20 Cooper, Nash, Phan, and Bailey
Copyright © 2005, Idea Group Inc. Copying or distributing in print or electronic forms without written
cautious about extrapolating from a small number of experiences, the data for JPL 101
imply that specific channels are more effective in motivating participation than others.
In this case, the all.personnel e-mail (which was short and clearly indicated that
participation would take a small time investment with high potential for payoff) resulted
in orders of magnitude increases in participation.
Third, the differences in successful response rates for different question categories
do provide a level of diagnostic information regarding gaps in individual knowledge
about the organization. The particularly low scores in the stakeholder category rein-
forced the concern about general awareness of stakeholder issues. This information
could be used to modify communication and training activities to place special emphasis
on areas with subpar performance.
Fourth, the feedback responses were overwhelmingly positive, particularly with
respect to the quiz interface. Given the JPL culture, it was felt that this was a good
approach (Cooper, 2003a), but there was surprise at the level of enthusiasm and with the
degree of frustration expressed regarding other online training interfaces. This result
indicates that modifications to existing training approaches may be warranted.
Finally, the future value of a KMS is dependent upon continued support. Manage-
ment support (e.g., funding) for JPL 101 stopped immediately after the initial 12-week
deployment. No new content has been developed and updating of the current content
is on a volunteer basis. This was anticipated and the questions were designed to minimize
obsolescence and the system incorporated mechanisms to make content maintenance
easy (e.g., on the order of minutes to update questions or answer content). It is the sense
of ownership felt by the development team coupled with the intentionally low-mainte-
nance design that keeps this system operational.
JPL 101 has been in operation for over 18 months. During that time, only five
questions became obsolete due to reorganizations and personnel reassignments. How-
ever, the content included in the answers to those questions provided links that would
take the participants to the correct information. Usage levels have dropped to less than
20 users per month, but there are both new and repeat users, with new employees
accounting for about one third of the participants. Online survey responses continue to
show that well above 90% of respondents feel they have learned something as a result
of participating.
The factors motivating the development of JPL 101 still exist in the current
environment, and will probably continue to exist for the foreseeable future. Organizations
must continuously work to facilitate understanding and respect across the different
components of the organization. The potential impact of JPL 101 during its initial 12-week
deployment was enhanced by having large numbers of employees from across the
organization learning and thinking about the same things at the same time. The potential
now has changed somewhat as small numbers of individuals access the system in an ad
hoc fashion, reducing the “shared-experience” aspect. The system does, however,
provide a means of reinforcing previous learning for repeat visitors, and can help new
employees begin the acculturation process. Even the obsolete questions serve a purpose
by capturing a snapshot of the organization and key personnel as they had existed during
an important period in JPL’s history. While the current organizational climate is not
conducive to continuing development of JPL 101, we are confident that future opportu-
nities will exist to extend the system.