knowledge brokering- Summary
Curious as I was, it was first time I heard about the concept called the “knowledge brokering cycle”. I was pleasantly stunned and surprised that much has already been researched and written about this technique of new idea generation process. Never the less, this a best practice followed the world over.
Knowledge brokering helps us make those leaps from old ideas to new ideas and apply them to newer contexts in an easier fashion.
I am talking about the article “Building an innovation factory” written by Andrew Hargadon and Robert E. Sutton in the June 2000 issue of Harvard business review. After going through the concepts presented in the article, felt it was widely relevant even today considering how businesses can be innovative in the changing dynamics of the business environment. We all know that new ideas are so precious in the modern economy. It does not have to be done in an isolated fashion. The business of producing new ideas and testing them have now been made more systematic and it can be followed and implemented by any organization.
Let us have a look at Wikipedia and see what it says about “Knowledge Brokering”
“A knowledge broker is an intermediary (an organization or a person), that aims to develop relationships and networks with, among, and between producers and users of knowledge by providing linkages, knowledge sources, and in some cases knowledge itself.”
The recycling of old ideas has been the primary engine for generating new ideas. This generation of new ideas is done through a set of processes or best practices known as the knowledge brokering cycle. The knowledge brokering cycle has four parts leading to innovation.
- Recording and capturing all the old ideas.
- Discussion and interaction on the older ideas to keep it alive.
- Brainstorming on the old ideas to generate new ideas.
- Finally, converting the new ideas into useful and commercially viable business concepts, processes or products.
The wonderful part is that each one of the parts can be practiced independently by individuals or companies or they can be used as a set of processes for generating new ideas. They serve as a best practice. Leaders and individuals who use these processes have to change their thinking and should foster that culture within their organizations.
Such thinking is increasingly practiced by more and more companies. These companies know that it is the new ideas that move their companies ahead and without which they would become obsolete.
Understanding the Knowledge brokering cycle
Organizational leaders know that it is no longer about working in silos but it is all about the attitude and helping each other. The more the ideas from each and everyone in the company, the better. They have learnt to systematically use the old ideas as raw materials to generate new ideas.
The process of conversion of old ideas to new ideas by following a set of systematic processes is what the knowledge brokering cycle for innovation is all about. There are some intermediary companies and organizations who take up the work of bringing together all the old ideas and make a newer connection. They make use of the old ideas in a new way, in a different combination and in a different industry.
There are many wonderful examples, where proven and established concepts are reused and recycled in a different contexts. This is an excellent way to spark creativity and innovation.
A wonderful example to mention is that of the steam engines. For more than 75 years, the steam engines ran in mines and then came Robert Fulton. Robert Fulton thought deeply about it and then came up with the idea of using the same steam engine for propelling a steam boat. He then later on developed the first commercially accepted steam boat using a steam engine. A classic example of using a steam engine in an altogether different problem. He thus made the leap.
So it is obvious, that we need to make those leaps from older ideas and apply them in newer contexts. Knowledge brokering as a concept and as a best practice helps us make those leaps. The leaps become more and more easier as we keep embracing the knowledge brokering processes.
Now let’s quickly look at the four parts of the knowledge brokering cycle. As we have said earlier, even though the article is written in the year 2000, it is widely relevant and prevalent even today. We would say that these processes have matured, as most organizations not just within the design firms like “Ideo” and startup incubators like “Idea labs” but also other smaller organizations, consulting companies across many industries across the world who have applied these best practices within their own processes and work practices.
1.Recording and capturing old ideas
The first obvious step is of-course to record and capture all old ideas. Leave no stone un-turned. Even if you are not sure, whether a particular idea may/may not be of use, record and capture it anyway. We never know, how it can be of use in the future.
The process is simple. When you find an old idea, you simply do not throw it away but you play with it within your mind and see what more can be done. How it works and doesn’t work in certain situations and so on. One can start imagining different ways of doing and applying the idea. But, all these mental calculations start after you have recorded and captured it.
For example, in IDEO, the design firm, employees take a field trip to a local toy shop or a hardware store to just get to see how things work. By seeing and being there, there are chances that new ideas might happen. Similarly, there are organizations which arrange employees on training to go on a field trip to visit local industries.
We can take another example from Thomas Alva Edison. This was almost hundred years ago. Edison followed many work practices, which he sincerely followed and the result of course are so many of his inventions. He says,
- First study the present model or construction
- Then, look for past experiences
- Do as much background reading and researching on the subject as possible.
Many innovative companies including consulting companies follow the same model for re-engineering their business processes and for process and work improvements as well.
The idea collection goes on and takes up different shapes in many industries. As mentioned earlier, many companies operate as intermediaries or play the role of knowledge brokering. They collect as much information as possible on the products and observe the users. They also engage in scanning the environment. Such scanning, recording and capturing ideas aid in initiating the next big project.
Usually, big consulting companies like Accenture engage all their clients from diverse industries once in a while and invite them over for a conference to talk about diverse industry issues and challenges. Some of these issues may lead to new ideas and thereby innovation. You just need to keep imagining. Some may click and some may not. The important thing here is that we need to keep collecting all the ideas.
2.Discussion and interaction on the old ideas to keep it alive
This is the second step in the knowledge brokering process and which is also very crucial for the successful outcome of generating new ideas in the knowledge brokering cycle. We need to keep the ideas alive. Discussion and interaction of the existing ideas is a continuous activity. Often, the biggest obstacles in solving the problems is not ignorance, it is not getting the right information at right time. Many people miss this information, even if they have already known or learnt about it.
Lot of information is tacit in the minds of employees. Companies lose information when employees leave them. The notion that “All ideas are good” holds true. We just need to keep piling with more and more ideas.
