Favorite Here is a reprised blog post presenting 3 potential levels of maturity for a lesson-learning system. Many or most organisations are stuck at level 1. Lesson-learning is a common component of KM management systems, and there are three levels of rigour, or levels of maturity, regarding how Lesson-learning can be applied.
Favorite Any lesson learning system requires a method for escalating lessons. However escalated lessons may need to break through “knowledge bubbles”. How do we reconcile these two issues? Rainbow bubble by Lena on Flickr As we have often argued on this blog, the purpose of lesson learning is to drive
Favorite Many organisations attempt to assign value to lessons in a lessons management system, and there are three ways you can do this. A screen sub-panel from the lessons management hubshowing value assigned to lessons Assigning value to lesson-learning has three main advantages; It reassures the people using the system
Favorite Social and organisational learning is so easy that even ants can do it, and we can learn from the principles they apply. Leafcutter ant trail by Jasper Nance on flickr If you look at an ant trail from the nest to a source of food, it is pretty direct. The
Favorite I was reflecting recently after a major lessons capture exercise from a multi-million Euro project of the benefits of this sort of reflective team learning. It struck me that there are actually 6 areas of benefit from this practice. Team reflection, by Loren Kernson Flickr Firstly, the team members learn
Favorite Effective learning within an organisation requires consistent and rigorous self-analysis, in order to pick up learning points and points of improvement. In Japan, this process is known as Hansei. Hansei, by Jim O’Neil, on Flickr Although alien to many in the west, Hansei is an important part of the
Favorite We hear a lot about the importance of a “no-blame culture” in Lesson-learning, but a no-blame culture won’t work unless you have no-blame processes as well. Image from wikimedia commons Learning lessons in an organisation requires a culture of openness, so that people are willing to explore honestly and
Favorite Knowledge has to lead to action in order to add value. call to action by Sean MacEntee on Flickr As the blogger Bill Wilson says (in the context of root cause analysis) “Learning without action is mere mental trickery, while action without learning is simply useless physical exercise”. If knowledge management is
Favorite The lesson learning system should be a supply chain for new knowledge. But how do you calculate its effectiveness? We can look at lesson learning as a supply chain; identifying new pieces of knowledge and supplying them to other knowledge workers so they can improve their work. If it
Favorite Probably the worst place to store project lessons is to leave them in the End of Project Report. Tombstone created using http://tombgen.appspot.com/ I know this is still the default approach for many project organisations, and 19% organisations who run KM programs still use this approach (according to our KM survey).