Rediscovering my curiosity at Creative Melbourne

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As I write this I am somewhere over the middle of Australia, flying back to Perth after participating in a 3 day event that was fun, challenging and highly insightful. The conference was Creative Melbourne, and I am proud to say I was one of the inaugural speakers. If they want me back again, I will do it in a heartbeat, and I hope a lot of you come along for the ride.

CreativeMelbourne-1

The premise: practical co-creation…

First the background… I have known the conference organiser, Arthur Shelley, for a few years. We first met at a Knowledge Management conference in Canberra and though I have no recollection of how we got talking, I do recall we clicked fairly quickly. At the time I was starting to explore the ideas around ambiguity, which eventually formed my second book. Back then I had a chip on my shoulder about how topics like complexity, Design Thinking and collaboration were being taught to students. I felt that the creative and fun parts glossed over the true stress and cognitive overload of wicked problems. This would produce highly idealistic students who would fall flat on their face once they hit a situation that was truly wicked. I therefore questioned whether anything was being built into students mental armory for the inevitable pain to come.

Now for some people who operate and teach in this space, making such a statement immediately and understandably gets their defenses up. But not Arthur – he listened to everything I had to say, and showed me examples of how he structured his courses and teachings to deal with this challenge. It was impressive stuff: every time his students thought they had a handle on things, Arthur would introduce a curveball or a change they were not anticipating. In other words, while teaching the techniques, he was building their capacity for handling ambiguous situations. Little did I know his conference was about to do the same to me…

One thing about Arthur that blows me away constantly is his incredible network of practitioners in this space. Arthur has long had a vision for bringing a constellation of such practitioners together and he hand-picked a bunch of us from all over the world. The premise, was to create an event that had a highly practical focus. He wanted practitioners to help attendees “Discover creative techniques to enhance performance and engage your team back at the office to increase productivity.”

Now where did I leave my curiosity?

While I am a sensemaking practitioner, I’ll admit straight up that I get irritated at the “fluffiness” and rampant idealism in this space. A good example is Design Thinking in this respect. While I like it and apply ideas from it to my practice, I dislike it when Design Thinking proponents claim it to be suited to wicked problems. The reality is the examples and case studies often cited are rarely wicked at all (at least in the way the term was originally conceived). When I see this sort of thing happening, it leaves me wondering if proponents have truly been in a complex, contingent situation and had the chance to stress test their ideas.

Now I don’t apologise for critically examining the claims made by anyone, but I do apologise for the unfortunate side effect – becoming overly contrarian. In my case, after all these years of research, reading and practice in this field, I am at the point where I see most new ideas as not actually new and are rediscoveries of past truths. Accordingly, it has been a long time since I felt that sense of exhilaration from having my mental molecules rearranged from a new idea. It makes sense right? I mean, the more you learn about something, the more your mental canvas has been painted on. In my case I already have a powerful arsenal of useful tools and approaches that I call upon when needed and more importantly, I was never on a spiritual quest for the one perfect answer to the mysteries of organsiational life anyway.

In short, I have what I need to do what I do. The only problem is somewhere along the line I lost the very sense of curiosity that started me along the path in the first place. It took Arthur, fellow presenters like Stuart French, Jamie Bartie, Jean-Charles Cailliez, Meredith Lewis, Brad Adriaanse, Vadim Shiryaev and a diverse group of participants to help me rediscover it…

Disrupting the disruptor…

Imagine someone like me participating in day 1, where we did things like build structures out of straws, put on silly hats, used the metaphor of zoo animals to understand behaviors, arm-wrestled to make a point about implicit assumptions and looked at how artists activate physical space and what we could learn from it when designing collaborative spaces. There was some hippie stuff going on here and my contrarian brain would sometimes trigger a reflexive reaction. I would suddenly realise I was tense and have to tell myself to relax. Sometimes my mind would instinctively retort with something like “Yeah right… try that in a politicised billion dollar construction project…” More than once I suppressed that instinct, telling myself “shut up brain – you are making assumptions and are biased. Just be quiet, listen, be present and you might learn something.”

That evening I confided to a couple of people that I felt out of place. Perhaps I was better suited to a “Making decisions in situations of high uncertainty and high cognitive overload” conference instead. I was a little fearful that I would kill the positive vibe of day 1 once I got to my session. No-one wants to be the party pooper…

Day 2 rolled around and when it was my turn to present. I held back a little on the “world according to Paul” stuff. I wanted to challenge people but was unsure of their tolerance for it – especially around my claims of rampant idealism that I mentioned earlier. I needn’t have worried though, as the speaker after me, Karuna Ramanathan from Singapore, ended up saying a lot of what I wanted to say and did a much better job. My talk was the appetizer to his “reality check” main course. He brilliantly articulated common organsiational archetypes and why some of the day 1 rhetoric often hits a brick wall. It was this talk that validated I did belong in this community after all. Arthur had indeed done his homework with his choice of speakers.

