Expert Debriefing

Methoden

Expert Debriefing (COGNEON)

s. COGNEON Leitfaden - Expert Debriefing

Ergebnisse einer Diskussion auf der ACT-KM-Maillingliste

Dave Snowden: Twenty days is not long, not even a fully monthly cycle. My advice would be as follows:

1. Buy yourself a digital tape recorder fast and record everything you are told - keeping notes means that you will miss significant "weak signals" in the material. In six months time you will be asking "Hang on, there was something about that but I can't remember it".
2. At the end of everyday don't transcribe the tape, but chuck it into sections and catalogue it with a simple text description of each item "the annual report saga" or similar - something that will trigger your memory and is no more than a line.
3. As a part of that review identify a set of questions that you want to ask the next day and get them written up for the next day
4. Set up a set of structured interviews around the rhythms of the job - what do you do on a daily, weekly, monthly basis. People normally work to calendar cycles and asking them to go through it around that cycle is more likely to trigger memories
5. Create a list of “key people I need to know” and get introductions, ideally get a meeting fixed along with the person whose job you are taking and get them to reminisce about the work they have done together – best moments, worst moments, most amusing, near tragedies etc. The idea is to look at the extremes so that things pop out of the middle.
6. Get the person to think about significant events during their time in the organization – who did they work with, what made things work.
7. Create a social network map of the persons contacts - those they go to for information, where they go for help if they don’t understand something or there are difficulties, where they have good or difficult (never say bad) relationships. Keep that map as a diagram (people in boxes with in and out arrows) and link to the digital tape recorder output – make sure you have material about all of the contacts, what they did and how they did it. These are the people who will fill in the gaps for you and you need to know who they are and also to be introduced.
8. As part of the social network map ask them for people or roles that they would like to have had contact with to make a difference to their jobs – keep prompting for this as you will have a golden opportunity to create these links as a new person
9. Get the war stories – there is more knowledge hidden in that everything else

Graham Orange: The advice given below is sound. I would supplement it with brainstorming workshops if possible. As part of a funded research project created a knowledge transfer mechanism - more details may be found at http://is.lse.ac.uk/b-hive. Unfortunately I am unable to describe the whole process here, particularly the important fromt end preparation. However adopting the approach of bringing together key people that interact with this person will encourage the open exchange of ideas and experiences and facilitate an exchange of knowledge giving more than one person's perspective.

Siehe auch

• Experteninterview
• Vorlage:Fallstudie
• Expert Debriefing in HR

Weblinks

• Weblog "Seminar Expert Debriefing"
• http://blog.futurelab.de/archives/2-UEbergabe-in-20-Tagen.html
• Leaving an Organisation - when managing knowledge gets personal (Word-Dokument)
• Siemens Expert-Debriefing-Prozess (auf Seite 9)
• Knowledge Transfer Meeting
• Fostering Knowledge Communication (Knowledge Transfer Meeting)
• Präsentation von Benno Ackermann über moderierte Übergabe bei Credit Suisse