Knowledge Management Class04

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Knowledge Management Class04

• Organizational (corporate) culture, learning, and
  memory R15-18O9
• determining organizational cultural readiness for
  KM
• Learning
• Teaching
• e-learning/distance learning
• motivation to share
• creativity and innovation (freedom to fail)
• IPK08 Personal Knowledge Management
• Knowledge Transfer D1-9G6,G10 (DDixon)
• The four enablers of transfer O10-11
• Organizational Readiness Discussion
• IOR04 Organizational Readiness Exercise
• (Material from 3 sources is interspersed)

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9 Culture, the Unseen Hand

• The combination of shared history, expectations,
  unwritten rules and social mores that affects the
  behavior of everyone
• Set of underlying beliefs that, while never
  exactly articulated, are always there to color
  the perception of actions and communications

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17 Managing the Change

• Understanding the change process
• Coping with resistance to change
• Planning the transition
• Meeting with resistance to change
• Designing training for change

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Resistance to Change

• Discussion Change may be handled by individuals
  via a grieving process
• Sabotage
• Road maps
• Buy in

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The Least You Need to Know

• Change can be described as a process with three
  parts (each of which must be managed)
• The future state
• The current state
• The transition state
• Develop an activity plan for the transition state
• Assess how big the potential change is and how
  many people will be affected by it
• Analyze who your stakeholders are and how they
  feel about the change
• Early in the change process, train people on the
  new skills, behaviors, and attitudes they need to
  know

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15 Culture Is You, Me, and Everybody Else

• Identifying the three layers of organizational
  culture
• Why organizational culture is key
• Uncovering the culture
• Understanding an organizations stories

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Culture

• The way we do things around here!
• Critical to understand (and sometimes change in a
  major way) to make KM (or any transformation)
  work
• Change management

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3 Layers of culture (Schein, 1997)

• Artifacts what is on the surface. How people
  interact, office layout, furniture.
• Espoused values (supposed to bes) the official
  view of the organization and what it is supposed
  to be. There can be gaps.
• Set of tacit assumptions that really drives the
  organization.

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Culture is

• Learned
• Tacit knowledge
• Stable
• Must be clearly understood to institute change
  discussion
• How can you see the invisible more discussion

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Org Culture Life Cycle Stages

• Start-up
• Midlife
• Old dinosaur
• Merger/acquisition
• Schein, The Corporate Culture Survival Guide

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The Least You Need to Know

• Organizational culture is composed of the tacit
  assumptions that are deeply held by the
  organizations members
• Culture is stable and NOT easily changed
• To succeed in any new effort, you must understand
  the power of the organizational culture and work
  within it
• Culture is complex the assumptions are hard to
  uncover
• One way to uncover the assumptions is to examine
  the organizations history from the view of its
  members
• The stories told within an organizational culture
  also convey a sense of what the underlying
  assumptions are

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Culture

• The key to transfer
• Learning and sharing knowledge are social
  activities
• Practices embedded in people, culture, and
  context are complex and rich
• How can you establish if an organization is ready
  for KMS (through its culture)?

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A Cultural Self-Assessment Test
p. 72

• Discussion of test (next page)
• Discussion of your organization in terms of its
  readiness

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A Cultural Self-Assessment Test
p. 72
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Organizational Capabilities Supporting Transfer

• A process improvement orientation
• A common methodology for improvement and change
• The ability to work effectively in teams
• Ability to capture learnings
• Technology to support cataloguing and
  collaboration
• Cultural change is possible!

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To Change Culture

• Believe people want to share
• Prepare to lead by doing
• Rely on the twin forces of capitalism and
  democracy
• Develop collaborative relationships
• Instill personal responsibility for knowledge
  creation and sharing
• Create a collective sense of purpose

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TIs Three-Tier Approach to Culture (pp. 80-81)

• Best practice transfer initiative
• Strong leadership in place
• Strong process of teaming
• True customer focus
• 3 layers
• Provide purpose and motivation
• Provide tools
• Complement both with a reward and incentive
  structure
• Top management must model the behavior

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Recognition/Motivation

• Intangibles tend to be more valued

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R-Part 3 The Showstopper of Culture
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16 Working With Organizational Culture

• Changing the way people work
• Evaluating social capital
• Importance of leaders and middle management
• Looking at the rewards and recognition systems
• Creating new heroes

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The Shadow Organization

• Certainly influences how knowledge (and other)
  sharing occurs
• Creates the barriers to sharing

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Issues

• Social Capital connections between people and
  the associated norms of trust and behavior that
  create social cohesion.
• It is a vital enabler for collaboration and
  knowledge sharing as it provides a basis for
  cooperation and coordination.
• Trust expectation of how someone else will
  behave. May be grounded in experience or granted
  immediately

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Need

• Leadership buy in
• Trust
• Alignment of rewards and recognition proper
  motivation
• To institute change

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The Least You Need to Know
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10 Using Information Technology to Support
Knowledge Transfer

• IT is only 10 - 20 of the effort
• Provides
• Communication
• Collaboration
• Storage (organizational memory)

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KM/IT Rules of Thumb

• The more valuable the knowledge, the less
  sophisticated the technology that supports it is
• Tacit knowledge is best shared through people
  explicit knowledge can be shared through machines
  (more tacit means less high-tech)

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Discussion

• What technologies/methodologies do you use for
  knowledge transfer?
• How could it be enhanced?

