I’m currently working with the Henley KM Forum on a project which is exploring how the rise of social media have changed knowledge-sharing competencies and behaviours – and how we can help people to understand and embrace this

We’ve set up a LinkedIn Group entitled Knowledge Sharing 2.0 to engage a wider group in the discussion – please sign up and join in!

Meanwhile, to give you a flavour, here are a couple of posts from yesterday:

 

3 comments

Chris Collison • Hi Susan,
I think there are several dimensions of knowledge sharing where social media have significantly accelerated, amplified, or positively skewed good old-fashioned KM. [You know – the kind of knowledge-sharing activities that we’ll tell our kids about one day, and they’ll laugh at us… just like they can’t believe that we once used land-line telephones with wires connected to the receiver]

Here are five areas/behaviours which I can think of for starters…

Immediacy: – Presence, IM and microblogging have all changed expectations in terms of how quickly people respond and react. Most transactions happen within minutes or hours. I almost hesitate to respond to things what are a few days old now… That never used to happen.

Imperfect incompleteness: – This is related to the immediacy point above. People don’t wait until they have the ideal solution before they share now – you get raw, partly formed ideas, suggestions, contacts, 140 characters. Responding is now less pressurised – it’s no longer about competition, it’s about contribution. That has to be a good thing in not-invented-here cultures. There’s less pressure to reject something which is delightfully imperfect.

Serendipity: – Twitter and its equivalent now connect me with people and content that I would have never have stumbled across. It’s like those Brownian motion experiments we did in chemistry – increase the intensity of temperature or pressure, and the chances of a collision increases.

Connectivity: – It’s just so easy now to get plugged into everything. Barriers to entry are minimal. And the connections you don’t know about, you get alerted to.

Transparency: – I’ve had to get used to doing more of my thinking out loud, and have often been surprised by a proactive response to something as simple as a status update. Sometimes help comes when you didn’t even ask.

Any more, anyone?

1 day ago

    Ron Donaldson

     

    Ron Donaldson • Hi Susan
    I fully agree with the five areas Chris has identified and would like to add five more:

    Diversity: – I now have connections with people with a huge diversity of interests and perspectives across for example storytelling, complexity and Nature. This results in much greater crossover of ideas and occasionally avoidance of mistakes already made in a different field.

    Pheromone Trails: Pursuit of new knowledge is now unbelievably similar to ants foraging. Anyone can find something and blog or tweet it. This is then retweeted based on how useful that knowledge might be for others. Trending themes quickly emerge and highlight areas of common interest.

    Chaining: – I love the way simple connections between social software tools allow a simple tweet to flow from Twitter, to Facebook, to Linked-In, to Plaxo and pick up comments from each of the quite different networks which end up back as emails. This means that people can use whichever tool suits them but still be connected and aware of something new.

    Maturity: As the first tools in each of their niches mature they are being added as standard to mobile phones, widescreen TV’s and probably fridges and hoovers as we speak. This makes it much easier to maintain connections and thereby keep informed wherever you are which was never possible five years ago unless they phoned you.

    Feedback: My favourite aspect of WordPress blogs is the dashboard site stats. This gives you a daly read-out of the terms individuals used to access your daily utterances, which pages they clicked and which links they took to others. Once you get over the depressingly low numbers of visitors it is great encouragement to attract greater interest so the feedback really does build a stronger ‘system’.

    My only concern is that Social Media is still the domain of the early adopters. A lot of my ex-colleagues in nature conservation have so much vital and important knowledge, but they have absolutely no interest in social media. They really should be forced or at worst, paid lots of money for opening up their knowledge for the benefit of the planet.

    Any more, anyone?

