Knowledge management (KM) professionals face persist problems in convincing colleagues to adopt KM initiatives and knowledge sharing behaviors. While there is useful learning on that adoption issue, this presentation encourages KM professionals to consider a different type of adoption. It encourages them to personally adopt a KM theory or framework that provides insight or guidance for their day-to-day work. To do this, KM professionals will need to stay abreast of the best and latest research in the discipline and, crucially, share through communities of practice (such as the SIKM leaders group) KM frameworks and theories that they have found most useful. In this way, we elevate the entire profession.
Air breathing and respiratory adaptations in diver animals
The Other KM Adoption Challenge (SIKM presentation on 20141118; revised 20141124)
1. +
The OTHER KM Adoption
Challenge
V. Mary Abraham
Above and Beyond KM
18 November 2014
2. +
KM Enterprise Adoption:
How to Make it Stick!
Stan Garfield
Jean-Claude Monney
Deirdre Walsh
Mary Abraham
2
3. 3
Half of all knowledge
management initiatives fail in
the 1st year,
2/3 of the remainder in 3 years.
John Ragsdale
VP Research, Technology Services
Industry Association
4. +
Solve the Adoption
Problem
Business Rationale
Culture
Leadership
KMWorld 2014
4
5. +
What makes adoption so hard?
5
We know what we’re
supposed to do, but
we fail to do it.
13. 13
Read Theory
Encounter Problem
Apply Theory
Solve Problem
14. +
Knowledge Management
Strategy
Hansen, M., Nohria, N., and Tierney, T. (1999), `What’s Your Strategy
for Managing Knowledge?’, Harvard Business Review, 77/2:106
14
15. +
Codification vs. Personalization
Knowledge Strategy Codification Personalization
Business-Knowledge
Link
Competitive
advantage through
knowledge reuse
Competitive
advantage through
knowledge creation
Relevant Knowledge
Process
Transferring
knowledge from
people to documents
Improving social
processes to facilitate
sharing tacit
knowledge
Human Resource
Management
Implications
Motivate people to
codify their knowledge
Focus training on IT
skills
Reward people for
codifying knowledge
Motivate people to
share their knowledge
Focus training on
inter-personal skills
Reward people for
sharing their
knowledge
15
16. +
Explicit Knowledge Challenge
Snowden, D. `Rendering Knowledge,’ Cognitive Edge Network Blog,
11 October 2008
16
17. +
Seven Principles of Knowledge
Management
Knowledge can only be volunteered it cannot be conscripted. *
We only know what we know when we need to know it. *
In the context of real need few people will withhold their
knowledge.
Everything is fragmented.
Tolerated failure imprints learning better than success.
The way we know things is not the way we report we know things.
*
We always know more than we can say, and we will always say
more than we can write down. *
17
19. +
Why doesn’t the knowledge flow?
19
Lazy
Mean
Competitive
Paranoid
http://cdn8.steveseay.com/wp-content/uploads/2011/07/hoarding-reasons.jpg
20. +
The not-invented-here
barrier
Insular Culture
Communication mainly inside a group
Status Gap
Don’t want to cross status lines
Self-reliance
Should fix your own problems
Fear
Do not want to reveal problems
[Hansen, M.T., Collaboration, p.51]
People are unwilling to go outside their
own unit to seek input from others
20
21. +
The hoarding barrier
Competition
Competition with colleagues and units
Narrow incentives
Rewards for own goals
Too busy
No time to help others
Fear
Loss of power if sharing knowledge
[Hansen, M.T., Collaboration, p.54]
People are unwilling to help and share
what they know
21
22. +
The search barrier
Company size
Big companies face search problems
Physical distance
Distance makes search difficult
Information overload
Too much information worsens search
Poverty of networks
Lack of links undermines search
[Hansen, M.T., Collaboration, p.57]
People who look for information and
people cannot easily find them
22
23. +
The transfer barrier
Tacit knowledge
Difficult knowledge to transfer
No common frame
No shared language
No shared experience
Don’t know how to work together
Weak ties
No strong relations to ease transfer
[Hansen, M.T., Collaboration, p.61]
People are unable to transfer
knowledge easily from one place to
another
23
24. +
Knowledge Manager as
Change Agent
Battilana, J. and Casciaro, T., `The Network Secrets of Change
Agents’, Harvard Business Review, July 2013 (Available at:
https://hbr.org/2013/07/the-network-secrets-of-great-change-agents)
24
25. +
The Network Secrets of Great
Change Agents
Change agents who were central in the organization’s
informal network had a clear advantage, regardless of their
position in the formal hierarchy.
People who bridged disconnected groups and individuals
were more effective at implementing dramatic reforms, while
those with cohesive networks were better at instituting minor
changes.
25
27. +
What’s your favorite KM framework?
27
frame·work
ˈfrāmˌwərk/
noun
noun: framework; plural noun: frameworks
: the basic structure of something : a set of ideas or facts that provide support
for something; a conceptual structure
: a supporting structure : a structural frame
http://www.merriam-webster.com/dictionary/framework
28. +
Sources
Battilana, J. and Casciaro, T., `The Network Secrets of Change
Agents’, Harvard Business Review, July 2013 (Available at:
https://hbr.org/2013/07/the-network-secrets-of-great-change-agents)
Hansen, Morten T., Collaboration (Boston: Harvard Business
Press, 2009)
Hislop, Donald, Knowledge Management in Organizations
(Oxford: Oxford University Press, 2013)
Snowden, Dave, `Rendering Knowledge’, Cognitive Edge
Network Blog, 11 October 2008 (Available at: http://cognitive-edge.
com/blog/entry/5576/rendering-knowledge)
28
29. +
Questions?
Further Discussion?
V. Mary Abraham
Above and Beyond KM
29
https://twitter.com/VMaryAbraham
KMAdvice@gmail.com
www.linkedin.com/in/vmaryabraham
Notes de l'éditeur
Survey of 107 companies
Our findings are based on in-depth studies of 68 change initiatives over 12 months at the UK’s National Health Service (NHS).