 During lunch and the question came up which is harder to be the last presentation before lunch or the first presentation after lunch I'm not I'm not going to tell you But we did have another interesting conversation and I just wanted to take a moment and kind of pull our Participants here just from my own enlightenment How many of you are here representing an established nuclear power plant? anyone The Koreans are okay How many are here representing an established research reactor? How about an R&D organization? R&D, okay Who here is from the operator side? Who here is from the regular who here is from the regulatory side? Okay, who who here is what you would consider? Developing or a newcomer country Who's just getting started in this? Newcomer Developing yeah, yeah, just just getting started to develop your first reactor get your first power program in place That any country that pushes you back on the new nuclear power project will have to fulfill the power approval or authorization to proceed And this includes how would you first of all have an appropriate legal framework in place How would the regulatory framework legislate the requirements in terms of the manpower development for professionals As well as Okay, okay, who did not hold their hand up What do you where are you from what what do you represent? Okay, thank you, okay, so I better get my presentation before David starts Whatever is going to be So so here we are late on the fourth day. We've had Knowledge management nuclear knowledge management discussions all this time Everyone's informed They're Energized they're inspired they're excited. They're they're very much committed to knowledge management, right? So you're going to go back and you're going to you're going to crusade knowledge management We had a discussion at the end of my presentation yesterday where the question came up and how how do you start? Developing a nuclear knowledge management program at the level that you're at. How do you do that in a large? Organization, how do you get the top level of agreement and the budget and all the things that you need to start that program? How do you do it from from here? My presentation next is a little bit along those same lines If you're a small organization and you're just getting started You're a newcomer country a developing country or your organization is relatively new your program is relatively new Then what can you do because it's it's the same kind of problem? How do you start? but There are different challenges to it So we're going to talk a little bit about that and what I want to do is just give you some of the the things that I've seen That I think are useful to kind of give you some value that you can take back and Start to and start to develop a nuclear knowledge management Infrastructure at your level some things that you can do so countries with small Programs emerging programs developer cut programs, whatever they don't have the resources available that some of these large World Bank, you know, I mean those are great things to know But it's hard for us to go back and do something like that, you know from our position Those are great. Those are great ideas and they give great perspective and they show what can be done But whenever you're small when you're first getting started, you don't have so I need just give me ten million dollars a year And in five years, I'm going to show you something You know, it's like we're organization hasn't even existed for five years. We're two years old So it's a different kind of a challenge Some of the disadvantage we talked about that in our group is a lack of history You don't have all of this Momentum going forward with a large organization and a lot of resources and a lot of talent that you can move on You just don't have that at that point If you're just getting started what I've seen in my experience and I mentioned earlier I looked at the participants list There are represented from six countries here in this room that I visited Mostly they're regulatory organizations to try to help get some of these programs started and heart start to meet some of these Obligations to the agency and so forth and they're usually young people or dynamic people and we had this discussion a little bit ago We were talking about how do people My age you 20 more years of work versus people like Hannah Who's 25? How do they view 20 more years of work? Do they want to be in the same office? 35 years from now And I thought I was going to spend three years in Oak Ridge and I was going to be gone and that will be 40 years June 1st You know, so there's usually a lot of young people that are involved in these programs Resources are minimal time Money people talent are limited and there's oh so much to do. There's a high turnover rate also I mentioned that earlier in one of my other or my other presentation is you've got opportunities That's exactly what we talked about with the cyber security person. There are places to go. It's a growing organization Positions are going to be created that didn't exist before And it's just opportunity for growth. It's a great place to be if you're young Dynamic and growing things are going to happen Relationships are just getting started. You're just learning people We've all learned met people this week that we can work with now for the rest of our careers For how long they may be But we've got insight we've got contacts now with the agency that we didn't have before got contact With all these consultants and you just really don't have that whenever you're first getting started So those are some of the disadvantages some of the advantages are also lack of history So you think of history as momentum. Well, we've got all of this moving forward But you can also think of it as inertia, you know, how do you how do you turn a? Battleship, you know very slowly, you know, it's hard to make any progress So you can take advantage of that. You said we don't have the inertia. We don't have the slow moving