     

     

     

    Have you ever wondered what it would be like if you combined speed dating and knowledge-sharing? I can’t own up to any firsthand experience of the former, but I’m told by friends who do, that you participate in a merry-go-round of three-minute exchanges on a room full of tables-for-two.  When the bell rings you move around to the next person.  If you like what you’re experienced, you make a note on your score-card, and, if the feeling was mutual, you take the next steps together. Tremendously efficient and less emotionally risky than the traditional approach – at least for most people!

    speed dating

    To save a praying mantis experience, there are websites full of interesting questions that you might ask during your 3 minutes – for example:  “What luxury item would you take on a desert island?” and “What are your favourite words and why?”. Incidentally, “knowledge management” is not a good answer to the second question. So if speed-dating is designed to reduce the emotional investment, embarrassment and risk of failure  of finding a potential partner – what can we learn from that room-full of tables which we could apply in a KM context?

    In my work with communities of practice and networks over the years, I have observed that when someone asks a question in a network, people are sometimes reluctant to offer up suggestions and ideas because they don’t have a complete answer or a polished response.  The longer the silence lasts, the more risky it feels to contribute.  People hold back, worried that they might be the only one to respond and that their idea will be perceived as being too trivial or too obvious – how embarrassing! If your community feels like this, and you have an opportunity to meet face-to-face, then let me recommend a simple “Speed Consulting” exercise which can help groups to break these bad habits.  (I’m indebted to my friend and consulting colleague Elizabeth Lank for introducing me to this technique).

    A quick guide to speed consulting.

    Identify some business issue owners In advance, identify a number of people (around 10% of the total) with a business challenge which they would like help with – they are to play the role of the client who will be visited by a team of brilliant management consultants. Business issues should not be highly complex; ideally, each issue could be described in 3 minutes or less.  Brief the issue owners privately coach on their body language, active listening, acknowledgement of input etc.  Remind them that if they are seen to have stopped taking notes (even when a suggestion has been noted before); they may stem the flow of ideas.

    Arrange the room You need multiple small consultant teams working in parallel, close enough to generate a “buzz” from the room to keep the overall energy high. Round tables or chair circles work well.  Sit one issue owner at each table. Everybody else at the table plays the role of a consultant. The issue owner will remain at the table throughout the exercise, whilst the groups of “visiting consultants” move around.

    Set the context Explain to the room that each table has a business issue, and a team of consultants.  The consultants have a tremendous amount to offer collectively – from their experience and knowledge – but that they need to do it very quickly because they are paid by the minute! They have 15 minutes with each client before a bell sounds, and they move on to their next assignment. The time pressure is designed to prevent any one person monopolising the time with detailed explanation of a particular technique.  Instead, they should refer the issue owner to somewhere (or someone) where they can get further information.  Short inputs make it easier for less confident contributors to participate.

    Start the first round Reiterate that you will keep rigidly to time, and that the consultants should work fast to ensure that everyone has shared everything that they have to offer. After 15 minutes, sound the bell and synchronise the movement to avoid a “consultant pile-up”.

    Repeat the process Issue owners need to behave as though this is the first group and not respond with ‘the other group thought of that!’. They may need to conceal their notes. Check the energy levels at the tables after 45 minutes.  More than three rounds can be tiring for the issue owners, but if the motivation is particularly high, you might manage 4 rotations.

    Ask for feedback and reflection on the process Emphasise that the issue owners are not being asked to “judge” the quality of the consultants!  Invariably, someone will say that they were surprised at the breadth of ideas, and that they received valuable input from unexpected places. Ask members of the “consulting teams” to do the same. Often they will voice their surprise at how sharing an incomplete idea or a contact was well received, and how they found it easy to build on the ideas of others.

    Transfer these behaviours into community life Challenge them to offer up partial solutions, ideas and suggestions when a business issue arises in a community.  Having established the habit face-to-face, it should be far easier to continue in a virtual environment.   The immediacy and brevity of social media helps here – perhaps the 140 character limit in Twitter empowers people to contribute?

