Here are a number of guidelines and tools we have created for the knowledge transfer processes we use. Please feel free to distribute them within your organization, the only condition begin to maintain our attribution and copyright.
Don Ronchi, Passion and Poetry in Raytheon Learning, Training and Development
Don Ronchi, Raytheon's CLO, is a leading thinker about how organizations use knowledge. At Raytheon he has created six institutes. The institutes are responsible for the following categories of deliverables, and each institute leader is measured according too how effectively she or he supplies these deliverables to the businesses:
Given the complex environment in which the U.S. military operates, leaders at all levels must be prepared for a force that is more responsive to regional combatant commanders needs, better employs joint capabilities, facilitates force packaging and rapid deployment, and fights self contained units in nonlinear, non--mediated environments for learning from simulated leadership challenges within the discussion space of professional forums. The platform where Soldiers can construct solutions to various scenarios presented to them by their peers and/or predecessors.
Abstract - Giant strides in information technology at the turn of the century may have unleashed unreachable goals. With the invention of groupware, people expect to communicate easily with each other and accomplish difficult work even though they are remotely located or rarely overlap in time. Major corporations launch global teams, expecting that technology will make "virtual collocation" possible. Federal research money encourages global science through the establishment of "collaboratories." We review over 10 years of field and laboratory investigations of collocated and noncollocated synchronous group collaborations. In particular, we compare collocated work with remote work as it is possible today and comment on the promise of remote work tomorrow. We focus on the sociotechnical conditions required for effective distance work and bring together the results with four key concepts: common ground, coupling of work, collaboration readiness, and collaboration technology readiness. Groups with high common ground and loosely coupled work, with readiness both for collaboration and collaboration technology, have a chance at succeeding with remote work. Deviations from each of these create strain on the relationships among teammates and require changes in the work or processes of collaboration to succeed. Often they do not succeed because distance still matters.
This article provides a new and very practical approach to making organizational change work. It uses the metaphor of the campaign to bring together three critical campaigns, Marketing Campaign, with a focus on listening and then creating a strategic theme that is responsive to those who will need to change; Political Campaign, that includes deliberate coalition building and finally Military Campaign which includes implementing pilots and creating an infrastructure. Hirschhorn demonstrates the necessity for all three with many organizational examples of success and failure.
Written by the founders of Appreciative Inquiry, his paper provides a framework for understanding the Appreciative Inquiry Summit as a methodology for positive change. Outlined is a typical AI Summit - success factors and what the authors have learned in that contributes to success in large-scale efforts.
Everything in the telecommunications industry has turned upside down, and it will keep on turning, especially in light of the telecom bill. If the telecommunications industry is going to succeed, it needs knowledgeable, motivated employees. Three aspects to the employee issue are discussed: 1. the overall mood of America today and how it affects the workforce, 2. the need for a new attitude in the workplace, and 3. the need for better balance between work and personal lives.
The interrupted case method is a way that a team can share with others what they have learned in an interactive rather than didactic manner
No one understands healthcare like Don Berwick. Using the metaphor of the Mann Gulch fire, he lays out the problems of healthcare and what we need to do to deal with them. The Escape Fire is a moving and eloquent picture of healthcare in crisis. In a few short years, Escape Fire has become a classic in healthcare.
When this article came out I received no less than five copies of it from different colleagues who knew I would want to read it. They were right! In addition to Gawande's main thesis, which is that there are huge differences in the level of care patients receive, it builds one of the best cases for tacit knowledge that I have seen. It make abundantly clear why few have been able to copy what Warren Warwick has done in the treatment of cystic-fibrosis - it is not what he does, but who he is.