That same afternoon, we went on a walking tour of Melbourne with Jamie Bartie, who showed us all sorts of examples of cultural gems in Melbourne that were hiding in plain sight. The moral of the story was similar to day 1… that we often look past things and have challenge ourselves to look deeper. This time around my day 1 concerns had evaporated and I was able to be in the moment and enjoy it for what it was. I spoke to Jamie at length that evening and we bonded over a common childhood love of cult shows like Monkey Magic. I also discovered another kung-fu movie fan in Meredith Lewis, who showed me a whole new way to frame conversations to get people to reveal more about themselves, and develop richer personal relationships along the way.

Petcha Kucha – Getting to a point…

Day 3 was a bit of a watershed moment for me for two reasons. Months prior, I had accepted an invitation from Stuart French to participate in his Petcha Kucha session. At the time I said “yes” without really looking into what it entailed. The gist is you do a presentation of 20 slides, with 20 seconds per slide, all timed so they change whether you are ready or not. This forces you to be incredibly disciplined with delivering your talk, which I found very hard because I was so used to “winging it” in presentations. Despite keynoting conferences with hundreds of people in the room, doing a Petcha Kucha to a smaller, more intimate group was much more nerve-racking. I had to forcibly switch off my tangential brain because as soon as I had a thought bubble, the slides would advance and I would fall behind and lose my momentum. It took a lot of focus for me to suppress my thought bubbles but it was worth it. In short, a Petcha Kucha is a fantastic tool to test one’s mental muscles and enforce discipline. I highly recommend that everyone give it a go – especially creative types who tend to be a bit “all over the place”. It was a master-stoke from Stuart to introduce the technique to this audience and I think it needs to be expanded next time.

I presented the first Petcha Kucha, followed by Stuart and then Brad Adriaanse, who described the OODA Loop philosophy. OODA stands for observe, orient, decide, and act, providing a way to break out of one’s existing dogma and reformulate paradigms, allowing you to better adapt to changing circumstances. Dilbert cartoons aptly shows us that we all have incomplete (and often inconsistent) world views which should be continually refined and adapted in the face of new observations. Brad put it nicely when he said OODA was about maintaining a fluid cognitive state and that assumptions can be a straightjacket and dogma can blind us. This really hit home for me, based on how I reacted at times on day 1. Brad also said that the OODA loop can be internalised by adopting a lifelong learning mindset, being curious and become more and more comfortable with ambiguity.

It was at this exact moment where I rediscovered my latent curiosity and understood why I felt the way I did on day 1 and 2. It was also at this moment that I realised Arthur Shelley’s genius in why he made this event happen, who he brought together and what he has created in this event. All attendees need to be disrupted. Some need their idealism challenged, and some, like me, need a reminder of what started us on this path in the first place.

I have returned a better practitioner for it… Thankyou Arthur

 

Paul Culmsee

p.s Arthur Shelley is still a giant hippie

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Glyma is now open source!

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Hi all

If you are not aware, my colleagues and I have spend a large chunk of the last few years developing a software tool for SharePoint called Glyma (pronounced “Glimmer”). Glyma is a very powerful  knowledge management solution for SharePoint 2010/2013, that deals with knowledge that is highly valuable, yet difficult to capture in writing – all that hard earned knowledge that tends to walk out the door in organisations.

Glyma was born from Seven Sigma’s Dialogue Mapping skills and it represents a lot of what we do as an organisation, and the culmination of many years of experience in the world of complex problem facilitation. We have been using Glyma as a consultancy value-add for some time, and our clients have gained a lot of benefit from it. Clients have also deployed it in their environments for reasons such as capture of knowledge, lessons learnt, strategic planning, corporate governance as well as business analysis, critical thinking and other knowledge visualisation/knowledge exchange scenarios.

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I am very pleased to let people know that we have now decided to release Glyma under an open source license (Apache 2). This means you are free to download the source and use it in any manner you see fit.

You can download the source code from Chris Tomich’s githib site or you can contact me or Chris for the binaries. The install/user and admin manuals can be found from the Glyma web site, which also has a really nice help system, tutorial videos and advice on how to build good Glyma maps.

This is not just some sample code we have uploaded. This is a highly featured, well architected and robust product with some really nice SharePoint integration. In particular for my colleague, Chris Tomich, this represents a massive achievement as a developer/product architect. He has created a highly flexible graph database with some real innovation behind it. Technically, Glyma is a hypergraph database, that sits on SQL/SharePoint. Very few databases of this type exist outside of academia/maths nerds and very few people could pull off what he has done.

