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Beyond “Partnerships”:
Tapping into the Agility of Knowledge Networks
               and Communities

                 Kate Pugh
                   November 30, 2011




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Today’s Speaker




                                           Kate Pugh
                                         President, Faculty
                                 AlignConsulting, Columbia University

Assisting with chat questions:                                                                  Hosting:
April Hunt, Nonprofit Webinars                                          Sam Frank, Synthesis Partnership

A Service
   Of:                                                      Sponsored by:
Beyond Partnerships:
         Tapping into the Agility of
         Knowledge Networks and
         Communities
         Nonprofit Webinar
         November 30, 2011



         Kate Pugh
         AlignConsulting
         Author of Sharing Hidden Know-How
         www.alignconsultinginc.com
         katepugh@alum.mit.edu
         Twitter: @katrinapugh

© AlignConsulting www.alignconsultinginc.com   5
Contents
       • How are networks different from market-based partnerships,
         hierarchies, and think-tanks?

       • What are knowledge networks? (also called “Communities
         of Practice”)

       • What are examples of knowledge networks?

       • What mechanisms make knowledge networks succeed?

       • Where should you start to launch (or enhance) your
         knowledge network?
© AlignConsulting www.alignconsultinginc.com   6
What’s different about a network?
                        Market/Partnership           Hierarchy               Think Tank                Networks

   What is it           “Invisible hand”       Top-down decision-        Knowledge “factory,”    Democratic, diverse
                        driven by market-      making and                grants underwriting     group; leveraging
                        clearing price and     coordinated actions,      collaborative           social relationships
                        trusted rules of       vertical knowledge-flow   research                and supporting multi-
                        engagement                                                               directional K flows
   Strengths            Market-clearing use    Clarity and consistency   Intellectual freedom,   Loose ties help
                        of resources, easy     of purpose, easy to       clout                   reach; diversity, and
                        to measure             measure                                           flexibility inform rapid
                                                                                                 adaptation
                        efficiency            clarity                   purity                 agility & reach
   Weak-                Externalities          One-way flows of          Narrowly defined        Coordination can be
   nesses               Asymmetries            knowledge (Blindspots)    view of “knowledge”     difficult, requires
                        (Dominance by          Perverse resource         and poor translation;   investment in quality
                        resource-rich)         usage incentives          Granting                of rapport, quality of
                        Myopic and             (Selfish behaviors)       organizations may       knowledge-products,
                        Tragedy of the                                   protect, or have        difficult to measure
                        commons                                          separate agenda
                         Undervalues
                        commonly-held           Sluggish to             Unidirectional          Requires Subtle,
                        resources              change                                            skillful leadership


© AlignConsulting www.alignconsultinginc.com                 7
How does a network behave?
Network activities                                 Benefits
• De-centralizes power
• Uses extensive ties of                           • Coordination
  its members
• Learns from its own
                                                   • Translation
  activities                                       • Adaptation
• Leverages cognitive
  diversity




© AlignConsulting www.alignconsultinginc.com   8
What’s a knowledge network?



                                                        A Knowledge Network
                                               (also called a “Community of Practice”)
                                                is a gathering of individuals motivated
                                                by the desire to cross organizational
                                               boundaries, to relate to one another,
                                                   and to build a body of actionable
                                                   knowledge through coordination
                                                           and collaboration.


© AlignConsulting www.alignconsultinginc.com          9
How do knowledge network members
       behave?
                                                Commonly agreed
                                                 goals and objectives
                                                Collaboration (“self-
                                                 sacrifice”)
                                                Trust
                                                Cohesiveness
                                                Connectivity
                                                 (“networked” beyond)
                                                Using a working
                                                 platform

© AlignConsulting www.alignconsultinginc.com   10
Knowledge networks scale-up
       knowledge effectively
        Scaling up Global Health Interventions Framework:

        “Choose a simple intervention widely agreed to be
        valuable, have strong leadership and governance,
        have active engagement of a range of
        implementers and of the target community,
        tailor the scale-up approach to the local
        situation, and incorporate research into
        implementation.”

Yamey, Gavin (Evidence to Policy, Global Health Group), “Scaling Up Global Health Interventions: A Proposed Framework for Success,” PLoS
Medicine June 2011, Volume 8, Issue 6. E1001049.