    So perhaps I should have just tweeted: @ikmagazine http://bit.ly/speed_consulting boosts sharing in communities #KM @elank and waited to see what my followers would respond with! To be published in the next edition of Inside Knowledge.

    I’m often asked to explain what a “River Diagram” is, and how they can be used to shape knowledge management strategy, and as a way to help communities share and learn.  Geoff Parcell and I wrote a couple of chapters in “No More Consultants”, but some how it’s one of those topics always has me grabbing a sheet of paper, a whiteboard or a napkin to work through the steps in a more visual way.
    I’m sure that the guys at Commoncraft will do a great job on it one day…

    So for now, in the spirit of vlogging, and with thanks to Geoff for the use of his green screen, here’s a quick YouTube tutorial on “How to Create a River Diagram”.

    Have you ever been given a pot of homemade jam?  (Jelly to my American readers!)
    Perhaps you won some as a prize on the tombola stall at a school fair, whilst secretly hoping for that champagne bottle?

    It usually comes in a recycled jar, carefully labelled by hand – often in the spidery handwriting of somebody else’s Aunt Agatha.  If you’re anything like me, you’ll smile dutifully, and put it away in the dark corner of a kitchen cupboard for a few years.  One day you’ll rediscover it, and put it straight into the bin (or if you’re unscrupulous, offer it to the tombola stall at the next school fair).

    The trouble is, I don’t know Aunt Agatha.  I’m sure she’s a very nice lady, who thought she was doing a wonderful job of preserving those blackcurrants for the future.  However, I have no idea about her jam-making prowess, whether she thoroughly checked the ingredients for bugs or mould – or whether I’ll I reach the bottom of the jar and discover her false teeth.
    No thank you.  I’d rather stick with a new pot of Bon Maman™ from the supermarket.  I like it, I know exactly what I’m getting, and I can return it if there’s a problem.
    You know what the truth is?  Don’t tell her, but as much as she loves to make it, nobody ever eats Aunt Agatha’s jam…
    We’re in the throes of a global recession, and on the edge of some pretty severe job reductions, particularly in the UK public sector. As this becomes a reality, I have no doubt that many enlightened but embattled managers will recognise implications for corporate memory, and look for “knowledge harvesting” solutions.  This is where alarm bells start ringing for me.

    Why the alarm?  Well, I fear that management consultants and KM specialists can give false hope to organisations, and in the worst cases, prey on the fears and insecurities of managers.

    “Don’t worry – we’ll interview all your key members of staff, and give you a nicely packaged product on a memory stick which represents each person’s knowledge, experience, relationships, favourite references etc.  You can relax – your worries are over.  The corporate knowledge is safe for future generations.”

    In ‘Learning to Fly’, I described these kind of personal knowledge capture activities as “knowledge salvage”.  I’m speaking from experience, as a consultant who has tried these techniques, and as a former corporate employee who has used them.  Yes, there are some practical steps you can take in an emergency situation for a key individual small number of retiring staff – but you need to recognise that it’s a damage limitation exercise at best.  All is not lost – but most of it is.

    No matter how skilled and prepared the interviewer is, no matter how much you involve colleagues and networks in formulating the questions and iterating the content, no matter how slick and media-rich the final product is, and no matter how much you can persuade the “survivors” to actually use it…  it’s a salvage operation.

    Large scale downsizing is brutal.  Surgery is usually carried out with a blunt instrument and valuable knowledge will be lost forever. Fact.
    I think it important that we face up to the limitations of KM, and manage expectations.

    We know how it works.  After a painful period of reduction and redundancy there is a period of adjustment as things begin to stabilise and the downsized world becomes a reality.  After a couple of years management attention will turn back towards future growth  – at which point the organisation will usually  look to the outside for transformational leaders with fresh thinking to begin its new chapter. Doesn’t that sounds more like a future taste for Bon Maman™, and less likely that a jar of Aunt Agatha’s 3-year old preserve will be savoured?