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For those of you that use/have tried Compendium software, Glyma extends the ideas of Compendium (and can import Compendium maps), while bringing it into the world of enterprise information management via SharePoint.

Below I have embedded a video to give you an idea of what Glyma is capable of. More videos exist on Youtube as well as the Glyma site, so be sure to dig deeper.

 

I look forward to hearing how organsiations make use of it. Of course, feel free to contact me for training/mentoring and any other value-add services Smile

 

Regards

Paul Culmsee

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Help me visualise the pros and cons of hybrid SharePoint 2013…

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Like it or not, there is a tectonic shift going on in the IT industry right now, driven primarily by the availability of a huge variety of services hosted in the cloud. Over the last few years, organisations are increasingly procuring services that are not hosted locally, much to the chagrin of many an server hugging IT guy who understandably, sees various risks with entrusting your fate to someone else.

We all know that Microsoft had a big focus on trying to reach feature parity between on-premises SharePoint 2013 and Office365. In other words, with cloud computing as a centrepiece of their strategy, Microsoft’s SharePoint 2013 aim was for stuff that both works on premises, but also also works on Office 365 without too much modification. While SharePoint 2013 made significant inroads into meeting this goal (apps model developers might beg to differ), the big theme to really emerge was that feature parity was a relatively small part of the puzzle. What has happened since the release of SharePoint 2013, is that many organisations are much more interested in hybrid scenarios. That is, utilising on-premises SharePoint along with cloud hosted SharePoint and its associated capabilities like OneDrive and Office Web Applications.

So while it is great that SharePoint online can do the same things as on-prem, it all amounts to naught if they cannot integrate well together. Without decent integration, we are left with a lot of manual work to maintain what is effectively two separate SharePoint farms and we all know what excessive manual maintenance brings over time…

Microsoft to their credit have been quick to recognise that hybrid is where the real action is at, and have been addressing this emerging need with a ton of published material, as well as adding new hybrid functionality with service packs and related updates. But if you have read the material, you can attest that there is a lot of it and it spans many topic areas (authentication alone is a complex area in itself). In fact, the sheer volume and pace of material released by Microsoft show that hybrid is a huge and very complex topic, which begs a really critical question…

Where are we now at with hybrid? Is it a solid enough value proposition for organisations?

This is a question that a) I might be able to help you answer and b) you can probably help me answer…

Visualising complex topics…

A few months back, I started issue mapping all of the material I could get my hands on related to hybrid SharePoint deployments. If you are not aware, Issue mapping is a way of visualising rationale and I find it a brilliant personal learning tool. It allows me to read complex articles and boil them down to the core questions, answers, pros and cons of the various topics. The maps are easy to read for others, and they allow me to make my critical thinking visible. As a result, clients also like these maps because they provide a single integrated place where they can explore topics in an engaging, visual way, instead of working their way through complex whitepapers.

If you wish to jump straight in and have a look around, click here to access my map on Hybrid SharePoint 2013 deployments. You will need to sign in using a facebook or gmail ID to do so. But be sure to come back and read the rest of this post, as I need your help…

But for the rest of you, if you are wondering what my hybrid SharePoint map looks like, without jumping straight in, check out the screenshots below. The tool I am using is called Glyma (glimmer), which allows these maps to use developed and consumed using SharePoint itself. First up, we have a very simple map, showing the topic we are discussing.

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If you click the plus sign next to the “Hybrid SharePoint deployments” idea node, we can see that I mapped all of the various hybrid pros and cons I have come across in my readings and discussions. Given that hybrid SharePoint is a complex topic, there are lots of pros and cons as shown in the partial image below…

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Many of the pros and cons can be expanded further, which delves deeper into the topics. A single click expands one node level, and a double click expands the entire branch. To illustrate, consider the image below. One of the cons is around many of the search related caveats with hybrid that can easily trip people up. I have expanded the con node and the sub question below it.  Also notice hat one of the idea nodes has an attachment icon. I will get to that in a moment…

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As I mentioned above, one of the idea nodes titled “SPO search sometimes has delays on low long it takes for new content to appear in the index” has an attachment icon as well as more nodes below it. Let’s click that attachment icon and expand that node. It turns out that I picked this up when I read Chris O’Brien’s excellent article and so I have embedded his original article to that node. Now you can read the full detail of his article for yourself, as well as understand how his article fits into a broader context.

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It is not just written content either. If I move further up the map, you will see some nodes have video’s tagged to them. When Microsoft released the videos to 2014’s Vegas conference, I found all sorts of interesting nuggets of information that was not in the whitepapers. Below is an example of how I tagged one of the Vegas video’s to one of my nodes.