Bureaucratic we have to get things done so it can be an advantage to you as well Along those same lines, you're not entrenched. Well, this is the way we do it because this is the way We've always done it, you know You have to find new ways to do things and you can work from a clean slate and and in my experience That's a rare opportunity So many times when I want to introduce a new idea I have so many legacy things that I have to deal with and have to consider that it just becomes two or three times Harder than it would be if I didn't have anything if you've ever remodeled the house and I have it's easier to build it Then it is to remodel it. That's been my experience professionally and personally as well You people young people are open to change your opening new ideas You're not stuck in the muds like me, you know or some of the people that I work with you say, well, you know That's brand-new. I'm already getting lectures from Hannah that I don't know how to message And she's slowly introducing me to how to message how I am. She's very proud of me. I sent her an emoji yesterday You know, but you've got all these new ideas and you're open to these new things and you're not stuck like we are and Of course, there are all kinds of assist organizations the IAEA if you're part of a region you've got regional Organizations that can support you other training outreach organizations as well There's just a wealth of research out there a wealth of people that are willing interested to help you get started You could take advantage of those So I kind of want to say a little bit about KM programs in general And this is this has been my perspective has been my experience We talked about this a little bit earlier this week The best ones are fully integrated into the system. I I've seen lots of examples in developing software I thought we had learned better, but apparently we have not where someone comes up with an idea and says We're going to build this great software tool top level managers are going to be able to use this And they're going to be able to push a button and when they do they're going to get this report And it's going to have all this information and it's going to just really make their job a lot easier Well, where's that information going to come from? Well, this guy down here is going to enter it for me So this guy down here This is not really part of his job. He's doing his job But then he has to stop and do something else that he's not evaluated on and then he comes back and does his job So in cases like that if it's not integrated if it's something that goes outside of the organization that goes outside of your job It's not going to happen. My supervisor Told me one time he said was after the NKM symposium. He said this is really great He said maybe when you come back you can show us something we can do with respect to knowledge management We can start doing within the group. I said Michael. We're doing spreadsheets. We're doing calendars We're doing project trip reports. I said we're doing briefings on different activities I said we're doing knowledge management all over the place. Let me give you a list of what we're doing at the group level Here's a group a list of what we're doing at the division level There's a group list of what we're doing at the order at that laboratory level all of these things are integrated and they work It's the ones that are outside of the organization that become a burden that become something. It's that's Not fully integrated that are going to fail. I can tell you that from four years of developing IT systems It should improve the effectiveness of the process Efficiency of the individual. It's like we have this thing that we can do I don't have to use it, but if I use it it makes my job easier. It makes me better It makes me look good. Okay a good KM program has got to be something that people want to use that people get something out of On a personal level and if they can do that they can also get something out of it at an organizational level And here's one that are really pushed for That knowledge needs to be captured as close as possible to the time it's created. I was talking to a regional lead a while back And we were trying to come up with some ideas that we could engage a certain country with We talked about additional protocol. We talked about information management. We talked about several things. He said what else is there? I said well, what about knowledge management? And he said well, what's knowledge management? I said well, that's a long discussion But in general it's capturing the experience and insight of individuals in a way that can be Retrieved and used in the future to support the organization And he said well Ron, I don't I don't think that's going to work for these guys Because they're just getting started and they don't have any knowledge yet Can I said the time to capture knowledge is when it's created not at the retirement party? Well, okay We'll talk about it. Anyway, I don't think you ever did anything on it But it's really important to capture it when it's there How many times have you said well, I need to do this? I've got these other things to do I'll come back and do it later And how often does that happen not as not as many times as you plan for it to right? So what I'd like to do in this next little next few slides is just give you a list of some things That I think you can go back and do you can do these things You can make a case for them and you can get started Anatoly said something earlier today small steps are better than no steps And I think that pretty much captures what this is all about We've talked about mental protege programs. I think they're great. I think they're fantastic Who here has had a mentor when you were getting started? One anybody else Who here has been a mentor? You've been a mentor to Well, I can't tell you the benefit. I mean you're you come into a company country country you come into a company You've got a new job. You're