Reuse is Review is a catch phrase which becomes common in any organisation practicing the KCS methodology.
So far we’ve discussed the capture, structure and reuse practices, now let’s focus on the Improve practice which consists of 3 techniques and the first one being “Reuse Is Review.”
Reuse is Review looks at how the day-to-day use of the knowledge base actually equates to review, and how we can constantly improve the quality of the KCS articles that have provided value to the support organization. The goal is to create a culture of collective ownership, there needs to be an underlying sentiment within the support organization that the knowledge base is our knowledge base and it represents the best knowledge that we know to date.
The goal is to create a culture of collective ownership
Every time we interact with the knowledge articles (in the moment of use) we are then responsible for their quality so remember “if you’re going to use it be sure to review it!”
Most of Our Knowledge Wont Be Used
In most organizations we know that up to 80% of KCS articles will rarely or never be used. Of the remaining 20%, some will be reused consistently. So the first question that comes to mind is; why bother creating them at all if they’re not all going to be used? Well, the problem is, that we don’t have good predictive capabilities. We cannot predict the future value of a support experience.
Service Desks Only Handle 3% Of The Total Demand For Support
So here’s the logic for this position;
- Support organizations in high tech arenas see less than 3% of the total customer demand for support. Wow! Can you believe that? This position is outlined in the Consortium’s paper called a “demand based view of support” and can be downloaded from the Consortium’s website. This means that 97% of support demand is served through self-service, online communities, forums and social media. So why we, in the support areas have the best intentions, we don’t have the context to make future value judgments.
- They’ve also found that reuse patterns and articles on the web are different than they are internally. There are those issues for which customers will use self-service and are happy to find an answer for themselves, but they wouldn’t bother to open up an incident ticket to get an answer. And it appears from the analysis of self-service data that this pertains to a very large amount of issues.
So we need to commit to capture all the experiences. If the question is worth answering or the problem is worth solving, then it’s worth having in the knowledge base. So we capture it and we let the other KCS processes improve the quality of the articles that turn out to have value.
Demand Driven Knowledge
In the early phases of KCS adoption (phase 1 and 2), we let reuse draw our attention to the articles that have value. By embracing the concept that “reuse is review” we are constantly improving the articles that are being used. For those articles that are never referenced, we haven’t wasted any time reviewing them. This is an example of the fundamental KCS principle of a demand driven system, and one of the reasons why KCS is so scalable and efficient. This demand-driven technique optimizes resource allocation and helps companies avoid investment to dedicated quality assurance and editorial staff. Reviewing knowledge during reuse also helps encourage timely availability of information and avoids the high costs associated with post-incident knowledge engineering.
In the 4th phase of KCS (the Leverage phase), we have enough KCS publishers in the organization to actually publish “in the moment” those articles that we have confidence in. and we can publish them directly to the customer portal. In the leverage phase we must have a fast closed-loop mechanism for customer feedback; this means that customers themselves will participate in the reuses review process. We’ve found that customers are pretty quick to point out articles that don’t work or they don’t understand. This means that we have to be able to respond with corrective actions just as quickly.
Sufficient To Solve
Now this is much better than reviewing every KCS article that is created, which is a huge waste of time and money. Articles should be written in a way that is sufficient to resolve the customers issue. So remember this; “Sufficient to solve not perfect to behold”
This means as support analysts, we are responsible for the quality of the articles that we interact with. We modify and improve the KCS articles as we reuse them to increase the KCS article quality with each interaction. In this way we focus only on those articles that are being used.
Another fundamental premise of KCS states that the best people to create and review knowledge are the people who use it every day. Reuses review reinforces this concept
The best people to create and review knowledge are the people who use it every day
As shown in KCS Version 5.3 Knowledge-Centered Support Practices Guide (2012) S2 [19.1-2, 20.1-10]. KCS v5.3 was written and edited by KCS v5.3 was written and edited by Melissa George, David Kay, Greg Oxton, Rick Joslin, Jennifer MacIntosh, and Kelly Murray.
The entire suite of KCS topics is available in one location for FREE via my KCS video book/training course. These are designed to guide interested people through the entire KCS concepts and practices, as well as provide evidence of understanding for those involved in a Knowledge Centered Support program of work or implementation. All you need to is register!