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Design Lessons

• Establish standards the key to sustainability
• Match the KM system with the KM objectives
• Create a structure for classifying knowledge
• Heavily market your transfer applications and
  ensure they meet users needs
• Be flexible
• Be pragmatic, not a perfectionist
• Keep people first, not technology
• Measure the impacts of KM

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G10. Building in Knowledge Exchange

• Must be built directly
• into the organizational
• culture with strong
• executive support,
• employee buy in, and definite, measurable payoffs
• Change management must be managed properly and
  well

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Knowledge Exchange Channels

• Case Study The Sad Tale of the Vasa
• (Noone would/could tell the king about the
  problem)
• Similar problem at Greyhound with its reservation
  system

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Cross-Selling (CRM)

• Applebees
• Hard Rock Café
• CRM Customer Relationship (Resource) Management
  great new type of KM manage your customers
  well
• Markets as conversation points touch points

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Maximize Knowledge Exchange

• (Now, we can use technology Web)
• Increase collaboration along the supply chain,
  among team members, etc.
• Communities of Practice (CoP) self-organizing
  groups
• Social events
• Get rid of walls get rid of elevators Chrysler,
  Auburn Hills, MI
• Create better environments of knowledge exchange

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Chrysler HeadquartersAuburn Hills, MI
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11 Creating the Knowledge Infrastructure

• Infrastructure includes the transfer-specific
  mechanisms put in place to ensure best practice
  flow throughout the enterprise
• Include
• Technology
• Work processes
• Networks of people
• Organizational structure surrounding the
  processes people roles

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Layers of Organizational Structure

• Micro structure knowledge brokers, facilitators,
  librarians, etc. People who make transfer happen
• Super structure link to the formal organization
  structure

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Infrastructure also includes

• Cross-functional management processes that embed
  KM into the organization
• It must be explicit for KM to work

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Six Barriers to Change

• Hidden knowledge
• Blindness
• Locked-up tacit knowledge
• Were different
• Sorry, Im too busy
• Implementation is hard
• KM leaders, executives, etc. must function as
  change agents

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Approaches to Infrastructure

• Self-directed
• Knowledge services and networks
• Facilitated transfer

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Approaches to Infrastructure
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How the Three Approaches Address the Barriers to
Transfer
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Discussion

• How does your organization handle the barriers to
  change change management?

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17 Managing the Change

• Understanding the change process
• Coping with resistance to change
• Planning the transition
• Meeting with resistance to change
• Designing training for change

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Resistance to Change

• Discussion Change may be handled by individuals
  via a grieving process
• Sabotage
• Road maps
• Buy in

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The Least You Need to Know

• Change can be described as a process with three
  parts (each of which must be managed)
• The future state
• The current state
• The transition state
• Develop an activity plan for the transition state
• Assess how big the potential change is and how
  many people will be affected by it
• Analyze who your stakeholders are and how they
  feel about the change
• Early in the change process, train people on the
  new skills, behaviors, and attitudes they need to
  know

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G6. Storytelling and Knowledge Transfer

• Stories exist in all organizations and are an
  integral part of defining what that organization
  is and what it means to work for it. Dave
  Snowden, Director of IBMs Institute for
  Knowledge Management
• It seems that the easiest way to get people to
  document their knowledge is to videotape them
  talking about what they know as was done through
  the cases in Gorelick, Milton, and April,
  Performance Through Learning, Butterworth-Heineman
  n (Elsevier), Burlington, MA, 2004. Observation
  by Jay E. Aronson, 2004.

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Learning Objectives

• See what makes explicit knowledge easier to
  capture and share but less valuable than tacit
  knowledge major problem at consulting firms in
  the mid to late 1990s
• Learn to use stories to illustrate extremely
  complicated concepts in brief, memorable, and
  easily repeated ways
• Make your communications more convincing,
  contextual, and compelling through storytelling
• See why well-crafted stories are self-propagating

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Storytelling

• Narrative thinking
• Narrative decision making
• Beach (book published by Sage)
• Courtroom juries and judges have relied on
  storytelling for millennia

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Storytelling The Ancient art of KM

• Words convey the mental treasures of one period
  to the generations that follow and laden with
  this, their precious freight, they sail safely
  across gulfs of time in which empires have
  suffered shipwreck and the languages of common
  life have sunk into oblivion (Anonymous)

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Key Advantages of Storytelling

• People tend to hear stories in a receptive mode
  rather than in a defensive mode
• Abstract arguments are often combative in nature
• Stories are usually more memorable than other
  forms of communication
• Stories focus on what instinctively matters to
  people
• Stories are not so bound by logic they thrive on
  conflict, surprises, and change
• Stories can unleash a spirit of heroism
• Stories help workers frame their work in loftier
  and more significant terms

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Strong Uses for Storytelling

• Promoting organizational change
• Delivering communications
• Capturing tacit knowledge
• Transferring tacit knowledge
• Spurring innovation
• Building community

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Two Main Story Types

• Business fables Fictitious narrations
• Business anecdotes True narrations
• Both intentions to reveal some useful value,
  idea, or precept

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The Heros Journey Archetype

• Homer The Iliad, The Odyssey
• (Listen to Mark Grahams Classic Greek on Open
  Houses Second City CD)
• Troubadours

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18 Spreading the Word Far and Wide

• Refining your KM message
• Telling springboard stories
• Moving from awareness to commitment to passion
  for KM
• Packing your communications kit
• Developing a communications plan

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Internal Marketing of KM

• Build the excitement
• Sell it marketing
• Get people to want to be involved and use it
• Need a plan

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The Least You Need to Know

• Your message should include a definition of KM,
  what your strategies are, what is creating the
  need for action, and what will be different
• It takes time and repetition to make people aware
  of you message, commit to changing their
  behavior, and develop a belief that it is right
  marketing
• Use a variety of media to communicate your
  message
• Part of your project planning is developing a
  communications plan
• Build in feedback loops for your communications

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Dixon 2000 MaterialIs Separate

• For a later class

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Dorothea Lange,Migrant Mother, 1936
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END OF PPT PRESENTATION

• END OF PPT PRESENTATION