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Re: Emotions & KM
#emotions
Matt, Nailed it.
On Fri, 16 Oct 2020 at 6:45 pm, Matt Moore <matt@...> wrote:
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Emotions & KM
#emotions
Matt Moore
So lets talk about fear. I've just had a skim thru "The Fearless Organization" - and I don't hate it. I think creating psychological safety is important. I read Edmondson's advice and I'm like: sure. However, if creating a psychologically safe organisation was the most important thing for organisational success, there would be more of them. Our societies and our organisations are full of fear. We punish those who fail or are simply unlucky. We casually discriminate against or enact pain on others because, well, because it's easy and it gets us what we want. Management books such as "The Fearless Organization" make the removal of fear about acts of individual virtue rather acts of structural change. For example (and I am about to say something political here), lots of people are afraid to criticise their boss because they are afraid of losing their job because there is no financial safety net for them to do so if they do. So don't say that you are in favor of "fearless organisations" if you are not in favour of structural change that makes this possible. If we see emotions as the products of individual biology rather than structures and systems that go beyond the individual then we will always have an impoverished view of them. Also - people being "afraid to share their knowledge or that KM activity might lead to reprimands". Often, such fears *are* rational. Because people have seen what happens to those who do. Many managers will trade the long term benefit of trust for the short term kick of a business outcome. And they are rewarded for doing so. We talk about "technical debt" (the present cost of past technical decisions). Perhaps we should also talk about incurring "trust debt" or "fear debt". Now it's not all doom and gloom. There are places where trust and honesty and caring happen. But I get a cognitive dissonance verging on whiplash when we move from reading the management literature about what we should do and then seeing (and feeling) what we actually do.
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Re: Emotions & KM
#emotions
Matt Moore
Hello Robert, I am more persuaded by Barrett's arguments (and less by Ekman's) than you are. I probably have a bias towards contextualist and constructivist arguments so I doubt we are going to agree on that. Not that I agree with everything in Barrett's book (esp. the later chapters where she applied her research). I will check out Emotion and Adaption so thanks for the pointer. BTW I am not going to stop other people from using terms like "affect" - although I may change my mind on that if it winds Patrick up enough. My main experience with motivators is that different people are motivated by different things (be they 16 motivators or not). I remember being in a meeting years ago where the KM team were discussing rewards for a knowledge sharing program. And every one came up with a reward that they thought would be motivating to other people (money, recognition, time off, promotion, etc). And they were all different. Big argument. Of course, what everybody was actually revealing was what was motivating to them. I could write a lot about fear and fearlessness. And I may do - in a future post. I am also a fan of Damasio (and Andy Clark) and the research that takes a holistic view of mind and body. It is not Descartes who I will be referencing in my talk - but another early modern philosopher. Who? Well, you'll have to turn up and see... Regards, Matt
On Fri, Oct 16, 2020 at 1:41 AM Robert L. Bogue <rbogue@...> wrote:
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Re: Emotions & KM
#emotions
Matt Moore
Tom,
toggle quoted messageShow quoted text
"I’m not clear that emotions are what you’re after here, Matt. To what end does exploring that add to our understanding as practitioners?" So the high-level answer is: as practitioners we are human beings and we deal with human beings and emotions shape (and are shaped by) human behaviour. And you might reply, "well, you could say the same things about digestion or quantum physics - should practitioners know about those?" And I would reply: "Probably, but the impact of emotions on organisational behaviour and interactions are more real and immediate than that of digestion or quantum physics". The research on emotions and organisations is now getting quite extensive: https://oxfordre.com/business/view/10.1093/acrefore/9780190224851.001.0001/acrefore-9780190224851-e-160 And this summary is pretty good on KM and emotions from an academic perspective: https://scholarspace.manoa.hawaii.edu/bitstream/10125/50401/1/paper0514.pdf Or to put it another way, the very fact that you have to ask that question indicates why the session that I am running next week is so vital (and why you should invite all your colleagues, friends, and family to attend). "Seems to me motivation might be a more useful vector, no, particularly when considering creation, dissemination and reuse." Motivation is an interesting domain in its own right. And it overlaps with emotion. But it is separate to it. Regards, Matt
On Fri, Oct 16, 2020 at 11:00 AM Tom Short <tshortconsulting@gmail.com> wrote:
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Matt Moore M. +61 (0) 423 784 504 matt@innotecture.com.au
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Re: Emotions & KM
#emotions
Patrick Lambe
Lovely, Rob, thank you.