    So what should we do when faced with downsizing on a large scale?  Nothing at all?  Just let that knowledge walk out of the door carrying its redundancy package?

    I’m not saying that – but I do encourage a healthy dose of pragmatism.

    • Don’t structure knowledge around an individual.  In two years time, nobody will remember who they were, what they achieved or which context they were working in.  Identify which topics are critical to continuing current operations.  Capture any key points against these topics. If you come across a memorable story or anecdote which illustrates the point, then take note of it.
    • Focus where knowledge is technical or procedural, and can be captured as guidelines, checklists and recommendations.  Embed these in a process or policy if you can.
    • Pay attention to ‘know-who’, but remember that you can’t capture a relationship – all you can do capturing contacts and a small amount of background context.  Relationships will have to be re-built from scratch by the new job-holder.
    • If the pace of the downsizing allows it, place the emphasis on knowledge transfer methods to staff likely to remain.  Examples include the use of future retirees as mentors, buddying, shadowing and participation in communities of practice.
    • Work with HR to find creative ways to remain connected to leavers. It might be better to divert that knowledge retention budget towards securing ongoing knowledge access.  The ability to access an alumni network, or to have a timely telephone call or meeting with a former employee will  easily outweigh the effort required to anticipate all possible questions, capture the answers up-front and bury them in SharePoint.

    Above all, challenge yourself with the question:  “If this knowledge is important to the future, what is the best can I ensure that it’s actually used?”.  That will stop you, or your consultant, from getting too carried away.
    I don’t believe that you can be a meticulous corporate historian and an effective corporate strategist at the same time; you’ll only end up in a jam.

    With apologies to Aunt Agatha.  Taken from my upcoming column in the next edition of Inside Knowledge.

    Tom Davenport posted an interesting blog in the HBR site this week, entitled:

    If Only BP Knew Now What it Knew Then where he asserted a relationship between the BP Oil spill, and the reduction of its knowledge management programme.

    It’s something which Geoff and I have receive many questions on, so I thought it might be helpful to cross-post our responses to Tom’s blog here:~

    As the other author of “Learning to Fly”, let me add to what Geoff has written, which I agree wholeheartedly with.

    It’s been desperately, desperately sad to see the unnecessary loss of life.
    Tragic to see the environmental impact.
    Shocking to see the commercial impact.
    Disturbing, yet understandable, to see the media, political and public reaction.

    Being good at knowledge management doesn’t make you immune from making a poor decision, but being put on a pedestal for long enough can give you vertigo. I’m sure Toyota, another veteran of Knowledge Management would agree. As Larry wrote – all that any of us can do is work to improve the odds.
    I believe that BP’s knowledge management and organisational learning efforts have diminished in recent years, and what was once an almost instinctive culture of learning and sharing between peers has become diluted. I think Tom’s allowing himself some poetic licence in his use of the word ‘relic’, but I don’t disagree with the thrust of his argument. Like Geoff, I’ve been away from BP for too long to offer an informed view as to how much sharing and learning was going on around its operations at the time of the events in Tom’s post.

    Clearly something went very wrong.

    Hopefully we will learn the what, why, when, how and who of what went wrong over the coming months or years of review and inquiry.
    Perhaps we’ll find that there are positive knowledge-sharing and collaboration stories which also emerge, showing how competitors, partners and individuals joined with BP to work to remedy the situation. Possibly we’ll discover will be some Apollo 13 paragraphs within this Challenger story?
    After the final traces of crude have been dispersed, the food-chain has purged itself of the pollutant effects, the rightful compensation paid and livelihoods restored – what will the legacy of learning be for the oil industry? I really hope that the genuine learning is surfaced and shared, and isn’t drowned out by the noise of the legal machinery.

    TS Elliot famously wrote: “Where is the wisdom we have lost in knowledge? Where is the knowledge we have lost in information?”
    Perhaps today he would have added: “Where is the learning we have lost in litigation.”