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A call to action…

SharePoint hybrid is a very complex topic and right now, has a lot of material scattered around the place. This map allows people, both technical and non technical, to grasp the issue in a more strategic, bigger picture way, while still providing the necessary detail to aid implementation.

I continually update this map as I learn more about this topic from various sources, and that is where you come in. If you have had to work around a curly issue, or if you have had a massive win with a hybrid deployment, get in touch and let me know about it. It can be a reference to an article, a skype conversation or anything, The Glyma system can accommodate many sources of information.

More importantly, would you like to help me curate the map on this topic? After all, things move fast the SharePoint community rarely stands still. So If you are up to speed on this topic or have expertise to share, get in touch with me. I can give you access to this map to help with its ongoing development. With the right meeting of the minds, this map could turn into an incredible valuable information resource to a great many people.

So get in touch if you want to put your expertise out there…

 

Thanks for reading

 

 

Paul Culmsee

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Join me learning Dialogue Mapping in the UK/Ireland in September

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Hi all

I will be in the UK in the first week of September for various matters (like watching Kate Bush in concert) and while I am there will be running a 2 day Dialogue Mapping introductory class. If you liked Heretics Guide to Best Practices, or If you simply want to learn a great collaborative approach to help groups solve complex problems, then this is a great opportunity to add a powerful and practical technique to your arsenal.

Dialogue Mapping has had a massive impact on me professionally and personally, and in this intimate, face-to-face class I’ll be covering all of my learnings and insights in applying this technique in hundreds of different workshops. Just to be clear, this is not a SharePoint, nor an IT class. It is open to anybody of any discipline and is very activity driven, to help you acquire a hugely valuable life skill. Not only does it only equip you with a great technique for tasks like business analysis, requirements elicitation and design thinking, but also allows you to get involved with more complex problem solving scenarios like strategic planning and team development work.

Where, when and how much?

Plans are still being finalised, but at this point I can confirm that one class will be held in Dublin thanks to my old friends at Storm Technology. Storm are Ireland’s leading Microsoft Business Technology Consultancy and are well known for their expertise with Microsoft technologies. Storm have great team of consultants who really understand how to harness  information- structured, unstructured, digital and tacit – to create transformation business solutions for clients. Thanks to Storm’s help, I am very pleased to be able to bring this class to you at less than half the usual cost. As a result, this 2 day class will be around £420GBP instead of the usual price of £995.00.

I also hope to get a London class off the ground, and will let you know as soon as I have confirmation. No matter that the city, if you are interested in attending this class, it is super-important to let me know. Part of the reason we can bring it to you at such as great price is we have access to some great facilities, but numbers are limited. So please register your interest as soon as you can at this site. More information on the class, and Dialogue Mapping itself check out the resources and information below…

  

  

 

Why Dialogue Mapping?

  • Maps decision and detailed rationale behind decision-making; maps the thinking process of the group
  • Concentrates on pros and cons to an idea, encourages and explores all view
  • Promotes greater shared understanding of the problem at hand
  • Represents and clarifies diverse points of view, conflicting interpretations and goals, inconsistent information and other forms of complexity
  • Opportunity for all to be heard, contributions acknowledged
  • Keeps participants on topic – they can see the progress of the discussion visually, the bigger picture can be absorbed better and they can appreciate the validity and value of a larger perspective
  • Helps participants come up with better ideas and avoids jumping to simplistic answers and superficial conclusions
  • Promotes deeper reasoning, rigor and crowd wisdom
  • Supporting information (such as documents and images) can easily be attached to map to back up group reasoning
  • Participants can see the effectiveness of mapping and genuinely will try to make the discussion more productive

Class audience

Perfectly suited to both IT and non-IT audience; those involved in highly complex projects, including:

  • Leaders
  • Consultants
  • Facilitators
  • Strategic planners
  • Organisational development professionals
  • Business analysts
  • Change agents
  • Managers and engineers

Class aims and outcomes

  • Create great maps – clear, coherent and inviting
  • Immediately start mapping effectively in your work and life; the class will focus on practical experience and map building
  • Command a rich range of options for publishing and sharing maps
  • Lead with maps; create direction, momentum and energy with dialogue maps
  • Quickly and effectively do critical analysis in dynamic situations
  • Organise unstructured information and discover patterns and connections within it
  • Make critical thinking visible for inspection and analysis
  • Recognise early, the symptoms of wicked problems and the forces behind group divergence
  • Start capturing the rationale leading up to the decisions by using IBIS and Compendium software
  • Recognise the importance of capturing the rationale behind decisions, as well as the decisions themselves
  • Rethink the traditional approach to meetings and decision making
  • Gain a deeper understanding of:
  • The fundamentals of IBIS and Compendium
  • The structural patterns that give clarity and power to dialogue  maps
  • How decision rationale is represented in a map

How Seven Sigma uses Dialogue Mapping

  • Strategic planning workshops
  • Envisioning workshops
  • Goal alignment workshops
  • Requirements gathering
  • User engagement/ User adoption
  • Training
  • Internal meetings
  • Client status meetings
  • … and more

Class requirements

This class will be hands on. Please bring your own laptop with Compendium software installed (we will help you with this).