© AlignConsulting www.alignconsultinginc.com                        11
4 types of Knowledge Networks
     Learning / Innovation                                    Translation, local
                                                                 adaptation

                                               Coordination

     Practitioner Support




© AlignConsulting www.alignconsultinginc.com   12
Gates Foundation research nonprofit
       case studies
        1. Strive (Coordination)

        2. Harvard Project Zero
           Learning Innovations Lab
           (Learning / Innovation)

        3. IHI Perinatal IMPACT
           Community (Translation/
           adaptation)

        4. KM4Dev (Practitioner
           Support)
© AlignConsulting www.alignconsultinginc.com   13
Columbia University research for-profit
       examples
       1. Fluor Corporation
          (Engineering Services)
          (Coordination)

       2. Pfizer Inc. (Pharma)
          (Learning & Innovation)

       3. ConocoPhillips (Energy)
          (Translation)

       4. McKinsey & Company
          (Management Consulting)
          (Practitioner support)
© AlignConsulting www.alignconsultinginc.com   14
Drivers of knowledge networks’
.




       effectiveness
                                   Clear objectives, governance and
                                           operating model

               Leadership and                                Convening
                 Facilitation                                  Power



                         Feedback                       Appropriate
                        mechanisms                      Technology


© AlignConsulting www.alignconsultinginc.com      15
Threats to knowledge networks’
       effectiveness
                          Compromised
                                                              Compromised
                           absorptive
                                                                 safety
                            capacity


                 Misaligned
                 technology                                         Lack of
                                                                 conversation
                                               Diffusion of
                                                purpose

© AlignConsulting www.alignconsultinginc.com         16
.
       Designing knowledge networks for
       Success
                                         8 Design Dimensions
      Strategic             1. Leaders’ theory of change
                            2. Objectives/Outcomes/Purpose
                 3. Role of “expertise” and experimental
                    learning
                 4. Operating model
      Structural 5. Inclusion/Participation
                 6. Convening structures and infrastructures
                 7. Facilitation and social norm
                    development
      Tactical   8. Measurement, feedback and incentives
© AlignConsulting www.alignconsultinginc.com       17
Knowledge Network truths to live by
       • For the leader/core team
               –    Can’t be it all, can’t do it all
               –    Take a stand on expert-learner duality
               –    Proximity can trump values
               –    Know the 90-9-1 rule online
               –    Communicate to recruit, promote, celebrate
               –    Establish and continuously renew trust
       • For the member
               –    Give without expecting to get
               –    Be multi-lingual
               –    Make it a “small world” (make connections intentionally)
               –    Bad reputation travels faster than good
               –    Establish and continuously renew trust

© AlignConsulting www.alignconsultinginc.com    18
Destination




      Knowledge Networks are where necessity, creativity and
                   belonging come together.
© AlignConsulting www.alignconsultinginc.com   19
Some Reading
 •     The Hidden Power of Social Networks:
       Understanding How Work Really Gets
       Done in Organizations, by Rob Cross
       and Andrew Parker, Harvard Business
       School Press, 2004
 •     Sharing Hidden Know-How by Katrina
       Pugh, Jossey-Bass, April 2011
 •     Sustainable Communities: Top 10
       CSFs for Keeping the Faith, by Katrina
       Pugh IBM Synch.rono.us Blog, July 19,        NASA Ask Magazine
       2010                                         NASA Ask Magazine
 •     Jamming with the Institute for
       Healthcare Improvement “ by Katrina
       Pugh and Jo Ann Endo, NASA Ask
       Magazine, Winter, 2011)


© AlignConsulting www.alignconsultinginc.com   20
Kate Pugh, AlignConsulting and
       Columbia University
                                      • Kate has 17 years of consulting and seven years of industry experience.
                                        She held leadership positions with Intel Corporation, JPMorgan, and
                                        Fidelity. She is on the faculty of Columbia University’s Information and
                                        Knowledge Strategy Masters program, and is author of Sharing Hidden
                                        Know-How (Jossey-Bass/Wiley, 2011).
                                      • Kate helped run Intel Solution Services’ Knowledge and Process Mgt
                                        Group, led Fidelity Personal & Workplace Investments KM, and initiated
                                        and ran the JPMorganChase’s Finance Portal Program.
                                      • Kate has helped launch and/or run over 20 communities of practice,
                                        including Intel’s award-winning Enterprise Architects’ community.
                                        Sample clients include Cubist Pharmaceuticals, Fidelity Investments,
   www.alignconsultinginc.com
   katepugh@alum.mit.edu                The Gates Foundation, Institute for Healthcare Improvement, Medtronic,
   Twitter: @katrinapugh                Mitokine Bioscience, Project Management Institute, and The World
                                        Bank. Kate is on the Board of Knowledge Mgt. Institute Canada.
                                      • Kate has an MS/MBA from MIT Sloan, a BA in Economics from Williams
                                        College, and certificates in Dialogue, Facilitation, Mediation, Project
                                        Mgt., and LEAN Six Sigma.
                                      • Kate has articles in Harvard Business Review, NASA Ask Magazine,
                                        Dashboard Insight, Reuters Great Debate and Ivey Business Journal.