    Now that might make another interesting article, Tom.

    Geoff Parcell

    I am one of the authors of “Learning to Fly” and I have been watching the response to the oil spill in the Gulf of Mexico with a mixture of anguish, sadness and concern. It is almost 9 years since the first edition of “Learning to Fly” was published, and more than 5 years since I left employment with BP, following a period of secondment to the United Nations AIDS agency UNAIDS. I don’t feel in a position to judge whose fault it was, whether the response was adequate, or whether sharing and learning was adequate within BP. I’ll leave that to others.

    However there are three main themes on the topic of knowledge management that seem relevant to this story:

    1. What knowledge and information are we basing our views on?
    2. What sort of environment has been created for collaborating and learning?
    3. How well have the risks been managed?

    Let’s deal with these in turn.

    1. Most of the information we have to base our views on are directly from the media – television, the internet and the press. My Member of Parliament in the UK, David Heath, recently wrote a press article on the future of political reporting.

    “I am very worried about the standards of political and other reporting. If we need new politics, then perhaps we need a new journalism too.

    Much that is written in the national newspapers is sloppy and under-researched. A lot of it comes from press releases and chats over lunch rather than looking for facts.
    As a result, much of it is drivel. On top of that you have a layer of unconcealed prurience masquerading as incisive investigation, concentrating on celebrity and trivia over substance, and the whole edifice looks remarkably shallow.”

    I have some sympathy with this point of view. The press has moved from reporting news events to providing instant analysis and answers, assigning blame, searching out the high numbers (of casualties, demonstrators or barrels of oil spilt.) Accuracy is not the aim, finding the highest number someone is prepared to state is. In addition, the internet reinforces extreme views by replication, which has the effect of seeming more convincing even though there is no more information.

    At the same time BP is providing its own information – video feeds of the well head, video explanations of each attempt to cap the well and stop the flow. Some think there is a bias to that information.

    We make our judgements based on the information provided, coupled with our own knowledge, biases and values.

    2. One of the biggest barriers to learning the lessons from mistakes is the litigious society we have created. Learning and sharing takes place in a trusting environment. So many incidents – from train crashes, to fires, to conflict situations, to explosions -are subject to litigation that people are afraid to open their mouths. Even for minor car crashes our insurance companies instruct us not to admit liability even when our instinct is to explain our actions and assumptions to others involved.
    There are few reports of collaboration for this response. BP did acknowledge cooperation between various government agencies and itself. Other oil companies have provided knowledge, experts, equipment and advice to support. I’d have liked to have seen much more cooperation especially with the US government to fix the problem and clean up first, then learn the lessons, and only then address the issue of who pays and who if any is negligent. What I saw and read was a mix of assigning blame, politicking and maintaining reputation; hardly the environment conducive to listening and learning from each other. What are the chances of really learning the lessons so that we can prevent something like this occurring again?

    3. We need to manage the risks and for that we need knowledge. As individuals we rarely avoid risks altogether else we’d never get out of bed. We all handle risks not avoid them. When we assess the risk we judge the probability of occurrence, the impact if it happens and the amount of control of influence we have to mitigate the risk. It does come down to judgement and that judgement comes down to having the relevant knowledge.

    Malcolm Gladwell in “Blink” shows examples where only a small amount of knowledge is required to make a decision. People who are risk averse often seek more and more knowledge rather than make a judgement. We need less knowledge than we think to make a decision, rather we need the right balance of knowledge and judgement according to our tolerance to risk. What concerned me was not that BP took risks but the response plan to mitigate the risk did not seem to be operational.

    The basic principles of Knowledge Management outlined in “Learning to Fly” are as relevant as ever and are being applied within and between many organizations around the world. It is the application of the techniques that matters and the actions taken once you have the knowledge.

    (A sneak preview of my upcoming column in Inside Knowledge Magazine – August edition)

    Counterfeit money and an art gallery.

