Nancy M. Dixon
Nancy has an in-depth understanding of tacit knowledge, that includes 1) how it is developed within each individual's mind and 2) the processes that enable it to move from one mind to another. She is expert at analyzing conversations to discover why the transfer of critical organizational knowledge is blocked or is occurring effectively. She frequently has an ability to ask exactly the right question to untangle the web of confusion in a group conversation. People often say, "I'm so glad you asked that question because I really didn't understand what was happening."
Nancy's training and underlying theoretical framework draws heavily on the work of Argyris, Schon, and Weick. These theorist hold conversation as the key to organizational learning. Nancy's expertise is in diagnosing, designing and facilitating conversations that create learning.
Nancy is a prolific writer with eight books and over 50 articles on the topic of knowledge transfer and organization learning (see Resources to download some of her articles and the Book Store for her books).
Nancy often works as an external member of an internal team or task force that is charged with developing a knowledge transfer system within the organization. In that role she is able to bring to her clients innovative ideas from across a wide range of industries.
Skills/Knowledge and Abilities
- Interviewing - builds the needed rapport and asks the right questions to draw out in-depth knowledge from executives to front-line workers
- Analysis - a special ability to find patterns in what is happening within an organization so that clients understand what needs to be fixed. The ability to clearly explain system issues, rather than individual faults, using a language that does not place blame.
- Designing Meetings - knows how to bring people together to learn together
- Knowledge Transfer - Creates innovative methods for knowledge to be transferred from one part of the system to another
» View Nancy's Bio (PDF)
» View Nancy's Curriculum Vita (PDF)
Bruce Kaplan
Bruce is a long time student of how change comes about in complex organizations. In particular, he has focused on what is needed for individuals and teams to hold better conversations and achieve more effective interactions.
After years of working as an organizational development practitioner and as a human factors researcher, he became increasingly interested in why almost every "new" intervention and improvement program ended up delivering organizations far less benefit than promised.
Bruce now sees this problem as a major example of the difficulty organizations have putting their theories into action. Even the best ideas, he finds, fall short of their potential benefits when those implementing apply a theory of action that limits inquiry and learning. On the other hand, professional development that includes changing theories of action can gradually lead to the dramatic improvements we've been looking for all these years.
Building on the work of Chris Argyris and his colleagues, Bruce has honed a special set of observation, interview, feedback and analysis skills to help organizations improve their inquiry and learning. When conversations get stuck, his facilitation skills can help get things moving productively again. When key questions are not getting asked, he can help bring inquiry and learning back into the picture. When existing methods of work and learning are falling short, he can help the people involved design better ways to accomplish their tasks.
His slogan: "Ask better, learn more."
» View Bruce's Bio (PDF)
» View Bruce's Curriculum Vita (PDF)