toggle quoted messageShow quoted text
I wouldn't argue for substituting “affect” for “emotion” - in fact, when a field is ripe for discovery and exploration, it’s generally a good idea I think to expand the vocabulary until perceptions settle, and the more ambiguity in the language the better, strangely enough… It forces us to explain and think. So the more language we have, the more expressive we can be, and the more interesting distinctions we can make… ultimately. That’s why I think Matt’s endeavour is quixotic, provocative and worth bouncing around in. As for competing affects, well I think we all experience competing bundles of affect/emotion at any given moment. Am I going to laugh or cry? Bristle or brush it off? P
Patrick Lambe
Partner Straits Knowledge phone: +65 98528511 web: www.straitsknowledge.com resources: www.greenchameleon.com knowledge mapping: www.aithinsoftware.com 
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Re: Emotions & KM
#emotions
Matt wrote:
I’m not clear that emotions are what you’re after here, Matt. To what end does exploring that add to our understanding as practitioners?
Seems to me motivation might be a more useful vector, no, particularly when considering creation, dissemination and reuse. Each of these presents it’s own challenges for KMers in an enterprise, and I’d posit that each has its own set of levers one can pull to mediate it, particularly when it comes to codifying, sharing and reuse.
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Murray Jennex
we statistically validated the following set of KM success measures:
Impact on business processes (6 measures):
1. Improved
the efficiency of the supported processes
2. Reduced
costs for the supported business process
3. Positive
return on investment for the supported processes
4. Improved
the effectiveness of the supported processes
5. Improved
decision making in the supported processes
6. Improved
resource allocation in the supported process
Impact on KM Strategy (4 measures):
1. Changes to
the organization’s KM goals
2. Creation or
modification of knowledge related key performance indicators (KPIs)
3. Changes to
the way the organization assessed knowledge use in the organization
4. Changes in
the organization’s incentives for using and sharing knowledge
Leadership/Management Support (4 measures):
1. Increased
verbal/political support for KM by top management
2. Increased
financial support for KM by top management
3. Increased
awareness of KM by top management
4. Increased
use/reliance on KM by top management
Knowledge Content (3 measures)
1. Increased
use or intention to use of knowledge content
2. Increased
identification of needed knowledge content and knowledge content sources
3. Increased
demand and/or searching for knowledge content
-----Original Message-----
From: Sachin Joshi <sachinjoshi.a@...> To: main@SIKM.groups.io Sent: Thu, Oct 15, 2020 7:08 am Subject: [SIKM] KM ROI #question Hello all, this is my first post on this very insightful forum/group.
I am KM consultant in IT organization. We implement and monitor lot of good KM practices in our teams. We also see good benefits of all these, unfortunately showcasing them as quantitative benefits is always a challenge (I am talking about benefits such as reduction in xxxx, improvement in xxxx and so on... not about quantitative KM dashboard data such as no. of SMEs, no. of posts, no. of assets, no. of sessions, etc.). The question which is always asked on KM performance is, what is the benefit. Change in culture, improvement in collaborating, creation of assets, etc. is not an answer to this. since this is just an output but not measure of benefit/success. Can someone share, how we can correlate KM with business benefits OR how can we show return on investment in KM. Thank you.
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Re: How are we managing the knowledge shared in this group?
#curation
#expertise-location
#profiles
Chuck, thanks for your post. Here are my thoughts. What do you and the other community members think?
>How are we managing the knowledge shared in this group? There are three main ways of making discussions more findable in our community:
>Have we given any thought to cataloging it, applying any tools to make it more useful and easy to navigate? As community manager I do the following:
Specific suggestions for helping with curation include:
There a several ways to access the knowledge stored in this community:
All of the content from the Yahoo group was migrated to this group and is available and searchable. I manually updated all of the links to the monthly call summaries, files, photos, and attachments. Since our community was started in 2005, the only content that is unavailable are some of the recordings for past calls that were uploaded to DivShare and lost when that service ceased operations.
