Knowledge encompasses more than just data and information. Knowledge is the beneficial application of a mix of information, experience, and context. Of knowledge there are two types, uncodified and codified. Uncodified knowledge resides in the heads of individuals, this knowledge becomes codified when it is shared through discussions or documentation.
Knowledge management is the term used to describe the systematic process by which this knowledge can be collected, accessed, and utilized in a way that adds value to the organization. Knowledge management is taking advantage of what is known to maximize an organization’s value, or a department’s value to the community.
Don’t re-invent the wheel. Somebody, somewhere, has most likely experienced the same problem that you are experiencing. They have already done the mental exercise of thinking through the problem, and performed the hard task of creating a solution. For practically any problem there is an abundance of reports, documents, spreadsheets, presentations, or graphs that can assist in the solution implementation. Search out these documents. Additionally, there are people within our organizations who are experts at different things. They have different skills in the fire service - rescue, operations, tactics, prevention, command - and outside of the fire service that may be applicable to your problem. Know your people, and utilize their strengths.
As various issues arise or occur, the solutions should be documented and made accessible. No doubt, many of these ‘problem-solution’ combinations are saved on multiple e-mail inboxes. A simple spreadsheet could be a good start in assembling this information.
Talk to your people, or review their resumes to see what other skills they have. As with the documentation, a simple spreadsheet of individual and skills can be created and searched when needed.
Develop a rapid response culture. When I started out in my public service career as a fire inspector, I was amazed at how easy it was to, “wow” people with my customer service. I didn’t do anything extra, all I did was return phone calls and e-mails, and follow-up on what I said I would. I thought this was normal human behavior. I quickly learned, it was not.
It is very frustrating to be tasked with solving a problem when the people you need information from for the solution are unresponsive. Implementing something similar to Mckinsey & Co.’s, “24-hour response policy” can quickly decrease the time and work it takes to reach a conclusion. Any inquiry, in person, by phone, or e-mail is required to receive a response within 24 hours.
Acquire external knowledge. Search out and use experts outside of your organization. As an AHJ or fire code official, you may not know every intricate detail of a specific fire alarm or suppression system. However, those contractors that work with these day in and day out, are intimately familiar with their product. Use them. For pre-planning activities, involve the building managers, they know the structure and its processes better than anyone else. Maintain documentation on the information they provide, and add the individual to your database or spreadsheet of experts to consult.
Promote knowledge accumulation. Knowledge management should be promoted from the top ranks all the way down. Incentivize rapid response and the support and development of others within the organization.
At the completion of big projects or problems, bring the team together to summarize lessons learned, processes involved, and take aways for other operations. In the fire service we may utilize an AAR (after action review) to identify concerns and compile lessons learned after a fire incident. When members return from conferences or training sessions, bring them together or put what they learned into a shared document, so the whole department can benefit from their experience. When new buildings or new systems are introduced to the community, bring the building management, system contractors, and fire department personnel together to learn about the structure or system. Maintain and distribute any related documentation.
This is the final post in the, McKinsey Method for Fire Protection Solutions, series. The goal of this series was to promote a consultative approach to solving fire protection problems. In all the steps, and lessons learned, knowledge management plays a critical role. Knowledge management, “knowing what”and “knowing who”, is an essential skill for reaching effective and efficient solutions.
Part 4 - Managing the Implementation Team
Part 5 - Creating a Work Plan