Class duration

2 intense days with homework after the first day and optional homework after course completion

What’s included

The Issue Mapping manual, morning/afternoon tea breaks, lunch, tea/coffee throughout the day.

Cancellation Policy

Event cancelled by Seven Sigma:

A full ticket refund will be given, minus the registration fee. The class will be confirmed 21 days prior to the event date. Should you be flying over for the event, we advise that you leave flight and accommodation bookings ’til we send you the confirmation as these bookings will not be covered by Seven Sigma should we cancel the class.

Booking cancelled by the registrant:

(a) 14 working days prior to the event, 50% refund given

(b) within 14 days of the event, and no shows – no refund given.

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Rewriting the knowledge management rulebook… The story of “Glyma” for SharePoint

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“If Jeff ever leaves…”

I’m sure you have experienced the “Oh crap” feeling where you have a problem and Jeff is on vacation or unavailable. Jeff happens to be one of those people who’s worked at your organisation for years and has developed such a deep working knowledge of things, it seems like he has a sixth sense about everything that goes on. As a result, Jeff is one of the informal organisational “go to guys” – the calming influence amongst all the chaos. An oft cited refrain among staff is “If Jeff ever leaves, we are in trouble.”

In Microsoft’s case, this scenario is quite close to home. Jeff Teper, who has been an instrumental part of SharePoint’s evolution is moving to another area of Microsoft, leaving SharePoint behind. The implications of this are significant enough that I can literally hear Bjorn Furuknap’s howls of protest all the way from here in Perth.

So, what is Microsoft to do?

Enter the discipline of knowledge management to save the day. We have SharePoint, and with all of that metadata and search, we can ask Jeff to write down his knowledge “to get it out of his head.” After all, if we can capture this knowledge, we can then churn out an entire legion of Jeffs and Microsoft’s continued SharePoint success is assured, right?

Right???

There is only one slight problem with this incredibly common scenario that often underpins a SharePoint business case… the entire premise of “getting it out of your head” is seriously flawed. As such, knowledge management initiatives have never really lived up to expectations. While I will save a detailed explanation as to why this is so for another post, let me just say that Nonaka’s SECI model has a lot to answer for as it is based on a misinterpretation of what tacit knowledge is all about.

Tacit knowledge is expert knowledge that is often associated with intuition and cannot be transferred to others by writing it down. It is the “spider senses” that experts often seem to have when they look at a problem and see things that others do not. Little patterns, subtleties or anomalies that are invisible to the untrained eye. Accordingly, it is precisely this form of knowledge that is of the most value in organisations, yet is the hardest to codify and most vulnerable to knowledge drain. If tacit knowledge could truly be captured and codified in writing, then every project manager who has ever studied PMBOK would have flawless projects, because the body of knowledge is supposed to be all the codified wisdom of many project managers and the projects they have delivered. There would also be no need for Agile coaches, Microsoft’s SharePoint documentation should result in flawless SharePoint projects and reading Wictor’s blog would make you a SAML claims guru.

The truth of tacit knowledge is this: You cannot transfer it, but you acquire it. This is otherwise known as the journey of learning!

Accountants are presently scratching their heads trying to figure out how to measure tacit knowledge. They call it intellectual capital, and the reason it is important to them is that most of the value of organisations today is classified on the books as “intangibles”. According to the book Balanced Scorecard, a company’s physical assets accounted for 62% of its market value in 1982, 38% of its market value in 1992 and only 21% in 2003. This is in part a result of the global shift toward knowledge economies and the resulting rise in the value of intellectual capital. Intellectual capital is the sum total of the skills, knowledge and experience of staff and is critical to sustaining competitiveness, performance and ultimately shareholder value. Organisations must therefore not only protect, but extract maximum value from their intellectual capital.

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Now consider this. We are in an era where baby boomers are retiring, taking all of their hard-earned knowledge with them. This is often referred to as “the knowledge tsunami”, “the organisational brain drain” and the more nerdy “human capital flight”. The issue of human capital flight is a major risk area for organisations. Not only is the exodus of baby boomers an issue, but there are challenges around recruitment and retention of a younger, technologically savvy and mobile workforce with a different set of values and expectations. One of the most pressing management problems of the coming years is the question of how organisations can transfer the critical expertise and experience of their employees before that knowledge walks out the door.