    The plot from a Bond film?  Possibly, Moneypenny but it’s also part of an activity for engaging senior managers in thinking about knowledge management….

    Here’s how it works.  First, print off a large number of miniature £50 notes.  Make sure that they really are miniature, and only printed on one side of the paper, or you might find yourself facing an extended period of reflection time at Her Majesty’s pleasure…

    Next, chose a selection of 10-20 quotations which relate to knowledge management, organisational learning – whatever your focus is.  David Gurteen’s website is a good source of these. Paste each quote into a PowerPoint slide of an empty, ornate picture frame, and print them off on A3 paper.  This is your art collection, ready for auction.  Put them up around the walls of your meeting room, and give the “frames” a quick coat of spray adhesive. Now you’re ready to go.

    Give each of the senior manager three £50 notes and inform them that they need to peruse the gallery and identify some ‘artwork’ to hang in the office.  They are choosing the quotations which are most relevant to their part of the organisation.  They can bid on up to three of the paintings by placing their money to the sticky picture frame.  After five minutes or so, you will have a clear idea of which quotations were most resonant with the group.  Some of the frames will be covered with £50 notes. This is all so much more fun than the usual facilitation favourites: Post-it™ notes and sticky dots!

    Starting with the most popular choices, invite members of the group to explain why they selected a particular quotation; then sit back, relax and let the conversation flow.  Incidentally, I used this approach to great effect with the UK’s Treasury department, and yes, they did keep the money.

    In my experience with a number of groups in both the private and public sectors, two quotations from my art collection which always score highly are:

    “I wish we knew what we know at HP – we’d make three times more profit tomorrow.” Lew Platt, CEO Hewlett Packard.

    “Successful knowledge transfer involves neither computers nor documents but rather interactions between people.” Tom Davenport.

    But what if we were to limit ourselves to the quotations of company CEOs? Do they all feel the same way as Lew Platt? What are the words and concepts which they use most frequently?   I employed the unscientific approach of searching Google for quotations which met the right criteria.  Many of these quotations came from Most Admired Knowledge Enterprise (MAKE) winners. My list of quotable CEOs included Microsoft, Shell, BP, Halliburton, Fluor, Schlumberger, Buckman, Fuji Xerox, HP, Chevron and GE. Those final two were my favourites:

    “We learned that we could use knowledge to drive learning and improvement in our company. We emphasize shopping for knowledge outside our organization rather than trying to invent everything ourselves. Every day that a better idea goes unused is a lost opportunity. We have to share more, and we have to share faster.” Ken Derr, Chevron.

    “An organization’s ability to learn and translate that learning into action is the ultimate competitive business advantage” Jack Welch, GE.

    Putting all of these quotes into Wordle™ (wordle.net) generated a revealing word cloud where the words “share”, “learn”, “ability” and “idea” feature far more strongly that the word “management”.

    There are some messages for us here if we are seeking to engage with business leaders in a way which reflects their own language.

    As anyone who has led a KM programme will tell you – having a quotation from your own CEO about the value of the organisation’s knowledge is like gold dust.  How much value does that executive support adds to your to your efforts?  It’s practically a licence to print money…

    I often tell this story (complete with the parrot and gold doubloons!) when engaging leaders in thinking about practical steps thay can take to demonstrate their commitment to learning from others.

    To summarise – and for those of you for whom YouTube is still a corporate no-go area:

    A business unit leader in Amoco recognized that insular “not-invented-here” behaviour was limiting the potential of his business, which existed within a group of around 100 business units in the newly-merged BP Amoco. He wanted to create a culture of curiosity, encouraging his staff to look beyond the boundaries of their own business unit. He decided to create a simple monthly recognition scheme, under the banner of “steal with pride”.
    The award was given to a member of staff who could demonstrate that they had found a good practice from a different business unit, applied it, and created value. Each story would be celebrated on the intranet, and the winner received an award in the form of a cuddly parrot, which would sit on the desk of the winner for a month (prompting questions from passers-by), before moving onto the next winner, and leaving in its place, a solid gold “pirate” doubloon worth several hundred dollars – which was theirs to keep.