© AlignConsulting www.alignconsultinginc.com                 21
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Tapping into the Agility of Knowledge Networks and Communities

  • 1. Beyond “Partnerships”: Tapping into the Agility of Knowledge Networks and Communities Kate Pugh November 30, 2011 A Service Of: Sponsored by:
  • 2. INTEGRATED PLANNING Advising nonprofits in: www.synthesispartnership.com • Strategy • Planning (617) 969-1881 • Organizational Development info@synthesispartnership.com A Service Of: Sponsored by:
  • 3. Affordable collaborative data management in the cloud. A Service Of: Sponsored by:
  • 4. Today’s Speaker Kate Pugh President, Faculty AlignConsulting, Columbia University Assisting with chat questions: Hosting: April Hunt, Nonprofit Webinars Sam Frank, Synthesis Partnership A Service Of: Sponsored by:
  • 5. Beyond Partnerships: Tapping into the Agility of Knowledge Networks and Communities Nonprofit Webinar November 30, 2011 Kate Pugh AlignConsulting Author of Sharing Hidden Know-How www.alignconsultinginc.com katepugh@alum.mit.edu Twitter: @katrinapugh © AlignConsulting www.alignconsultinginc.com 5
  • 6. Contents • How are networks different from market-based partnerships, hierarchies, and think-tanks? • What are knowledge networks? (also called “Communities of Practice”) • What are examples of knowledge networks? • What mechanisms make knowledge networks succeed? • Where should you start to launch (or enhance) your knowledge network? © AlignConsulting www.alignconsultinginc.com 6
  • 7. What’s different about a network? Market/Partnership Hierarchy Think Tank Networks What is it “Invisible hand” Top-down decision- Knowledge “factory,” Democratic, diverse driven by market- making and grants underwriting group; leveraging clearing price and coordinated actions, collaborative social relationships trusted rules of vertical knowledge-flow research and supporting multi- engagement directional K flows Strengths Market-clearing use Clarity and consistency Intellectual freedom, Loose ties help of resources, easy of purpose, easy to clout reach; diversity, and to measure measure flexibility inform rapid adaptation efficiency clarity  purity  agility & reach Weak- Externalities One-way flows of Narrowly defined Coordination can be nesses Asymmetries knowledge (Blindspots) view of “knowledge” difficult, requires (Dominance by Perverse resource and poor translation; investment in quality resource-rich) usage incentives Granting of rapport, quality of Myopic and (Selfish behaviors) organizations may knowledge-products, Tragedy of the protect, or have difficult to measure commons separate agenda  Undervalues commonly-held  Sluggish to Unidirectional  Requires Subtle, resources change skillful leadership © AlignConsulting www.alignconsultinginc.com 7
  • 8. How does a network behave? Network activities Benefits • De-centralizes power • Uses extensive ties of • Coordination its members • Learns from its own • Translation activities • Adaptation • Leverages cognitive diversity © AlignConsulting www.alignconsultinginc.com 8
  • 9. What’s a knowledge network? A Knowledge Network (also called a “Community of Practice”) is a gathering of individuals motivated by the desire to cross organizational boundaries, to relate to one another, and to build a body of actionable knowledge through coordination and collaboration. © AlignConsulting www.alignconsultinginc.com 9
  • 10. How do knowledge network members behave?  Commonly agreed goals and objectives  Collaboration (“self- sacrifice”)  Trust  Cohesiveness  Connectivity (“networked” beyond)  Using a working platform © AlignConsulting www.alignconsultinginc.com 10
  • 11. Knowledge networks scale-up knowledge effectively Scaling up Global Health Interventions Framework: “Choose a simple intervention widely agreed to be valuable, have strong leadership and governance, have active engagement of a range of implementers and of the target community, tailor the scale-up approach to the local situation, and incorporate research into implementation.” Yamey, Gavin (Evidence to Policy, Global Health Group), “Scaling Up Global Health Interventions: A Proposed Framework for Success,” PLoS Medicine June 2011, Volume 8, Issue 6. E1001049. © AlignConsulting www.alignconsultinginc.com 11