We need to keep discussing about the ideas and interacting with each other on “What works” and “What does not work”.
An excellent example, is the use of “Tech boxes” at IDEO. Each employee at the company owns a Tech box. A “Tech box” is a huge collection of material (usually, interesting ideas) that the employee has collected over the years and curates it. Over a weekly conference call, the employees discuss new additions to these boxes. This is an excellent way for employees to keep looking at their boxes and discuss it over with their colleagues. In this way, the ideas are kept alive, discussed over and passed on to others. Sometimes these stored ideas can be reused by others as well.
Ideas would die, if they are not kept alive. Practice and experience says that if the ideas are not embedded in real life objects, they would eventually die.
It was for these very characteristics that the employees at IDEO were respected for they went out of their way to help others.
Another classic example is the knowledge management system at Accenture. Initially, when they developed, they thought that the presentation slides and reference documents would be sufficient. But, this didn’t really serve the purpose. The employees did not warm up to it.
The employees used the reference documents and slides as annotated yellow pages. These pages would give them information on whom to connect to, for getting the information. Whom they should really talk to, to get the rest of the information. The team at Accenture learnt the hard way that “having a huge database of information, is alone not enough to solve the problems”. There were lot of learnings from this direct observation and they redesigned the system.
The team at Mc-Kinsey accomplishes this by maintaining a database of “who knows what”. Through this method, the Ideas were kept alive, fresh and they were always discussed about.
Edison was also known for keeping his ideas alive. He remembered all his old ideas and had the ability to know, when and where it was used.
3.Brainstorming on the old ideas to get newer ideas
The next important step in the knowledge brokering cycle is to find out and identify new uses for the old ideas, apply and test them for newer contexts and situations.
Nowadays, we find lot of crosspollination of ideas that happen. The internet and the social media is full of such examples. Would like to talk about two of them which caught the fancy.
The first one is the usage of old plastic pet bottles. Instead of throwing them away in the garbage can for recycling, people have found innovative ways of cutting them into two halves and using them for growing small house plants, pen stands, magazine stands and shoe racks etc.
The second one is the usage of the big plastic water drum. These plastic drums are sliced into thin strips of plastic. These strips are then used for making garden chairs.
There are many classic examples. The one on Edison’s bulb was memorable. The bulbs kept falling from their fixtures. A technician thought about this problem and suggested that they use threads after noticing a threaded cap of a kerosene bottle. And thus the threaded bulb was born.
When you start talking a lot about your problems, at one point in time you will know, who will be able to help you better. Conferences on specific issues and topics that happen all the time around the world, informal talk with colleagues and formal brainstorming sessions are some of the ways that people share their problems and this way new ideas are born.
There is also the redesign of office physical spaces. The designs are made in such a way that people always bump into each other. Very typical of an open office space where everyone meets everybody.
A wise man once said “the real measure of success is the number of experiments that can be crowded in 24 hours”.
4.Converting the new ideas into useful and commercially viable business concepts, processes or products.
The fourth and final step in the knowledge brokering cycle looks into the aspect of turning those ideas into useful concepts or products. A good idea needs to be converted into something that can be tested and experimented and if successful needs to be integrated into the rest of the other processes or pursued independently.
It is in this stage, as we experiment and test with the ideas that the mistakes can be known, rectified and improvements can be made.
There are many organizations within this knowledge brokering step that involve themselves in prototyping and making simulations. These techniques aid in refining and further developing on those ideas so that they become commercially viable.
The focus should be on testing and solving the problems and not on the final solutions. Final solutions will fall in place once we get it right with highest quality. Prototyping and testing should be part and parcel of the process towards innovation.
The positive aspects of such testing and experiments are that we know where the failures are and we learn from our mistakes and improve upon them.
Knowledge brokering groups – inside organizations.
Any company can make use of the knowledge brokering groups that exist informally within the various functions. They can be formally assigned as the knowledge brokering group and can be given the task of assimilating facts and figures of what everybody is doing and moving the ideas from one place to another place. They act as a point of contact for further knowledge. Other employees and business groups within the function can count on them and avoid re-inventing the wheel scenarios.
If a particular concept has already been implemented in another business unit even if it is across the globe, The knowledge brokering group can help disseminate it to the rest of the organization or to where it is needed.
A good example of this case is the Hewlett Packard’s SPAM group which was formed way back in the 1990’s to optimize the supply chains. SPAM (Strategic planning and modelling) used powerful modelling techniques to analyze “What if” scenarios and spread it to the rest of the organization.
It goes without saying, innovation can always be given a boost if the organizations can foster the right culture and if the people working inside can carry the same attitude of openness in helping others.
The people should cultivate an attitude of shared culture and openness in helping others.
Particularly, people working in the knowledge brokering groups should be curious as to know “what else they can do with the ideas and concepts and where it can be used “ rather than “from where it has come from or who has given it “. Interestingly, an “Ego scale” has been developed to screen staff from joining or raising a startup organization. This scale was developed by one “James Rabbins”.
So on a scale of 1-10, an “Ego scale” rating of 7 or 8 would suffice. A rating of 10 would be somebody who acts as if they know everything and have nothing more to learn and rating of 3 would mean somebody who lacks the confidence to be successful entrepreneurs.
The idea of the “Ego scale” is to have somebody with a right mix of confidence and humility. Such individuals will create the collaborative culture needed for the knowledge brokering groups to thrive.
Financial rewards from the organizations might help but true respect, self-worth and success for the knowledge brokering groups come when they are selfless in contributing new ideas and freely brainstorming without inhibitions. They understand that “when you give, a new insight happens”.
Please also read our internal resource from Work Monkey Labs on a similar topic
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