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· What incentives can help encourage knowledge sharing? (1029 reads)

Formal incentives

• Incorporate sharing in personnel competencies
• Organise lunch presentations
• Create an inventory on what people want to be asked about
• "Send" people to conferences and ask for reports on the meetings
• Reward people for ideas that are picked up by others

In general these aspect can be part of a personal development plan or personal commitment statement. Stimulate people to write down what they want to achieve in a coming period; for example 'publish and update their curriculum vitae on intranet' or 'visit two partner organisations' or 'mentor new personnel' or 'do a lunch presentation'. Most formal incentives can be organised by a HRM department.

Informal incentives

• Recognition / awards
• Allow people to publish stories (success and failure)
• Organise exhibition fairs / showcasing
• Invite people to talk about their work / write about their work in internal media
• Stimulate people to take part in communities of practice
• Organise happy hours
• Invite all personnel to contribute to a new year plan for the organisation

Other

• Allow self-organisation outside the hierarchy; allocate time for this
• Make sure management supports the idea of sharing knowledge
• Time spent on sharing must be recognised as legitimate by management / peers
• Stress the potential return of investment
• Centralise the canteen / coffee machines / water coolers / library
• Organise flexible workplace; get people out of their 'cubicles' or relocate people now and then
• Make management think about the concepts for a 'knowledge friendly organisation'

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· How can KM tools and models be applied in developing countries? (944 reads)

The application of knowledge management tools and models undoubtedly has value in a developing country setting. However imposing or transferring KM models created in the North to developing countries cannot be done automatically. Rather stakeholders should be involved and their needs taken into account; tools and models can then be adapted to create a meaningful approach applicable to the stakeholders’ own context and based on their own experience.

The sharing of knowledge is already developed to some extent in every organisational and community setting, and these existing practices should be built on. Examples of this might be a culture of storytelling or systems for the sharing of indigenous knowledge; these local examples can be used as case studies to demonstrate the creative and appropriate use of KM in the South. As culture and values differ in different parts of the world, it may be that an existing knowledge sharing culture can act as the basis for KM implementation. Cultural differences can of course also be a challenge when working with KM in the south.

The availability and accessibility of information and communications technologies will inevitably affect the application of some knowledge management tools for use in the South, and an awareness of the practical limitations of ICTs should be part of the process of appropriate development of KM tools. Low tech solutions should be used where possible and a number of methods of communication may be needed to keep everyone involved. As in any organisation working in different parts of the world, differences in language and culture may need to be addressed before knowledge can be shared freely.

A useful way to start knowledge sharing may be by targeting small, subject focused groups and using success stories to build on. It is important to avoid jargon and adapt terminology to that used in the local context.

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· How can an organisational culture be created that enables knowledge sharing? (1021 reads)

Organisational cultures that enable knowledge sharing tend to evolve, rather than change overnight. It is rarely a logical linear process. It is often messy and takes a long time. The key is creating space, i.e. mechanisms and incentives, encouraging people to share, rather then hoard knowledge. The process should be demand driven – responding to an internal or external need for improved knowledge sharing – rather than just a “good idea” dreamed up by someone in the organisation. External pressure from clients, donors or partners can be a critical factor - internal and external alliances are essential to drive the process. It is important early on to create the space for informal exchange, and encourage internal champions to try out some new ideas. Living examples of improved KS within an oganisation are often the most effective way of convincing senior managers of its value. Establishing a holistic approach to KS throughout an organisation may require a major change process, which will require the support and active involvement of senior management. This may include:

• Reviewing the Organisation’s Vision, Mission, Objectives and Current Programmes;
• Intensive internal and external consultation, possibly including external consultants, and continuous communication to all staff (management included) through various routes, in meetings, workshops, seminars, publications, and on the web.
• Training;
• Reorganisation - KS seems to work better in Matrix organisations.
• New personnel procedures which recognise and provide incentives for KS.

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Interview with Larry Prusak in EIU's Ebusiness Forum It's not about technology: An interview with Larry Prusak, author of Working knowledge and director of the IBM Institute for Knowledge Management

Allison Hewlitt Tue, 30 Jul 2002 20:54:20 1050 hit(s) Send to a friend. Link Info | Printer-friendly version

Knowledge management is about desire Article by Gerry McGovern. Nov 19, 2001.

Allison Hewlitt Tue, 30 Jul 2002 20:46:21 759 hit(s) Send to a friend. Link Info | Printer-friendly version

FT Survey Article - Mastering Management Making sharing good for all Sharing knowledge may be good for a company, but the same may not be true for individuals. This is just one of the issues that needs to be addressed to make knowledge management work. Angel Cabrera FT; Oct 2, 2000

Allison Hewlitt Tue, 30 Jul 2002 20:45:49 808 hit(s) Send to a friend. Link Info | Printer-friendly version

Creativity Versus Structure: A Useful Tension by John Seely Brown and Paul Duguid. Great new ideas help only those organizations with the discipline and infrastructure needed to implement them. Spring 2001, Sloan Management Review.

Allison Hewlitt Tue, 30 Jul 2002 20:45:12 791 hit(s) Send to a friend. Link Info | Printer-friendly version

Creating a Knowledge Culture Knowledge is now the lifeblood of all companies. Don't confuse it with information. By Susanne Hauschild, Thomas Licht, and Wolfram Stein. An article from The McKinsey Quarterly, 2001 Number 1

Allison Hewlitt Tue, 30 Jul 2002 20:44:42 819 hit(s) Send to a friend. Link Info | Printer-friendly version

"Going deeper with brain power" Summary of a speech given by John Seeley Brown at Harvard Business School in April 2001. Printed in CNET News.

Allison Hewlitt Tue, 30 Jul 2002 20:44:09 820 hit(s) Send to a friend. Link Info | Printer-friendly version

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