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How are we managing the knowledge shared in this group?
#curation
#expertise-location
#profiles
I moved this out of the Emotions & KM thread so that it can have its own separate topic.
---------- Original message --------- From: Chuck Georgo <chuck@...> Date: Thu, Oct 15, 2020 at 11:06 AM So here’s an interesting question...how are we “managing” the knowledge shared in this group? (other than hashtags) Have we given any thought to cataloging it, applying any tools to make it more useful and easy to navigate? There’s a lot of experience and advice buried in the thousands of emails in groups.io (not sure if we still also have access to the yahoo group that preceded it). Just wondering...thanks Chuck Georgo, CKM, CPT, CCRO
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Sachin, welcome to the community! And thanks for posting here.
For previous discussions on this topic, see the threads with the #value hashtag. See also:
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Nirmala Palaniappan
Hi Sachin, There are, as Tom indicates, many ways of approaching this. Here is a fundamental list of business parameters that KM can be mapped to. 1. Productivity improvement - Is there a business area where productivity is a concern? If so, is it because of something related to how new knowledge is created, transferred, applied or reused? 2. Competency improvement - Is there a business area where there is a significant percentage of new hires who need to go through an exhaustive induction and competency building activities? How can collective knowledge be leveraged to achieve this, in addition to conventional training? 3. Cycle time reduction - Are there processes that are taking too long and is it because of a gap in how knowledge associated with it is created, consolidated, transferred or applied? 4. Response time reduction - Is there a customer-facing process that can be improved by reducing the time it takes to resolve a problem that is reported? How can knowledge be better captured, shared and reused to contribute to this objective? 5. Cost reduction - Are there business areas where we are reinventing the wheel and therefore unwittingly increasing the expenses? Can we leverage on best practices, knowledge sharing and communities to reuse knowledge and save money? 6. Innovation - How can we create teams and communities to create a new revenue-generating opportunity for the business or adopt radically different ways of solving nagging problems? Hope this helps! Regards Nirmala
On Thu, 15 Oct 2020 at 7:38 PM, Sachin Joshi <sachinjoshi.a@...> wrote: Hello all, this is my first post on this very insightful forum/group. --
"The faithful see the invisible, believe the incredible and then receive the impossible" - Anonymous
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Nick Milton
Hi Sachin
You can find some survey data about KM benefits in the following blog post http://www.nickmilton.com/2020/03/what-measurable-benefits-can-you-get.html
The blog also contains 140 case histories of quantified KM value http://www.nickmilton.com/search/label/quantified
We wrote a newsletter on the topic of KM ROI back in 2012 on KM and ROI which you can find here, and which explains ways in which KM ROI can be calculated https://www.knoco.com/Knoco%20newsletter%20october%202012.pdf
Hope these resources help
Nick Milton
From: main@SIKM.groups.io <main@SIKM.groups.io> On Behalf Of Sachin Joshi
Sent: 15 October 2020 15:08 To: main@SIKM.groups.io Subject: [SIKM] KM ROI #question
Hello all, this is my first post on this very insightful forum/group.
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Carol H. Tucker
One thing that I have always noted is that it is a harder sell to implement a dedicated KM program to small business owners as opposed to larger organizations. I have always espoused, therefore, "stealth KM" where you incorporate good practices into everyday processes and procedures rather than try to pitch a new program with a dedicated staff. -- Carol H. Tucker "I only care about the words that flutter from your mind. They are the only thing you truly own. The only thing I will remember you by. I will not fall in love with your bones and skin. I will not fall in love with the places you have been. I will not fall in love with anything but the words that flutter from your Extraordinary Mind." ~ Andre Jordan
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Hello Sachin, Rachad
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Tim Powell
Hi Joshi,
This is my first post here too. Excellent and timely question, one that I’m sure will come up often now that (from what I hear) major cutbacks are underway in some IT/KM shops. This happens during every recession – and bothered me so much that I wrote a new book The Value of Knowledge to address it:
https://www.youtube.com/watch?v=A791Ujybg5Y&t=5s
In that 10-minute video, there are listed some initial ideas, as well as several free resources that may help you. If you already have the book, it’s all in Chapter 5. Sorry for the commercial pitch but this is honestly the best answer I can give you.
