Knowledge Maps - How Maps Work

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The Knowledge Map methodology arose from a simple belief that employees will only act on those things that they understand and accept. The notion that real change occurs from top-down pronouncements is long-gone. In today’s work environment, even though people crave leadership, they don’t like being told what to think. Only change that is self-determined is sustainable.
Therefore, rather than telling employees about what needs to change and what is critical to the success of the business, companies use customized Knowledge Maps designed to transform their employees into knowledge partners.
In groups of 6-10 people, employees spend sixty-minutes per Knowledge Map exploring information and forming new conclusions about what change is needed and what their role is in making the changes a reality.
There are six elements that work together to form a Knowledge Map experience:
1.) Large Visual – The map is approximately 3‘ by 5‘ and depicts the strategic business issue visually. In most cases, a metaphor is used to capture the complex relationships that surround a business issue. The map is designed to be fun, engaging, and hold the attention of the employee. Since most people learn visually, the ability for employees to retain the material covered and continue to be able to understand the complex relationships is extremely high.

2.) Marketplace Facts – External and internal facts are used to focus the group’s discussion on the realities of the marketplace. People are most likely to change their assumptions and opinions about an issue when confronted with irrefutable data. Quite often, employees are not exposed to the type or detail of information that senior executives are. Once the same information is presented to them in a logical and consumable format, they often come to the same conclusions regarding a strategic business issue that senior leaders do.
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3.) Collaborative Questions – The pace and direction of the group’s conversation is guided by a series of questions that the group is asked to discuss and answer. The group’s collaborative process is what creates new understanding and shared knowledge.

4.) Conversation – An open and trusting environment where dialogue can take place is created. It’s through the process of discussing the marketplace facts with peers that employees are able to change what they believe to be true.

5.) Facilitator – Each group of 6-10 people is facilitated by a "coach." The coach is not a subject matter expert but is responsible for managing the group dynamics and "depth" of the group’s conversation. By not requiring a subject matter expert to be present, the deployment of strategy and change initiatives can occur at an accelerated rate. The Knowledge Map process is customized and focus group tested to ensure that it is "plug and play" for the organization.
The deployment of maps to tens of thousands of employees, across a wide geography, can occur within weeks.

6.) Action Plan Exercises – These exercises are designed to help people think about and articulate what it is they are going to do different. Post-session follow-up activities are discussed and agreed to.
The elements described above were derived from consulting to and collaborating with, dozens of clients around the world. Here are some of the findings that contributed to the Knowledge Map methodology:
Spirit of Fun & Discovery - Significant & accelerated organizational change requires people to remove barriers and open their minds. Creating a fun and discovery oriented experience creates a place hospitable to all employees.
Meaningful Questions - The use of meaningful questions leads employees to challenge their own assumptions and creates an opportunity for insight and collaboration.
Fact Based Conversations - The conversations that take place among employees are guided by the marketplace information that they are asked to consider. Forsaking subjective opinions, participants are asked to deal with the realities of the business.
Collaborative Connections - Each tool is designed to be used in groups. By listening and considering what others understand, people allow themselves to transformed. The diversity in views is grounded by the use of relevant marketplace data.
Insightful Takeaways - "What‘s in it for me" typically goes through the mind of employees. We help employees answer this question for themselves. We include exercises that have them determine what change is required of them, and the team they work with. Employees are typically able to see the connection between these changes, and the benefits that are generated.
For more information as to why companies have found Knowledge Maps to be effective at creating sustainable organizational change, clickhere to follow the link toWhy Knowledge Maps Work.