________
______________________________________________________________________________
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 28
Final Thoughts from JD IwishIcouldhavetitledthisworkshop“5EasyStepstoImplementinga
SharedKnowledgeStrategyinYourOrganization.”However,mypractical
experiencealongwiththecontinuedstrugglesofthemajorityoffrontline
employeesacrosstheglobetellmethatsharedknowledgeisn’tasimple
topic.Ihopeourconversationalongwiththesematerialshaveprovidedyou
withnewinsightintothepotentialforknowledgesharinginyourworkplace.
Hereareafewlastthoughts…
L&Ddoesnotownworkplaceknowledge.Wearesimplyinauniquepositiontoidentifythevalue
andbeginourre-imagination.Wemustcontinuetoinfluenceandleveragepartnersinorderto
establishsharedknowledgeasthefoundationofourmodernlearningecosystems.
Thisisn’taboutsociallearning.Alllearningissocial,meaning“sociallearning”isredundant.
Sharedknowledgegoeswellbeyondtherealmofworkplacelearningandplaysanintegralrolein
ouremployees’day-to-dayperformance.RatherthanmakeL&Dthecenterpieceofshared
knowledge,wemustfosteraculturalshifttowardsopennessandtrustthatwecanthenleverage
tomakeourlearninginitiativesthatmuchmorevaluableandsustainable.
L&Dshouldbeginwiththeeveryday.Wetoooftenspendourtimefocusedonmajor
organizationalinitiativesandprogrammaticdeliveries.Toproviderealvaluetofrontline
employees,L&Dshouldfocusonsupportingtheireverydayneedsfirst.Thisiswhereshared
knowledgecanplayahugepartinevolvingtheroleofL&Dintheworkplace.Oncewehave
establishedourabilitytohelppeoplewhentheyneedusmost,wecanshiftourfocustomore
prescriptiveandaspirationallearningefforts.
Knowledgesharingisn’tabouttechnology.Technologyplaysamajorroleinamodernknowledge
sharingstrategy,butitshouldnotdriveyourdecision-making.Rather,youmustidentifythe
potentialofsharedknowledgetohelppeopledotheirjobsanddesigntheoptimalexperience.
Then,youmustfindandemploytheright-fittechnologytobringyourexperiencetolife.
Platformswillcomeandgoastechnologyrapidlyevolves,butthevalueofsharedknowledge
shouldremainregardless.
Todayisjustpartofthejourney.Inthespiritofeatingourowndogfood,wemustremember
thattransformationdoesn’thappeninaday.Ihopethisworkshophaspushedyouabitfurther
downthepathtowardsimprovingyoursharedknowledgestrategyandoveralllearning
ecosystem.Ialsohopeyouwillcontinuethisconversationbysharingtheseideasandmaterials
withyourteams.Also,feelfreetoreachoutusingthecontactinformationprovidedinthis
packet.Iammorethanhappytofurthercontextualizethisinformationandhelpoutasyoubring
ittolifeforthebenefitofthepeopleyousupporteveryday.
Thank you for your time and contributions. Best of luck! JD
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 29
Recommended Resources
Here’saquicklistofresources,includinglearningprofessionals,blogs
andbooks,thatprovidedinspirationforthisworkshopandcan
supportyourcontinuedexplorationofthepowerofknowledge
sharinginworkplacelearningandperformance.
People
§ JaneBozarth(@JaneBozarth)
§ JaneHart(@c4ltp)
§ JulianStodd(@julianstodd)
§ MarkBritz(@britz)
§ MarcRosenberg(@marcjrosenberg)
Blogs
§ CentreforLearning&PerformanceTechnologies
www.c4lpt.co.uk/blog
§ JulianStodd’sLearningBlog
julianstodd.wordpress.com
§ MisadventuresinLearning
davidkelly.me/blog
§ TheSimpleShift
marbritz.com
§ WorkinginPerpetualBeta
jarche.com
Books
§ LearningonDemandbyReubenTozman
§ RevolutionizeLearning&Development:PerformanceandInnovationStrategyfor
theInformationAgebyClarkQuinn
§ ShowYourWorkbyJaneBozarth
§ SocialLearningHandbookbyJaneHart
§ WorkingOutLoudbyJohnStepper
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 30
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JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 31
NOTES _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 32
NOTES _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 33
NOTES _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 34
NOTES _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________
JD Dillon Reimagining Your Organization’s Approach to Knowledge Sharing 35
JD Dillon Principal Learning Strategist Axonify
BIO
JDDillonhasspent15yearsdesigningand
implementinglearningandperformance
strategiesforrespectedglobalorganizations,
includingTheWaltDisneyCompany,Kaplan,
Brambles,andAMCTheatres.Withhis
practicalapproachanduniqueabilityto
integratescience,technology,storytelling,
andpurecommonsense,JDdeliversmodern
solutionsthatenableemployees,improve
organizationalperformance,anddrive
businessresults.
InhiscurrentrolewithAxonify,JDworkswithanaward-winningteamtoboostemployee
knowledgeandperformanceforleadingorganizationsthroughtheapplicationofmodern
learningpracticesandcutting-edgetechnology.
JDisapopularconferencespeakerwhoisknownforhishigh-energy,humor-filleddeliverystyle
aswellashisrelatablestoriesandpracticalexamples.HealsosharesongoinginsightsonhisJust
CuriousLearning+PerformanceBlogandwritesamonthlycolumnforLearningSolutions
Magazinetitled‘InRealLife.’
RESOURCES
§ Flipboard:flipboard.com/@jddillon
§ SlideShare:slideshare.net/JDDillon
§ LearnGeekSlackTeam:learngeek.slack.com(invitesavailableuponrequest)
CONTACT
§ Email:[email protected]
§ PersonalWebsite:jddillon.com
§ CompanyWebsite:axonify.com
§ Twitter:@JD_Dillon
§ LinkedIn:https://www.linkedin.com/in/jddillon