organizational social context
TRANSCRIPT
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Organizational Social Context
Albert Simard President, Integrated Knowledge ServicesPresented to:
SIKM, Oct 18, 2016 [email protected]
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Organizational Structures
Context
Interactions
ManagementResearch
Governance
Network
Servers Desktops
Security
Content
Flow Services
Interfaces
Knowledge
Social
Business
Technology
Organizational Outputs
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Social Interaction Framework
Interests
Mutual
Autonomous
Work Group Community Network
Conversation Posting Publication
Purchasing Contracts Merger
Sports Business Military
GoalsCompatible Conflicting
Collaborationpeer production partnership approach high trust diverse, synergistic
Sharingleverage knowledge passive approach some trust benign, supportive
Negotiationmutual agreement adversarial approach some trust structured, formal
Competitiondefence or victory aggressive approach no trust secretive, hostile
Unclear
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18 Primary Social Science Authors Reviewed*• Individual trust: Mayer, et. al. (1995); Stoyko (2013) • Organizational trust: Covey (2006); Kimmel (2014)• Societal trust: Schneier (2012)• Engagement: Pink (2009); Stoyko (2010); Gebauer and Lowman (2008)• Communities of Practice: Wegner et. al. (2002); St. Onge and Wallace (2003)• Social interaction: Simard, (2013)• Knowledge management: Dalkir (2005); Simard and Jourdeuil (2013)• Emotional intelligence: Cooper and Sawaf (1996); Cherniss and Goleman (2001)• Organizational culture: Kotter and Heskett (1992); Kotter (2002); Cox (1993)• Leadership: Zand (1997)
* Total of 75 authors referenced
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Literature Survey Results• 1,200 terms and phrases found
• 90% used only once; 5% used twice
• Only a handful used 5 times or more
• Little consensus in the literature
• Little holistic understanding
• Little help for describing KM social context
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Organizational Social Context Landscape
trustcu
lture
attitude
control
enable
ethi
csinterest
conflict
values
actions
behave
safe
tyleader
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Organizing Process• Create lists of terms by author• Find related terms (similar, contrasting, sequential)• Classify terms (attributes, indicators, actions)• Organize into named groups • Add terms to small groups• Split and rename large groups • Organize into framework
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Definitions• Criteria: Name of a group of terms that captures the essence of what
makes the group a whole.• Attribute: Characteristic of a criteria that is normally not observable or
manageable. • Indicator: Characteristic of a criteria that is normally observable and
manageable. • Action: Executing a management decision to undertake an activity that
affects an indicator.
Individual criteria are not defined (what they are). They are described (what they look like) through the set of terms that are associated with the criteria.
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Social Context Framework Summary
• Situation 1 Component; 7 Criteria
• Scale 3 Components; 18 Criteria
• Interaction 4 Components; 18 Criteria
• Trust 6 components; 34 Criteria
Totals 14 Components; 77 Criteria; 1900 terms used (overlap)
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Organizational Social Context Framework
Organization
Group
Individual
Tru
st
Factors
Situati
on
Inter
actio
n
Scale
Manag
eabilit
y
Criteria
Indicators
Management
Leadership
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Prioritizing Decision Model Holistic approach, one criteria at a time
Flow through
Action ?
Yes
No
Legend
Start
End
Ind. Mgt.
Ind.
Ind.
Mgt.
Mgt.
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Interaction Context Components
Previous Factor
Negotiation
Collaboration
Sharing
Next Factor
Competition
3 criteria
6 criteria
5 criteria
4 criteria
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Sharing Context Prioritization
Next Component
Sharing Situation Actions
Sharing Environment Actions
Sharing Motivation Actions
ManagementSharing Situation Indicators
Sharing Environment Indicators
Sharing Motivation Indicators
IndicatorCriteriaSharing Situation
Sharing Environment
Sharing Motivation
low
lowhigh
highlow
high
Previous Component
Priority
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Sharing Indicators & ManagementCriteria Indicators* Management*
Sharing Situation
Content transactionsAutonomous participantsSimilar interestsOne-to-one / One-to-manyProvider / UserAuthor / RequestorSource / DestinationSharing / ExchangeExplicit / Tacit
Implement sharing methods Train individuals on using methodsCommunicate sharing goals Provide opportunities for sharing Support, facilitate, promote sharing Provide sharing sites, places Develop reciprocity marketsFacilitate finding expertise, sources
Sharing Environment
Sharing cultureLevel of trustSafe sharing environment Individual privacyContent securityAuthor recognition
Provide a safe environment Implement sharing guidelinesEstablish sharing normsDemonstrate sharing benefitsRecognize authors, sourcesRespect intellectual property rights
Sharing Motivation
Sharing incentivesSharing, exchange activityPromote content use Control, hoarding Reciprocity mechanisms Internal markets
Provide sharing incentivesPromote, encourage sharingLeaders practice good sharing Reward good sharing behavior Discourage poor sharing behavior Censure, sanction hoarding
* (/) indicates contrasting terms; (,) indicates similar terms; (-) indicates sequential terms .
