Back in the ’80s, the oil company Shell ran a promotional campaign from their petrol (gas) stations in the UK which would never work today. With every petrol purchase, you were given a scratch-card, which would reveal the left or right half of a banknote, with a value of up to £5000. The half-note had no value in itself – but if you could discover both halves of the banknote, then you would receive the cash. As a child, I can remember it made those boring garage stops much more exciting!
Shell’s promotion relied on a good geographic separation of left and right halves of the high value banknotes. It worked well… until someone had the bright idea of asking for the missing half-notes on national radio (we’re pre-internet here folks!), at which point I think Shell cried “foul” and cancelled the promotion.
I’ve been working on a KM/OL strategy for a company with a large number of major construction projects. I had the privilege of interviewing a very perceptive senior manager who was reflecting for the first time on the challenges of managing knowledge in a project team environment.
She made an interesting observation about the power of stories as a source of shared knowledge, and the true cost of breaking up project teams to reallocate resources to new tasks.
It’s easy to assume that when a team dissolves, each of the members take the knowledge, lessons and stories with them. Completely. Within this assumption, every team member is a repository and can be managed and reallocated as a lossless, portable knowledge transfer approach, plugged into the next project just like a lego brick.
This manager’s insight was that many of the stories don’t reside wholly with an individual – they only surface when two former team members come together and spark each other’s memories to release the value – just like our £5000 Shell scratchcard halves. Without the other half, the knowledge value of that shared story is volatile, and at risk of dispersing into the ether.
In this world there is a real loss of knowledge when a team is disbanded and reallocated – it’s not all carried by the individuals. The sum of the separated parts is now less than the sum of the parts when they were together.
As I write this, it seems obvious, but I have a feeling that our approaches to managing and sharing experience and expertise – and even our interpretation and use of network analysis – is often built on the assumption that we can make and break bonds and still retain all the knowledge in the nodes.
I think it’s a lot messier than that – as Joe Cocker and the Beatles both sang – we only get by with a little help from our friends.