The failed solutions…

After the knowledge management fad of the late 1990’s, a lot of organisations did come to realise that asking experts to “write it down” only worked in limited situations. As broadband came along, enabling the rise of rich media services like YouTube, a digital storytelling movement arose in the early 2000’s. Digital storytelling is the process by which people share stories and reflections while being captured on video.

Unfortunately though, digital storytelling had its own issues. Users were not prepared to sit through hours of footage of an expert explaining their craft or reflecting on a project. To address this, the material was commonly edited down to create much smaller mini-documentaries lasting a few minutes – often by media production companies, so the background music was always nice and inoffensive. But this approach also commonly failed. One reason for failure was well put by David Snowden when he saidInsight cannot be compressed”. While there was value in the edited videos, much of the rich value within the videos was lost. After all, how can one judge ahead of time what someone else finds insightful. The other problem with this approach was that people tended not to use them. There was little means for users to find out these videos existed, let alone watch them.

Our Aha moment

In 2007, my colleagues and I started using a sensemaking approach called Dialogue Mapping in Perth. Since that time, we have performed dialogue mapping across a wide range of public and private sector organisations in areas such as urban planning, strategic planning, process reengineering, organisational redesign and team alignment. If you have read my blog, you would be familiar with dialogue mapping, but just in case you are not, it looks like this…

Dialogue Mapping has proven to be very popular with clients because of its ability to make knowledge more explicit to participants. This increases the chances of collective breakthroughs in understanding. During one dialogue mapping session a few years back, a soon-to-be retiring, long serving employee relived a project from thirty years prior that he realised was relevant to the problem being discussed. This same employee was spending a considerable amount of time writing procedure manuals to capture his knowledge. No mention of this old project was made in the manuals he spent so much time writing, because there was no context to it when he was writing it down. In fact, if he had not been in the room at the time, the relevance of this obscure project would never have been known to other participants.

My immediate thought at the time when mapping this participant was “There is no way that he has written down what he just said”. My next thought was “Someone ought to give him a beer and film him talking. I can then map the video…”

This idea stuck with me and I told this story to my colleagues later that day. We concluded that the value of asking our retiring expert to write his “memoirs” was not making the best use of his limited time. The dialogue mapping session illustrated plainly that much valuable knowledge was not being captured in the manuals. As a result, we seriously started to consider the value of filming this employee discussing his reflections of all of the projects he had worked on as per the digital storytelling approach. However, rather than create ‘mini documentaries’, utilise the entire footage and instead, visually map the rationale using Dialogue Mapping techniques. In this scenario, the map serves as a navigation mechanism and the full video content is retained. By clicking on a particular node in the map, the video is played from the time that particular point was made. We drew a mock-up of the idea, which looked like the picture below.

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While thinking the idea would be original and cool to do, we also saw several strategic advantages to this approach…

  • It allows the user to quickly find the key points in the conversation that is of value to them, while presenting the entire rationale of the discussion at a glance.
  • It significantly reduces the codification burden on the person or group with the knowledge. They are not forced to put their thoughts into writing, which enables more effective use of their time
  • The map and video content can be linked to the in-built search and content aggregation features of SharePoint.
    • Users can enter a search from their intranet home page and retrieve not only traditional content such as documents, but now will also be able to review stories, reflections and anecdotes from past and present experts.
  • The dialogue mapping notation when stored in a database, also lends itself to more advanced forms of queries. Consider the following examples:
    • “I would like any ideas from lessons learnt discussions in the Calgary area”
    • “What pros or cons have been made about this particular building material?”
  • The applicability of the approach is wide.
    • Any knowledge related industry could take advantage of it easily because it fits into exiting information systems like SharePoint, rather than creating an additional information silo.

This was the moment the vision for Glyma (pronounced “glimmer”) was born…

Enter Glyma…

Glyma (pronounced ‘glimmer’) is a software platform for ‘thought leaders’, knowledge workers, organisations, and other ‘knowledge economy participants’ to capture and trade their knowledge in a way that reduces effort but preserves rich context. It achieves this by providing a new way for users to visually capture and link their ideas with rich media such as video, documents and web sites. As Glyma is a very visually oriented environment, it’s easier to show Glyma rather than talk to it.

Ted

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What you’re looking at in the first image above are the concepts and knowledge that were captured from a TED talk on education augmented with additional information from Wikipedia. The second is a map that brings together the rationale from a number of SPC14 Vegas videos on the topic of Hybrid SharePoint deployments.