    I think that the parrot worked particularly well as a recognition scheme because it was visible, lighthearted, symbolic (“steal with pride” – giving permission to look outside), frequently awarded, and both clearly supported – and initiated –  by that business unit leader.

    Ironically, the “steal with pride” award scheme wasn’t replicated by the leaders of the other 99  business units. Perhaps they had their own personal struggles with “not invented here”….

    This Google sponsored link appeared for me today on a search for knowledge management…

    It made me smile to myself, because of course,  one of the top ten mistakes in knowledge management is…

    (more…)

    Having been working in this field for over 15 years now, I’ve finally got around to recording a short video which describes what’s “under the umbrella” of  knowledge management!  David Gurteen has been asking people this question for years and recording their responses, but never seems to have his camera when we meet….  (at least, that’s what he tells me!)
    It’s harder than I thought – KM is such a “broad church” now, so I’ve done my best  to be reasonably succinct.  There are still bits which I missed, like the contribution it makes to ideas generation and innovation – but perhaps I’ll leave that for another video, another time!

    Here’s the transcript:

    Knowledge Management is a set of tools, techniques, methods, ways of working, even behaviours – that are all designed to help an organisation to be more effective.  Simple as that.

    So how then does knowledge management differ from other toolkits or management movements like SixSigma or Lean?

    To me the difference is that Knowledge Management focuses on the know-how and the know who – how do you put that to work more effectively in an organisation.
    How do you share the key points, rules of thumb?
    How do you ensure that the right contacts are made such that people have the conversations they need to have at the beginning of  a project, before everyone gets into action?
    So for that reason Knowledge management is quite a broad church of techniques and approaches (for me, that’s what makes it so interesting!).

    So you could  find yourself looking at tools which help you to identify and support the networks or communities of  practice in an organisation, ways of mapping how people are connected, ways of improving  those connections – looking at who talks to whom, who trusts whom, and how you can optimise that.

    You could equally look at how good an organisation is at learning – learning before activities, learning after activities.  How do you ensure that the lessons you capture after a project are meaningful and full of recommendations and useful actions points for somebody.

    It could be about how you encourage a team to learn continuously, rather than waiting until the end of major project before they take the time to pause and reflect.

    It could equally well be about how we capture knowledge such that the value can be multiplied.   How do you take a nugget or insight and capture it in such a way that people are intrigued, interested, want to read more and want to get in touch with the person who wrote it.
    How do you package that up in a way which doesn’t destroy all of the emotion, the context, but seems to carry it with it . Much more use of multimedia, much more use of connections to some of the social media tools, so that you’re only ever one click away from a conversation.  Finally it has a lot to do with the way we behave, the way in which we work, the culture which we establish and support or nurture, or come against as leaders in organisations.
    How do you come against a “Not-invented-here” culture?
    How do you support and make it safe for people to share their experiences and learn from those, to share their failures as well as successes?

    Knowledge management encompasses all of these things, behaviours, technologies, processes. learning, networks – and for me, that’s what makes it such an exciting discipline.

    Just finished my column for the next edition of  Inside Knowledge, exploring some  of the barriers to knowledge-sharing in organisations.   Why  is it sometimes so difficult to motivate people to share good practices – or to encourage people to look to others for potential solutions?
    I’ve looked into four syndromes which impact either the “supply side” or the “demand side” in any knowledge marketplace:  Tall Poppy Syndrome, Shrinking Violet Syndrome, Not Invented Here Syndrome and finally TomTom Syndrome (aka “Real men don’t ask directions”!)

    Here’s the video to go with the article…

    Thanks to Geoff Parcell for providing the impromptu recording studio!