inspired. You know you you're okay. I'm going to change the world You know and they say here's your desk you know, here's your pencil and Here's where the restrooms are and here's where the cafeteria is here's where the water fountain is and you sort of Wait for something to happen and and all that energy can just kind of come out of you But take advantage of that go the best programs that I've seen Part of the hiring process is that somebody gets assigned to a new employee. So this is the person This is the person you go talk to They may not know the answers But they've been here long enough that they can point to the person that's got the right answers And you can learn how they do their work and they can take you to meetings And they can show you how decisions are made around here They can show you where the online resources are and how the where the good ones are where the ones you don't want to waste your time with our And that's all free. I mean, that's that's just something that you can do just to say I you know, I mean one of the one of the things that I personally am enjoying about my job is being able to help young people Get started like young like someone helped me whenever I was getting started way back But anyway, so mentor project programs. I think are just a great a great way to get started one of the well, here's a here's a slide I got from the American productivity and quality Center and you can see here This is this is an evaluation of how effective mentors are and they're saying essentially this is what? 6659% are saying it's either very effective or effective 3% says not effective. I Kind of wonder about that. I would like to meet those people But anyway, the people that are involved say that mentoring is a very good thing to do Another thing that I think is essential and it's something that I've seen Consistently that needs to be done. I know it happens a lot in Power plants and things that its proceduralization is very important but some of these other organizations they don't do as much of that and The example that I have here is we work with the country and there was a lady that she She was a dynamo. She was on the go all the time And she was she was involved in everything and she was known all over the world for what she did And she built the program up from nothing She had a lot of turnover. She had a lot of young people in there I think they all could have been her children and In a certain age, she's supposed to retire and she's approaching that age and We kept talking about knowledge management we kept talking about the need to write some of these procedures down her comment was I Know I need to do this. I just don't have the time to do it Well back that up with the mental protege program. She didn't need to be the one to do it Assign some new person say we have this process here I want you to write down the procedures of how we do this You'll have to talk to these people you write it down. We'll get together. We'll review it We'll adjust it as we need to and we'll go on from there. So you get the procedure Okay, and somebody learns something they get some experience That they can use to kind of be a backup What we wound up doing was we got her group in and we were talking about procedures and we did this little exercise And we asked her to write down the five most important things that she needed to communicate her staff before she left And then we asked her staff to write down the five most important things that they thought they needed to know from her before she left Anyone anybody want to guess how much of an overlap there was None none. She was really surprised. Okay, that made the whole trip worth it So anyway, anyway, I think procedures are very very important Task rotation here's another another thing that you can do task rotation is Taking someone out of the job that they're doing and say You know ideally for a year But six months three months something like that It's got to be enough of the time to get some exposure to say we're going to take you out of this organization and Move you over here. We're going to take you out of this organization and move you over here and you're going to work here Okay, and this is going to be your job and You need to talk to the people that you need to talk to Do the things that you need to do to be able to be proficient at this job Then then we move you back. Okay So then all of a sudden you don't have single points of failure anymore You don't have to worry about bringing somebody in from the outside to replace somebody if the succession planning need comes up You've got somebody's had some sort of exposure to this already content management this came up earlier today in Anatolia's discussion about about information management and I'll kind of want to make a distinction between Document management and content management Document management is just a File okay, it's a file on your computer. It's just where the documents go and you go look them up and Our folder and you go look them up and you you know kind of dig through them to find out what you need content management systems are much more They can do like templates. They can do workflow Okay, they can do a search and retrieval a much more sophisticated thing you can look at look it up on the internet SharePoint is considered a content management system It also involves collaboration involves calendars and so forth But it's also a place where you can store and retrieve your documents content management. I think is essential to have in place and going back to The previous examples, it's got to be integrated into your workflow Okay, in our organization. We have two calendars. We have a technical calendar and we have a staff calendar And when I'm here, I'll let my supervisor know that I'm going to Be gone for a week And then I'll look at our technical calendar and say what what's our group going to be doing this week? What are they going to be doing next week? Who's going to be where? that's where we keep our