Glyma brings together different types of media, like geographical maps, video, audio, documents etc. and then “glues” them together by visualising the common concepts they exemplify. The idea is to reduce the burden on the expert for codifying their knowledge, while at the same time improving the opportunity for insight for those who are learning. Glyma is all about understanding context, gaining a deeper understanding of issues, and asking the right questions.

We see that depending on your focus area, Glyma offers multiple benefits.

For individuals…

As knowledge workers our task is to gather and learn information, sift through it all, and connect the dots between the relevant information. We create our knowledge by weaving together all this information. This takes place through reading articles, explaining on napkins, diagramming on whiteboards etc. But no one observes us reading, people throw away napkins, whiteboards are wiped clean for re-use. Our journey is too “disposable”, people only care about the “output” – that is until someone needs to understand our “quilt of information”.

Glyma provides end users with an environment to catalogue this journey. The techniques it incorporates helps knowledge workers with learning and “connecting the dots”, or as we know it synthesising. Not only does it help us with doing these two critical tasks, it then provides a way for us to get recognition for that work.

For teams…

Like the scenario I started this post with, we’ve all been on the giving and receiving end of it. That call to Jeff who has gone on holiday for a month prior to starting his promotion and now you need to know the background to solving an issue that has arisen on your watch. Whether you were the person under pressure at the office thinking, “Jeff has left me nothing of use!”, or you are Jeff trying to enjoy your new promotion thinking, “Why do they keep on calling me!”, it’s an uncomfortable situation for all involved.

Because Glyma provides a medium and techniques that aid and enhance the learning journey, it can then act as the project memory long after the project has completed and the team members have moved onto their next challenge. The context and the lessons it captures can then be searched and used both as a historical look at what has happened and, more importantly, as a tool for improving future projects.

For organisations…

As I said earlier, intangible assets now dominate the balance sheets of many organisations. Where in the past, we might have valued companies based on how many widgets they sold and how much they have in their inventory, nowadays intellectual capital is the key driver of value. Like any asset, organisations need to extract maximum value from intellectual capital and in doing so, avoid repeat mistakes, foster innovation and continue growth. Charles G. Sieloff summed this up well in the name of his paper, “if only HP knew what HP knows”.

As Glyma aids, enhances, and captures an individual’s learning journey, that journey can now be shared with others. With Glyma, learning is no longer a silo, it becomes a shared journey. Not only does it do this for individuals but it extends to group work so that the dynamics of a group’s learning is also captured. Continuous improvement of organisational processes and procedures is then possible with this captured knowledge. With Glyma, your knowledge assets are now tangible.

Lemme see it!

So after reading this post this far, I assume that you would like to take a look. Well as luck would have it, we put out a public Glyma site the other day that contains some of my own personal maps. The maps on the SP2013 apps model and hybrid SP2013 deployments in particular represent my own learning journey, so hopefully should help you if you want a synthesis of all the pros and cons of these issues. Be sure to check the videos on the getting started area of the site, and check the sample maps! Smile

glymasite

I hope you like what you see. I have a ton of maps to add to this site, and very soon we will be inviting others to curate their own maps. We are also running a closed beta, so if you want to see this in your organisation, go to the site and then register your interest.

All in all, I am super proud of my colleagues at Seven Sigma for being able to deliver on this vision. I hope that this becomes a valuable knowledge resource for the SharePoint community and that you all like it. I look forward to seeing how history judges this… we think Glyma is innovative, but we are biased! 🙂

 

Thanks for reading…

Paul Culmsee

www.glyma.co

www.hereticsguidebooks.com

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“Assumption is the mother of all f**k ups”

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My business partner, Chris Tomich, is the John Deacon of Seven Sigma.

In case you do not know who John Deacon is, he is the bass player from Queen who usually said very little publicly and didn’t write that many songs (and by songs I mean blog posts). But when Deacon finally did getting around to writing a song, they tended to be big – think Another One Bites the Dust, I Want To Break Free and Your My Best Friend.

Chris is like that, which is a pity for the SharePoint community because he outstanding SharePoint architect, software engineer and one of the best Dialogue Mappers on the planet. If he had the time to write on his learning and insight, the community would have a very valuable resource. So this is why I am pleased that he has started writing what will be a series of articles on how he utilises Dialogue Mapping in practice, which is guaranteed to be much less verbose than my own hyperbole but probably much more useful to many readers. The title of my post here is a direct quote from his first article, so do yourself a favour and have a read it if you want a different perspective on sense-making.

