Expert Debriefing: Unterschied zwischen den Versionen

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Siehe auch Chris Collison, Geoff Parcell: Learning to fly. ISBN 1-84112-124-X
Siehe auch Chris Collison, Geoff Parcell: Learning to fly. ISBN 1-84112-124-X


===Dave Snowden===
===Egebnisse einer Diskussion auf der ACT-KM-Maillingliste===
Vor die Aufgabe gestellt, wie man in nur 20 Tagen (das ist nicht einmal ein vollständiger Monatszyklus) eine möglichst gute Übergabe hinbekommt, hat [[Dave Snowden]] folgende Tipps für uns, die von Stefan Weiss übersetzt und ein wenig ergänzt wurden:


#Besorg Dir einen digitalen Kassettenrekorder und schneide alle Gespräche mit. Wenn Du dir nur Notizen machst, gehen Dir die wichtigen "schwachen Signale" verloren. In sechs Monaten wird Du dir sonst denken, "da war doch was - ich weiß nur nicht mehr was".
[[Dave Snowden]]: Twenty days is not long, not even a fully monthly cycle. My advice would be as follows:
#Schreibe am Ende eines jeden Tages nicht den Inhalt des Bands ab, sondern teile es zunächst in logische Einheiten und mache Dir kurze Notizen dazu, z.B. "das jährliche Budget-Drama". Gerade genug um Deine Erinnerung zu stützen, jedoch nicht mehr als eine Zeile.
#Formuliere, als Teil dieser täglichen Zusammenfassung, Fragen, die Du am nächsten Tag stellen willst.
#Führe strukturiere Interviews zum "Rhythmus" des Jobs durch: Was ist täglich, wöchentlich, monatlich zu erledigen. Leute arbeiten normalerweise in Kalenderzyklen. Wenn man sie fragend durch diese Zyklen führt, unterstützt das die Erinnerung und man erfährt mehr.
#Erstelle eine Liste von "Leuten, die man kennen muss" und Hintergrundinformationen zu diesen. Versuche noch persönliche Treffen mit den Wichtigsten zu arrangieren, bei denen die Person, die ersetzt werden soll, anwesend ist. Bring sie dazu über die gemeinsam geleistete Arbeit zu reden - die besten Momente, die Schwierigsten, Lustiges oder Tragödien. In dem man sich auf die Extreme konzentriert, treten die normalen Dinge besser hervor.
#Bring die Person dazu, über wichtige Ereignisse während Ihrer Zeit im Unternehmen nachzudenken: Mit wem haben sie zusammen gearbeitet, was brachte die Dinge ins Laufen?
#Erstelle einen Plan des sozialen Netzwerks deines Vorgängers: An wen wandte er sich, wenn er Informationen brauchte, an wen, wenn er etwas nicht verstand, wem vertraute er, mit wem war die Beziehung hervorragend, mit wem problematisch? Gestalte diesen Plan als Diagramm (Leute in Kästen mit ein- und ausgehenden Pfeilen) und stelle Verbindungen zu Deinen Gesprächsmitschnitten her. Stelle sicher, dass Du zu allen Kontakten etwas zusammenträgst: was sie machen und warum sie es machen. Dies sind die Leute, die später Deine Lücken füllen werden - vorausgesetzt Du kennst sie und sie Dich.
#Im Rahmen des Netzplans frage die Leute auch nach ihren Wünschen. Vielleicht gibt es Kontakte, die Du als "der Neue" leichter herstellen kannst - was für eine einzigartige Gelegenheit.
#Halte Ausschau nach den "Stories" (Erfolge, Katastrophen, Lustiges, Peinliches, ...) und achte auf wiederkehrende Metaphern. Hier versteckt sich mehr Wissen über das Unternehmen als irgendwo sonst.


Graham Orange ergänzte, dass man zusätzlich zu den "normalen" Interviews und Gesprächsrunden kreativere Methoden, z.B. Brainstorming, anwenden könnte. Dieser Hinweis ist sehr wichtig, denn man vergisst leicht, dass man gerade unter Zeitdruck mit kreativen Methoden zu besseren Ergebnissen kommen kann, vorausgesetzt, diese werden beherrscht. Das mit dem Beherrschen gibt aber auch für ganz normale Meetings.
#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".
#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.
#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
#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
#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.
#Get the person to think about significant events during their time in the organization – who did they work with, what made things work.
#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.
#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
#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.


==Weblinks==
==Weblinks==

Version vom 6. September 2005, 15:34 Uhr

Methoden

British Petrol

  1. Find out what knowledge needs to be transferred
  2. Develop a plan to capture and transfer the knowledge
  3. Conduct the interview
  4. Now make it accessible
  5. Stay in touch

Siehe auch Chris Collison, Geoff Parcell: Learning to fly. ISBN 1-84112-124-X

Egebnisse 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.

Weblinks

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