I draw on Drucker and lots of others – but Nick Milton and Patrick Lambe’s Knowledge Manager’s Handbook was especially helpful to me, particularly Chapter 9. Their simple but effective “benefits mapping” technique (which I cite in my own work) is a way to ensure what I call “strategic impact” for knowledge initiatives – i.e., making sure that you measure not only the OUTPUTS of your work, but also the results, OUTCOMES, and impact (as you mention.)
My experience has been that, in general, knowledge professionals are far more comfortable and competent at doing their work than in explaining it to their CFO and CEO at budget cut time. (Or, ideally, long before that.) As an MBA by training, my personal mission is to help them do just that.
I also generally agree with Tom Short’s comments in this thread.
Hope this helps, and good luck,
Tim
TIM WOOD POWELL | President, The Knowledge Agency® | Author, The Value of Knowledge DIRECT/MOBILE +1.212.243.1200 | ZOOM 212-243-1200 SITE www.KnowledgeAgency.com | BLOG www.KnowledgeValueChain.com
From:
<main@SIKM.groups.io> on behalf of Sachin Joshi <sachinjoshi.a@...>
Hello all, this is my first post on this very insightful forum/group.
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Re: Emotions & KM
#emotions
Robert L. Bogue
Trying to catch up on the whole thread at one time…
First, my review of How Emotions are Made is at https://thorprojects.com/blog/archive/2018/10/29/book-review-how-emotions-are-made-the-secret-life-of-the-brain/ You’ll likely note that I’ mot entirely positive about it because I think Barrett interprets things in ways that are contrary to the data at times. However, I have that same problem with other folks too. Most notably Charles Duhig (See https://thorprojects.com/blog/archive/2018/08/06/book-review-the-power-of-habit-why-we-do-what-we-do-in-life-and-business/) In my opinion Emotion and Adaptation (https://thorprojects.com/blog/archive/2019/04/01/book-review-emotion-and-adaptation/) is a much better book about the relationship between reason and emotion – but it’s a bit more obscure.
As for motivators, certainly the carrot and the stick is overdone. You can see that in Deci’s work on intrinsic motivation (https://thorprojects.com/blog/archive/2020/05/04/book-review-why-we-do-what-we-do/ ) and Pink’s interpretation of it in Drive (https://thorprojects.com/blog/archive/2011/07/11/book-review-drive/) More than that Reiss’ work gives us reason to believe that there are 16 basic motivators for people (See https://thorprojects.com/blog/archive/2013/03/29/book-review-who-am-i/) Of course, there’s also Fredrick Hertzberg work from 1968 that explains how motivators work (Hygiene vs. Motivators and the importance of Achievement, Recognition, etc.)
I also would say that fear is a powerful and often hidden motivator. Here I’d look at Amy Edmonson’s work in The Fearless Organization (https://thorprojects.com/blog/archive/2019/06/24/book-review-the-fearless-organization-creating-psychological-safety-in-the-workplace-for-learning-innovation-and-growth/)
Patrick, with all that said, I’d argue that the etymology of the word emotion is about movement. While our current thinking is that emotion means inaction the roots of the word are about creating motion. I personally like affect but do find it less universally understood. It gets even more difficult to address conceptualize if you think about negative and positive affect occurring simultaneously. See this figure from Emotion and Adaptation (referenced earlier) as it refers to Watson and Tellegen’s two-factor structure of affect.
Matt, I think that there’s been a division for a long time between reason and emotion – one that started with Descartes (See https://thorprojects.com/blog/archive/2020/06/22/book-review-descartes-error-emotion-reason-and-the-human-brain/) but I think the intersection is around how we motivate change in people to be more open (and trusting) of sharing what they know in organizations. (See also https://thorprojects.com/blog/archive/2019/07/03/trust-vulnerability-intimacy-revisited/ for more about the role of trust.)