The article is called From Analyst to Sense-maker and can be found here:

http://mymemorysucks.wordpress.com/2014/01/07/from-analyst-to-sense-maker/#!

thanks for reading

 

Paul Culmsee

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www.hereticsguidebooks.com

p.s Now all I need to do is get my other Business Partner, mild mannered intellectual juggernaut known as Peter (Yoda) Chow to start writing Smile

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Powerful questions part 3: The “I told you so” question

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Hi all

I just recorded the third video on the topic of powerful questions. The purpose of this series of videos is to help facilitators, project managers, business analysts and SharePoint peeps ask better questions of their stakeholders. The first video introduced the platitude buster question and the second video unveiled the key focus area question. Both are hugely important – especially for SharePoint projects and any SharePoint governance efforts because failure to answer these two will positively kill your project. This 3rd powerful question is related to risk perception and how you can frame questions to get a much better sense of what the real risks are in projects or problems. In this video, I made the contention that asking “What are the risks” is not a great way to identify and subsequently manage risks. The inference for SharePoint people here is that if you think you have done your job by creating a risks and issues list (ala Project Server) and asking for people to fill it in, I am here to tell you that there is much more to the story…

Don’t believe me? Then watch the video. 

Like the previous post, I suggest you watch this video in full screen. Enjoy!

How to find out what the real risks are…
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Introduction to Dialogue Mapping class in Melbourne June 13-14

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Hi all

We have all felt the pain of a meeting or workshop where no-one is engaged, the conversation is being dominated by the loudest or everyone is mired in a tangle of complexity and there is no sense of progress. Not only is it incredibly frustrating for participants, but it is really inefficient in terms of time and effort, reduced collaboration and can lead to really poor project outcomes.

The big idea behind the technique of Dialogue Mapping is to address this problem. Dialogue Mapping is an approach where a project manager or business analyst acts as a facilitator while visually mapping the conversation of a group onto a projected display. This approach reduces repetition by acknowledging contributions, unpacks implicit assumptions and leads to much better alignment and understanding among a group.

For SharePoint projects, this is a must and I have been using the technique for years now. Other SharePoint luminaries like Michal Pisarek, Ruven Gotz and Andrew Woodward also use the approach, and Ruven even dedicated a chapter to Dialogue Mapping in his brilliant Information Architecture book.

In Melbourne, I am going to be running a 2 day Introduction to Dialogue Mapping class to teach this technique. There are only 10 places available and this is one of the few public classes I will be running this year. So if you are attending the Australian SharePoint conference, or live near Melbourne and deal with collaborative problem solving, stakeholder engagement or business analysis, this is a great opportunity to come and learn this excellent problem solving technique.

Hope to see you there!

Paul

   

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Powerful questions part 2: The key focus area question

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Hiya

I just recorded the second video on the topic of powerful questions. These powerful questions are the result of the years I’ve spent dialogue mapping many different groups of people on many different problems. As time has gone on, I’ve learnt a lot about collaborative problem solving, and concluded that some questions tend to lead to breakthrough more than others.

In the previous video, I introduced you to the platitude buster question. This time around, I have recorded a video on one of the best questions you can ask in any form of strategy development meeting – the key focus area question. For all you SharePoint types, I always use this question during SharePoint governance planning and when drawing up a project charter, but it is equally effective when working with an executive team who are working out their short and long term strategies.

Like the previous post, I suggest you watch this video in full screen. Enjoy!

How to eke out key focus areas from a discussion

Thanks for reading

Paul Culmsee

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Powerful questions part 1: The platitude buster question

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Hi all

I’ve been a little busy lately so haven’t had sufficient time to write many articles. This will likely continue for a while as I’m also planning the next heretical book with Kailash.

But the other day on a whim, I decided to record a short video on the topic of powerful questions. As I do more and more facilitation, strategic planning and team development work, I am constantly learning about the patterns of group conversation. This has helped me develop insights into the sort of questions that have the potential to cut through complexity to achieve breakthroughs in complex situations. I call these questions “powerful” for that reason.

It should be noted that a powerful question is not necessarily the question itself, but sometimes the the way a question is asked. To that end, in this first video, I take you through the best way I know to cut through organisational platitudes. Platitudes are phrases that often sound impressive and authoritative, ultimately hide the fact that there is not a lot of substance underneath them. While its easy to cite a blatant example like “best practice organisational excellence,” most of the time platitudes are used unconsciously and in much more subtle and dangerous ways. In fact often people ask questions or conduct workshops in such a way that actually encourage platitude answers.

So how do I bust or disarm a platitude? Watch this video to find out! Smile

How to disarm a platitude with one question…

Now I plan to do a few of these videos, with each building on the last with a new powerful question. Also, I will utilise Compendium and Dialogue Mapping techniques, so you also get a better idea of the sort of non SharePoint work that myself and my colleagues get to perform. So please let me know what you think of the clip. (oh – before I forget, I strongly suggest you watch the video in full screen)

Thanks for reading

Paul Culmsee

www.hereticsguidebooks.com

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