  • 12. 4 types of Knowledge Networks Learning / Innovation Translation, local adaptation Coordination Practitioner Support © AlignConsulting www.alignconsultinginc.com 12
  • 13. Gates Foundation research nonprofit case studies 1. Strive (Coordination) 2. Harvard Project Zero Learning Innovations Lab (Learning / Innovation) 3. IHI Perinatal IMPACT Community (Translation/ adaptation) 4. KM4Dev (Practitioner Support) © AlignConsulting www.alignconsultinginc.com 13
  • 14. Columbia University research for-profit examples 1. Fluor Corporation (Engineering Services) (Coordination) 2. Pfizer Inc. (Pharma) (Learning & Innovation) 3. ConocoPhillips (Energy) (Translation) 4. McKinsey & Company (Management Consulting) (Practitioner support) © AlignConsulting www.alignconsultinginc.com 14
  • 15. Drivers of knowledge networks’ . effectiveness Clear objectives, governance and operating model Leadership and Convening Facilitation Power Feedback Appropriate mechanisms Technology © AlignConsulting www.alignconsultinginc.com 15
  • 16. Threats to knowledge networks’ effectiveness Compromised Compromised absorptive safety capacity Misaligned technology Lack of conversation Diffusion of purpose © AlignConsulting www.alignconsultinginc.com 16
  • 17. . Designing knowledge networks for Success 8 Design Dimensions Strategic 1. Leaders’ theory of change 2. Objectives/Outcomes/Purpose 3. Role of “expertise” and experimental learning 4. Operating model Structural 5. Inclusion/Participation 6. Convening structures and infrastructures 7. Facilitation and social norm development Tactical 8. Measurement, feedback and incentives © AlignConsulting www.alignconsultinginc.com 17
  • 18. Knowledge Network truths to live by • For the leader/core team – Can’t be it all, can’t do it all – Take a stand on expert-learner duality – Proximity can trump values – Know the 90-9-1 rule online – Communicate to recruit, promote, celebrate – Establish and continuously renew trust • For the member – Give without expecting to get – Be multi-lingual – Make it a “small world” (make connections intentionally) – Bad reputation travels faster than good – Establish and continuously renew trust © AlignConsulting www.alignconsultinginc.com 18
  • 19. Destination Knowledge Networks are where necessity, creativity and belonging come together. © AlignConsulting www.alignconsultinginc.com 19
  • 20. Some Reading • The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations, by Rob Cross and Andrew Parker, Harvard Business School Press, 2004 • Sharing Hidden Know-How by Katrina Pugh, Jossey-Bass, April 2011 • Sustainable Communities: Top 10 CSFs for Keeping the Faith, by Katrina Pugh IBM Synch.rono.us Blog, July 19, NASA Ask Magazine 2010 NASA Ask Magazine • Jamming with the Institute for Healthcare Improvement “ by Katrina Pugh and Jo Ann Endo, NASA Ask Magazine, Winter, 2011) © AlignConsulting www.alignconsultinginc.com 20
  • 21. Kate Pugh, AlignConsulting and Columbia University • Kate has 17 years of consulting and seven years of industry experience. She held leadership positions with Intel Corporation, JPMorgan, and Fidelity. She is on the faculty of Columbia University’s Information and Knowledge Strategy Masters program, and is author of Sharing Hidden Know-How (Jossey-Bass/Wiley, 2011). • Kate helped run Intel Solution Services’ Knowledge and Process Mgt Group, led Fidelity Personal & Workplace Investments KM, and initiated and ran the JPMorganChase’s Finance Portal Program. • Kate has helped launch and/or run over 20 communities of practice, including Intel’s award-winning Enterprise Architects’ community. Sample clients include Cubist Pharmaceuticals, Fidelity Investments, www.alignconsultinginc.com katepugh@alum.mit.edu The Gates Foundation, Institute for Healthcare Improvement, Medtronic, Twitter: @katrinapugh Mitokine Bioscience, Project Management Institute, and The World Bank. Kate is on the Board of Knowledge Mgt. Institute Canada. • Kate has an MS/MBA from MIT Sloan, a BA in Economics from Williams College, and certificates in Dialogue, Facilitation, Mediation, Project Mgt., and LEAN Six Sigma. • Kate has articles in Harvard Business Review, NASA Ask Magazine, Dashboard Insight, Reuters Great Debate and Ivey Business Journal. © AlignConsulting www.alignconsultinginc.com 21
  • 22. Find listings for our current season of webinars and register at: NonprofitWebinars.com A Service Of: Sponsored by: