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KM and Happiness at Work
Can Knowledge Management
Tools and Techniques
Create Happier Employees?
Alexis Adair
October 2013
“Emerging research from neuroscience,
psychology, and economics makes the
link between a thriving workforce and
better business performance absolutely
clear... We’ve learned a lot about how
to make people happy. We’d be stupid
not to use that knowledge.”
Harvard Business Review, January/February 2012, p.77

2
What is Happiness?

3
Happiness – the Research
• Self-Determination Theory
– Deci & Ryan

• Flow
– Csikszentmihalyi

• Positive Psychology
– Seligman, Diener, Kahneman, Gibson,
Norton, Fredrickson

• Progress Principle; Creativity
– Amabile
4
What Makes People Happy at Work?
• “happiness at work is wanting to be there” – KM8
• “I don’t grunt when I have to come in every
morning, I look forward to it” – KM2
• “I think when people feel included, they feel
happier” – KM11
• “We feel happy when we feel we belong
somewhere” – KM8

• “The deeper sense of happiness I think does come
out of a sense of connectedness to others” – KM3

5
What Makes People Happy at Work?
• “It does make people feel more successful and satisfied,
happier … to have work they have some control over” –
KM4
• “I think obviously things like coaching and mentoring
have a direct impact on happiness” – KM7
• “people want interesting work where they can learn and
grow” – KM16
• “I think each person's happiness is defined, and this is
true for me, based on using their strengths” – KM11

• “letting people … use the capabilities they have or learn
new capabilities. … a sense of doing what they can do
well” – KM4
6
What Makes People Happy at Work?
• “I think people are happy … when they feel as if
they’re valued in some way by the employer” –
KM14
• “They’ve got to really know that the other person is
genuinely interested in the kind of stuff that they
want to share” – KM8
• “there is somebody who cares about them” – KM10
• “you feel that you’re contributing to something, in
particular something bigger than yourself, it’s not
just about you” – KM8
• “did we make a difference today?” – KM11
7
Coding of Interviews

8
Coding of Interviews

9
10
The Framework
• Autonomy

• Competence
• Relatedness

11
The Four Domains

12
13
14
15
16
17
How Can KM
Support Employee Happiness?
• “Knowledge management builds trust. … If you’ve
got knowledge management right, and you’re
developing relationships and sharing and
collaboration between people, that generates your
culture” – KM8
• “allows you to feel connected to other people” –
KM6
• “it does help to tie you to a wider network within your
company” – KM13
• “I think that the social networking aspect is the most
important element of the knowledge management
model” – KM3
18
How Can KM
Support Employee Happiness?
• “people can see some of that value that they’re
bringing to other people” – KM14
• “I can actually make a name for myself by what I
share” – KM6
• “I think the employee benefits a lot from
participating, because they expand their
knowledge and increase their reputation.” - KM13
• “help me get through the day without as much
stress” – KM14
• “when my employees have been happiest, is when
they can do the job in a frictionless environment” –
KM10
19
How Can KM
Support Employee Happiness?
• “enabling work with a range of KM practices and tools
strikes me as having a direct impact on people’s
happiness” – KM7
• “you’re able to do your job effectively because you can
always get the right answers to the questions that you
have” – KM6
• “… using it to improve their work processes” - KM3
• “… you can use something faster” – KM13

• “If you’re looking for something that you need to do your
job, you can find it quickly and efficiently” – KM6
• “I would think you’d get a fair amount of frustration
without pretty decent KM” – KM5
20
21
An Additional Method for
Evaluating a KM Program
How many needs can you meet in each of the four domains?
Autonomy Competence

Relatedness

Removal of
Thwarting / Obstacles

The Work Itself
Individual
Cultural /
Organizational
Social

22
Thank You!

Alexis Adair
MS, Information and Knowledge Strategy, Columbia University

alexisadair@gmail.com
@xaether

23

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KM and happiness at work by Alexis Adair

  • 1. KM and Happiness at Work Can Knowledge Management Tools and Techniques Create Happier Employees? Alexis Adair October 2013
  • 2. “Emerging research from neuroscience, psychology, and economics makes the link between a thriving workforce and better business performance absolutely clear... We’ve learned a lot about how to make people happy. We’d be stupid not to use that knowledge.” Harvard Business Review, January/February 2012, p.77 2
  • 4. Happiness – the Research • Self-Determination Theory – Deci & Ryan • Flow – Csikszentmihalyi • Positive Psychology – Seligman, Diener, Kahneman, Gibson, Norton, Fredrickson • Progress Principle; Creativity – Amabile 4
  • 5. What Makes People Happy at Work? • “happiness at work is wanting to be there” – KM8 • “I don’t grunt when I have to come in every morning, I look forward to it” – KM2 • “I think when people feel included, they feel happier” – KM11 • “We feel happy when we feel we belong somewhere” – KM8 • “The deeper sense of happiness I think does come out of a sense of connectedness to others” – KM3 5
  • 6. What Makes People Happy at Work? • “It does make people feel more successful and satisfied, happier … to have work they have some control over” – KM4 • “I think obviously things like coaching and mentoring have a direct impact on happiness” – KM7 • “people want interesting work where they can learn and grow” – KM16 • “I think each person's happiness is defined, and this is true for me, based on using their strengths” – KM11 • “letting people … use the capabilities they have or learn new capabilities. … a sense of doing what they can do well” – KM4 6
  • 7. What Makes People Happy at Work? • “I think people are happy … when they feel as if they’re valued in some way by the employer” – KM14 • “They’ve got to really know that the other person is genuinely interested in the kind of stuff that they want to share” – KM8 • “there is somebody who cares about them” – KM10 • “you feel that you’re contributing to something, in particular something bigger than yourself, it’s not just about you” – KM8 • “did we make a difference today?” – KM11 7
  • 10. 10
  • 11. The Framework • Autonomy • Competence • Relatedness 11
  • 13. 13
  • 14. 14
  • 15. 15
  • 16. 16
  • 17. 17
  • 18. How Can KM Support Employee Happiness? • “Knowledge management builds trust. … If you’ve got knowledge management right, and you’re developing relationships and sharing and collaboration between people, that generates your culture” – KM8 • “allows you to feel connected to other people” – KM6 • “it does help to tie you to a wider network within your company” – KM13 • “I think that the social networking aspect is the most important element of the knowledge management model” – KM3 18
  • 19. How Can KM Support Employee Happiness? • “people can see some of that value that they’re bringing to other people” – KM14 • “I can actually make a name for myself by what I share” – KM6 • “I think the employee benefits a lot from participating, because they expand their knowledge and increase their reputation.” - KM13 • “help me get through the day without as much stress” – KM14 • “when my employees have been happiest, is when they can do the job in a frictionless environment” – KM10 19
  • 20. How Can KM Support Employee Happiness? • “enabling work with a range of KM practices and tools strikes me as having a direct impact on people’s happiness” – KM7 • “you’re able to do your job effectively because you can always get the right answers to the questions that you have” – KM6 • “… using it to improve their work processes” - KM3 • “… you can use something faster” – KM13 • “If you’re looking for something that you need to do your job, you can find it quickly and efficiently” – KM6 • “I would think you’d get a fair amount of frustration without pretty decent KM” – KM5 20
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  • 22. An Additional Method for Evaluating a KM Program How many needs can you meet in each of the four domains? Autonomy Competence Relatedness Removal of Thwarting / Obstacles The Work Itself Individual Cultural / Organizational Social 22
  • 23. Thank You! Alexis Adair MS, Information and Knowledge Strategy, Columbia University alexisadair@gmail.com @xaether 23