Download - Removing Barriers to Knowledge Flow
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
1
Making a Difference: Removing Barriers to Knowledge Flow
through Organisations
Presented for SIKM Leaders Forum March 16, 2010
Arthur ShelleyMAD Knowledge Leadership Series Part 4
Principal, Intelligent AnswersAuthor: The Organizational Zoo &
Being a Successful Knowledge Leader
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
2
Learning Outcomes Successful initiatives create a flow of knowledge across the
organisation that link goals to desired outcomes Leveraging knowledge for value is primarily a people focused
process enabled by conversations that matter & other tools requires leaders to create an environment in which their teams are
motivated to discover share, challenge, create and apply knowledge when they interact to generate mutual benefit and competitive advantage.
Discover how to optimise knowledge to remove barriers and stimulate a rich investment opportunity highlights opportunities for practitioners and leaders to improve
performance and minimise future risks
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
3
Learning Outputs “Conversations that Matter” a structure to help you to understand
how the knowledge strategy is critical for engaging people and securing leadership support to generate value from leverage and use of knowledge assets.
A framework tool you can use to embed knowledge principles into strategic planning processes to enable knowledge practitioners to make a difference to the performance
of the organisation.
A method to prioritise knowledge assets and align initiatives with the overall business goals To secure appropriate allocation of resources.
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
4
Getting Started with Knowledge
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
5
“Knowing is not enough; we must apply.Willing is not enough; we must do.” Johann Wolfgang von Goethe (1749-1832)
All investments need a competitive return (even if intangible).
Value is not automatically generated, it requires leadership to activate planning and management to optimise the benefits (tangible and intangible).
A knowledge strategy provides a means of delivering benefits aligned with business goals
A well constructed strategy is an ideal instrument for communicating plans and outcomes to engage and maintain stakeholder support.
Why embed Knowledge into Strategy?
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
6
Building K-Capability takes Time
Source: Shelley (2009)
Time (2-5 years, leadership dependent)
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
7
Foundations for Outcome Success
Source: Shelley (2009)
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
8
Building a Knowledge Strategy Exercise1. Knowledge
VisionWhat outcomes and benefits
do we want to achieve?
2. Knowledge Audit
Where are we now?People, Processes, Capabilities, Tools,
Competitive advantage, Knowledge
3. Knowledge Gaps AnalysisWhat is missing between vision and current?
4. Planning
SWOTPESTLE
PrioritiseAlignmentResourcesRoadmap
DependenciesEngageEmbed
Ownership
Communicate, engage, build foundations, deliver short term benefits
Phase 2 capabilities, secondary benefits
Implement phase three projects
Advanced knowledge capabilities & systems
5. Build an iterative strategy aligned with business needs to build future foundations & capabilities and flexible to cope with changing directions.
7. Roadmap (general)
6. P
lan
(det
ails
)
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
9
Have strategy, therefore success? Wishful thinking! - Optimism is good, but can be blinding.
A strategy needs to be skilfully applied to generate success (performance and continuous improvement)
People engagement levels determine success or failure (support, ownership, persistence and passion)
Leaders motivate people to follow, not try to force them to change (vision, communications and values)
A good strategy is an evolving approach
It is not the strongest of the species that survives, not the most intelligent, but the one most responsive to change. Charles Darwin
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
10
Know
ledg
e
Fram
ewor
k
?
BUSINESS GOALS
SUPERIOR PERFORMANCE
Knowledge Strategy answers:How knowledge fills the gaps.
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
11
Know
ledg
e
Fram
ewor
k
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
12
Start with the Need (Desired Outcome)
Extract from: Shelley, 2009 Being a Successful Knowledge Leader
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
13
Knowledge Elements in FrameworkMarket ResearchKnowledge AuditKnowledge StrategyCapability FrameworkResources planProject PlanProject ReviewPortal, Search, CMSWiki & BlogK Transfer MatrixCommunications PlanWebsite, S’holder newsMedia release
Conversations that MatterReflective ThinkingKnowledge ProfilesSense-making, Narrative
Stakeholder MatrixCommunities of PracticeCollaboration spacesConversations that MatterAnecdote circlesPeer Assist, Perf. ObjectivesAAR & Lessons LearntSuccess Stories, MentoringRewards and recognition
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
14
Understand Knowledge Behaviour Networks
Shelley (2009)
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
15
Behavioural diversity and Matching
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
16
Which animal am I?
Wrong question!
How many can you be?
Need to be the right character in context to get the desired outcomes!
Free on-line profile:www.organizationalzoo.com
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
17
Challenging some Myth-conceptions You can’t have stress-free constructive conversations about
behaviour (my) Reality: behavioural discussions can be fun and are essential
for performance, trust and knowledge transfer Work is serious, fun is for outside work
(my) Reality: People who enjoy work are more productive, more likely to collaborate and enhance performance
Exchange of personal information is politically incorrect and to be discouraged (my) Reality: It is important to create an environment of mutual
respect where people positively interact Knowledge programs fail because of lack of resources
(my) Reality: Behaviour has a greater impact
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
18
Do What?
With Whom?
By When?
WHY?What benefit?
Share concepts of this conference
Peers and boss
Next week Increase awareness
Facilitate potential improvements dialogue
Fred Time:D/M/Y
Improve Productivity
Create a risk register for the business change initiatives
Margaret (for the CHRO)
November Team
meeting
Improve alignment with business goals
Focus on Small SMART Objectives and early wins for credibility
Save the planet By myself Yesterday ‘cause I’m good!
Commitment versus Contribution
Nothing improves before YOU LEAD by doing something that matters
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
19
Contact
Arthur [email protected]
FREE behavioural profilewww.organizationalzoo.com
Consulting and mentoringwww.intelligentanswers.com.au
Ph +61 413 047 408 Tweeting as Metaphorage
Presentation based on these two books
For Free coaching join the Organizational Zoo Ambassadors
Network
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
20
Recommended Reading 1
1. Anonymous. (2005) Knowledge Management- a guide. Australian Standard AS5037-2005
2. Buckman, R.H. (2004) Technology is the easy part: It’s culture changes that’s hard. Chapter 2 in: Building a knowledge-driven organisation. pp. 16-29. McGraw Hill.
3. Collison, C. and Parcell, G. (2004) What is knowledge management? Chapter 2 in: Learning to Fly. Practical knowledge management from leading and learning organisations. pp. 15-29. Capstone Books.
4. Dalkir, K. (2005) KM strategy and metrics. Chapter 9 in: Knowledge management in theory and practice. Burlington: Elsevier. pp. 247-282.
5. Debrowski, S. (2006) An introduction to strategic knowledge management. Ch 2 in: Knowledge Management. pp. 30-56. John Wiley and Sons Australia.
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
21
Recommended Reading 2
6. McGee, J. and Thomas, H. (2007) Knowledge as a lens on the jigsaw puzzle of strategy. Reflections and conjectures on the contribution of a knowledge-based view to analytic models of strategic management. Management Decision. Vol. 45 No. 3, pp. 539-563.
7. Shelley, A. (2007) The Organizational Zoo. A survival guide to workplace behavior. Aslan Publishing.
8. Shelley, A. (2009) Being a successful knowledge leader. What knowledge practitioners need to know to make a difference. ARK Publishing.
9. Snowden, D. J. and Boone, M.E. (2007). A Leader’s Framework for Decision Making. Harvard Business Review. November, 69-76.
10. Tirwana, A. (2002) The 10 step KM roadmap. Ch 4 in: The knowledge management toolkit. Orchestrating IT, Strategy and knowledge platforms. pp. 67-74. Prentice Hall PTR.