our Our staff meeting notes is where we keep our financial information. It's not something that's outside of what I do Okay, it helps me do my job better Okay, so I think a content management is something that needs to be put in place early on It's like is this worth keeping? Yes. Well, let's put it here. Let's set up a mechanism where If my hard drive goes down That I haven't lost my career Okay, okay, we had an example with the Department of Energy where we were doing this reporting and eventually went to the agency and Part of what they had to include in their reporting for the different DOE laboratories were maps So we started investigating where are these maps? Well, we're not sure We think they're on Melissa's computer But she's on her honeymoon And she's not answering her phone and nobody knows the password to her account and we're not sure that's where they are Anyway, so thank you for no complimentary access during that period because we couldn't have found our route maps to get you there But things like that if they're in place if there was a good place to put those which there is now And then that's where they would put them. So I think it's important to be able have a content management system early Look at what you need if you don't Pick the right content management system. It's not going to work for you It's going to be a burden and that goes I think to another slide that I was talking about Capturing knowledge near the point of creation. Okay, that's That's essential. I think and you can do that. You can do that as part of your day-to-day work You can do that in trip reports. You can do that in inspection reports and do that in lessons learned any sort of documentation let's say for example you've got some sort of procedure that you've done before you've got a written procedure and You go through this process and you write up the results of that procedure Why not include something say? Suggestions on how to improve the procedure or this is what worked or this is what didn't work make that part of it While the person is there doing that. Let's say every couple of years Every couple of years you're going to go in and look at that procedure to see if it needs to be revised Well, I've got two years worth of written procedures and if I don't have that information then I have to Figure out exactly what needs to be revised what worked what didn't work But if that's just simply included as part of the reporting process, I can look in there and say well Everybody thinks this needs to be corrected. Everybody thinks this works pretty well So that's capturing information as close as you can to the point of origin Collaborative problem-solving. Okay, they're called knowledge cafes group thing Whatever they're different different types of topics for you and I just tell you it really works for me to be able to say I've got a problem, you know, and I don't know how to solve it, but maybe you guys can help me Let's get together. Let's talk about this. It doesn't only help solve the problem But all of a sudden the people that are involved now have exposure to what's going on in the organization. It's knowledge sharing okay, and It creates a broader base to address the issue than you would have had before I think it's a good idea to include some some junior people that can sort of see how the process goes and see how that How that takes place Succession planning. I think I've already talked about that to death. So I'm not going to do it again and experience list and this this used to be what they call a expertise list or Something along those lines and and what that was Was something says are you provisioned in this are you proficient in word? Are you proficient in Excel? Are you proficient in PowerPoint? Have you you know all these things? But the problem was in my experience These things never went anywhere. Okay, they they tended to just be the sort of thing that somebody would say we're going to do subject matter expert list and and What are you an expert in well, I'm an expert in all of these things here and then we would go through this and nobody would ever refer back to it Because it was it was too subjective But an experience list is a little bit different. It's rather say are you an expert? Have you done this? Have you actually gone out and? Gathered reports in this area. We've done an inspection in this area. Have you trained in this area? Okay, and what that does is it's a little bit easier to keep up for one thing. It's a little bit more objective for another But it's something that if I wanted to know well, gee, I've never done this before I wonder who in our group has you know, I can go look that You're claiming to be an expert. I wouldn't talk to you, you know Doesn't seem to be the case, but you say you've had some experience here Then I know these people can give me a little bit better information and whatever they came to be an expert in so that's the list that's what I wanted to talk to you about this afternoon and It's very simple very basic things that you can do But what I want you to be able to do is go home on Monday and say this class was worth it I understand from a high level how things work. I understand the the concepts of knowledge management I understand how they work in large organizations. I understand how they're implemented. I understand how to measure success factors These are some things at low cost to no cost that we can do today I got something out of this class. I can we can do it just just give me a little room I'm not even asking for a budget I'm just asking for a little bit of time to show you that what you sent me to is worth it And I can bring something back to the company that shows it was a value and it connects with everything The agency is doing with things other countries are doing with things that Experts in the field are doing that you can take something home and and take this inspiration and do something with it before you get Flooded with whatever comes on Tuesday. That's it