Rob
------------------- Robert L. Bogue O: (317) 844-5310 M: (317) 506-4977 Blog: http://www.thorprojects.com/blog Want to be confident about your change management efforts? https://ConfidentChangeManagement.com Are you burned out? https://ExtinguishBurnout.com can help you get out of it (for free)
From: main@SIKM.groups.io <main@SIKM.groups.io> On Behalf Of
Patrick Lambe via groups.io
Sent: Thursday, October 15, 2020 4:32 AM To: main@SIKM.groups.io Subject: Re: [SIKM] Emotions & KM
Thanks Nimmy. I was thinking some more about the “mobility” that emotions give us, and went back to a term that is often used in the learning domain instead of emotion, and that’s “affect” - Matt is not enthusiastic about the term because he thinks it too technical to be widely understood, but I like it because it implies a disposition toward action that I think is important, and this is not always very clear when we use the language of emotion. We often talk about emotion as something separate from action but which conditions it - like reasoning. We can stew in our emotions and not do anything. “Affect” on the other hand, pretty much demands a course of action.
And if Matt can have “valence”, surely I’m allowed “affect”?
P
Patrick Lambe
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Hello Sachin - this is a topic that comes up frequently in KM, and has been discussed several times on this forum (here is my take on a similar question a few months ago: https://sikm.groups.io/g/main/message/7463). There are a variety of perspectives on it, as I’m sure you will see as responses start coming in to your question here.
My take on it is based on something I read from management guru Peter Drucker. His basic thesis was that knowledge confers two principle benefits to a firm: increased revenue and increased productivity. I would add a third: increased quality (or effectiveness if you like). So what does this tell us as KM practitioners? It tells us that if we want to quantify the benefits of our KM efforts, we should start by looking at business challenges that KM can be applied effectively to that are related to one of the above two (or three categories). Where in the business are we seeing productivity-related challenges? Where do we see a lot of effort being expended, driving cost? Better leveraging expertise or lessons learned is one way KM can help. Where are we feeling the pinch of declining revenues? Is organic growth a priority? KM for innovation is one possible solution. These are just examples of how KM practitioners can think about the client situation they’re facing, and work backwards from a real business issue to a potential KM intervention that might effectively address it. This is the approach I used to good effect on numerous KM client engagements. It worked because I was able to start with a real business issue that I could quantify from the beginning, and then measure any improvement I could make via a KM solution. Good luck with your efforts. -- -Tom -- Tom Short Consulting All of my previous SIKM Posts
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Sachin Joshi
Hello all, this is my first post on this very insightful forum/group.
I am KM consultant in IT organization. We implement and monitor lot of good KM practices in our teams. We also see good benefits of all these, unfortunately showcasing them as quantitative benefits is always a challenge (I am talking about benefits such as reduction in xxxx, improvement in xxxx and so on... not about quantitative KM dashboard data such as no. of SMEs, no. of posts, no. of assets, no. of sessions, etc.). The question which is always asked on KM performance is, what is the benefit. Change in culture, improvement in collaborating, creation of assets, etc. is not an answer to this. since this is just an output but not measure of benefit/success. Can someone share, how we can correlate KM with business benefits OR how can we show return on investment in KM. Thank you.
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Re: Emotions & KM
#emotions
Thank you all, fascinating discussions. My two cents: which comes first: emotions or feelings? And how about making sense of it: the meaning? As communication student, learnt that the meaning of the messege lies with the receiver. Isn't it a universal fact that all governments are unable to read people's mind or conversely people have mistrust about official actions? Why this happens? Is it a case of trust? what determines trust, simply acting on promises? What about fight between ethical or unethical knowledge that has been going on since the dawn of civilization? Hope didn't distract this discussion through my odd questions.
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Re: Emotions & KM
#emotions
Patrick Lambe
Thanks Nimmy. I was thinking some more about the “mobility” that emotions give us, and went back to a term that is often used in the learning domain instead of emotion, and that’s “affect” - Matt is not enthusiastic about the term because he thinks it too technical to be widely understood, but I like it because it implies a disposition toward action that I think is important, and this is not always very clear when we use the language of emotion. We often talk about emotion as something separate from action but which conditions it - like reasoning. We can stew in our emotions and not do anything. “Affect” on the other hand, pretty much demands a course of action.
toggle quoted messageShow quoted text
And if Matt can have “valence”, surely I’m allowed “affect”? P
Patrick Lambe
Partner Straits Knowledge phone: +65 98528511 web: www.straitsknowledge.com resources: www.greenchameleon.com knowledge mapping: www.aithinsoftware.com 
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