Scale Context Components
Previous Factor
Individuals
Groups
Organization
Next Factor
7 criteria
5 criteria
6 criteria
Organizational Scale Context Prioritization
Organizational Culture Actions
Controlling Culture Actions
Enabling Culture ActionsCulture Change Actions
ManagementOrganizational Culture Indicators
Controlling Culture Indicators
Enabling Culture Indicators
Culture Change Indicators
Indicator
Culture Change
CriteriaOrganizational Culture
Controlling Culture
Enabling Culture
Next Component
low
lowhigh
high
highlow
low
high
Previous Component
Priority
Employee Practices
Cultural Leadership
Cultural Leadership Indicators
Cultural Leadership Actions
low
low
Employee Practice Indicators
Employee Practice Actions
high
high
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Organizational Scale Attributes, Indicators & Management (1)Criteria / Attributes Indicators* Management*
Organizational CultureShared values, norms, attitudesShared vision, ideology, beliefs Shared assumptions, models Shared principles, practicesOrganizational memory, essence Common directionDiversity, differencesSocial environment, contextSymbols have meaningPerceptionsSocial differentiation
Social behavior Rituals, artifactsTransmitted through stories Social practices, pressureCorporate understandingSymbolic actionsLeaders provide cuesDecisions communicate valuesLeaders telegraph valuesRewards send messagesPraise / criticism show values
Reward desired behavior Practice espoused values Promote shared values Promote desired behaviorMatch words and practicesModel values and behaviorIncrease cultural awarenessIncrease understandingCommunicate valuesRecognize accomplishmentsMentor new employees
Controlling CultureAuthoritative hierarchyResistant to change Laws, rules, policies Inflexible structure InstitutionsMoralityIntergroup conflictPrejudice, ethnocentricityCommon responsibilityOrganizational structureCentral goalsStability, orderInstitutional bias
Command, controlCompliance, enforcementSecurity Pluralism / monolithicBureaucracyMercenaryFragmented ArroganceInsular, intoleranceDiscrimination, stereotypingSocial contract, moral pressureInstitutional pressure Loopholes, interpretation
Implement rules, codesMatch strategy to cultureDevelop policies, GuidelinesBalance pressuresApply proportional penaltiesClarify expectationsRequire complianceIssue regulationsPrevention, coercion DetectionInterventionRecoveryPunish, penalize wrongdoing
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Organizational Scale Attributes, Indicators & Management (2)Criteria / Attributes Indicators* Management*
Enabling CultureResponsible autonomy Adaptive, agile Values, ethics Social responsibilityEnvironmental responsibilityContinuous learningSocial developmentSense-making mechanismBinds the organizationStable but not staticCulture evolves naturallyGood corporate citizenship
Delegated decisionsNegotiated agreementsCreative, innovativeHolistic perspectiveMulticultural, diverseNetwork structureConsensus buildingFreely shared informationFrequent input, feedbackCollaborative workInformal integration
Be environmentally responsible Provide guidelines Have mutual goals, expectationsManage with empathy, honestyPromote sharing, collaborationCreate safe-fail environmentEncourage innovationStress employee ownershipMatch work to passionsEarn trust continuouslySeek feedback, listen to ideasAsk for help & advice
Culture ChangeChange weakens culturePassed between generationsGenerational differencesCross-generation transferInterdependence Culture perpetuates itselfSocial interactions over timeUnderlying driversLengthy processEvolution, cultural driftChanging environment
Leadership is keyChange is hard, difficultNo pain, no changeCulture linked to powerPower is requiredMust change everything ManagementOrganizational readinessPositive role modelsResistance to change
Create sense of urgency Communicate need for changeAnalyze need, researchEstablish guiding coalitionSolicit political sponsorshipCreate vision, strategyEmpower, involve employeesShort-term winsConsolidate, reinforce gains, integrate in systemsAnchor, institutionalize change
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Organizational Scale Attributes, Indicators & Management (3)Criteria / Attributes Indicators* Management*
Employee PracticesWorker relationships, attitudesDiversityDemographics, trendsRetention Work experienceOrganizational knowledge Work-life balanceEmployee well-beingDesire to learn
Worker interactions Insight to attitudesHiring, staffingWork environmentOrganizational awarenessInvolvementWork assignmentsCareer advancement
Know demographics & trends Gather employee inputMeasure diversity, interactionsEmployee retention practicesEngage employeesMatch employees to cultureMatch work to proficiencyBe interested in employees Value, appreciate employees
Cultural LeadershipEmotional intelligence Charisma, presence Leadership styleAccountability, responsibilityOrganizational roleSituational pressureBroad view, visionLeading, managingUnderstanding, expertiseConfidence, trustRisk tolerancePrevious experienceBelief systemSelf-interestPower, agenda
Decision making Goal-settingApprovingEndorsing, promotingGuidingLeadingSupporting, enablingChallengingDictating, directingOrdering, controlling CommandingConsultingConcurringEnforcingReviewing
Approve, endorse behavior Lead by example, guidancePromote desired behaviorSeek counsel, collaborateConsider expert adviceChampion ongoing educationPersonally interact with workersEmphasize growth opportunitiesProvide a safe-fail environmentTreat people with respectCommunicate honestly, oftenGive people freedomBe fair with everyoneInspire employeesProvide incentives
Trust Context Components
Previous Factor
Positive Individual Trust Context
Negative Individual Trust Context
Group Trust Context
Positive Organizational Trust Context
Negative Organizational Trust Context
Trust Leadership Context
Next Factor
4 criteria 4 criteria
4 criteria
7 criteria 8 criteria
7 criteria
Positive Individual Trust Context Prioritization
Next Component
Similarity Actions
Positive Perception Actions
Positive Reputation Actions
Positive Trust Behavior Actions
Management
Similarity Indicators
Positive Perception Indicators
Positive Reputation Indicators
Positive Trust Behavior Indicators
IndicatorCriteria
Similarity
Positive Perception
Positive Reputation
Positive Trust Behavior
Previous Component
low
low
high
high
highlow
low
high
Priority
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Criteria Indicators* Management*Similarity Shared values
Shared mental modelsShared assumptions Convergent interestsConsensus, agreementSolidarity, cohesion
Create mutual agenda Balance similarity / diversityPromote teamwork, cooperationEnsure participant equalityEncourage meritocracy of ideasValidate models, assumptions
Positive Perception Perceived safety Willingness to trustTrustor / trustee views Different perceptions
Provide a safe environment Recognize different propensitiesAdapt to different relationships
Positive Reputation Good reputationIntegrity, honesty ReliableHigh confidenceIntegrity, trustworthinessAccomplishments High productivity Competence, ability
Demonstrate respect Establish feedback process Recognize - act on feedbackRight wrongsDeliver results, keep commitmentsPractice accountability Confront reality
Positive Trust Behavior Openness, honesty, candorParticipation, commitment Dialogue, conversationLoyalty, fidelityCompassion, caring, Benevolence, forgivingJudgment Dialogue, conversation
Be transparent, be open Be honest, full disclosureNo hidden agenda, talk straightBe caringDon’t disclose private information Show loyaltyListen firstReward good trust behavior
Positive Individual Trust Indicators & Management
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Using the Framework To Identify Priority Issues
• Consider the whole, one criteria at a time
• Senior group may eliminate unimportant groups and criteria
• Host a workshop to prioritize criteria
• Divide the criteria into multiple teams
• Each team prioritizes their criteria
• Teams report their priorities and reasons
• Workshop selects one to three top criteria
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To Summarize • Terminology is highly diverse
• Holistic understanding is limited
• Social context is complex
• Social context can be structured
• Key issues can be identified
Framework is only a beginning; much work is needed