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Re: Emotions & KM
#emotions
On Fri, Oct 16, 2020 at 12:45 AM, Matt Moore wrote:
However, if creating a psychologically safe organisation was the most important thing for organisational success, there would be more of them.Maybe. OTOH, most organizations - the miracle of organizations, actually - can get by on mediocrity. Pull employees from the middle of the bell curve, put them into pre-configured jobs, give them a bit a training, and voila - cars get designed and built. So use a bit of stick as needed - can’t hurt anything. But not all organizations can get away with that. Some need truly high-performing individuals who work on high-performing teams. For these teams, psychological safety is central, as Google discovered in their research on high performing teams. https://hbr.org/2017/08/high-performing-teams-need-psychological-safety-heres-how-to-create-it This is, in an odd sort of way, analogous to why most organizations don’t do After Action Learning, even though the military has shown it to be very effective in improving processes and reducing risk. If it’s so effective, why don’t all companies use it? Simple: no one dies in companies in the course of doing their jobs (well, usually). That, coupled with the political risk/fear of calling out your superior for a bad plan of action - which is a central aspect of AAL work - means that the cultural toll of doing it is greater than the perceived potential benefit (incremental process improvement). Just sayin’. -- -Tom -- Tom Short Consulting All of my previous SIKM Posts
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Dana Tessier
Hello, I'm new to this group and excited to get to know more of you!
I’m putting together an edited collection about knowledge management and organizational culture that will explore how these two areas intersect, and ultimately how more KM implementations can be successful by understanding and leveraging components of organizational culture. As more organizations go through digital transformations brought on by remote working, changes in strategy, and technological advances, the need for digital collaboration as a key competency becomes increasingly important. An effective knowledge management strategy can power these digital collaborations but in reality, how do you get your workers to change their behaviours? How to encourage people to share what they learned, especially when it was by failing? It’s clear that organizational culture plays a big part in the success or failure of a knowledge management strategy. ‘Organizational Culture Strategies for Effective Knowledge Management and Performance’ will be published in 2022. The Call for Chapters is open! If you are interested in getting involved in this project, please do not hesitate to reach out. https://www.igi-global.com/publish/call-for-papers/call-details/4896 My hopes for this book are that both academics and practitioners can learn more about how culture and knowledge management intersect so that more knowledge management strategies and implementations can be successful.
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Re: Emotions & KM
#emotions
Robert L. Bogue
Matt –
In my review of 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/, for those not tracking the other thread), I basically mentioned that fear is an inherent part of being human. It’s not possible for an organization to remove all fear from the equation – nor is it their role. It is, however, in their best interests to find a place where fear is minimized and productivity is maximized.
With regard to organizational structure and the systemic use of fear, Fredrick LaLoux’s work in Reinventing Organizations (https://thorprojects.com/blog/archive/2017/06/19/book-review-reinventing-organizations-guide-creating-organizations-inspired-next-stage-human-consciousness/) is good at showing this as an evolution. Observationally and through my other research, I’d support that we’re evolving our management style and that while fear was often used as a mechanism for motivation, it’s a bit unstable and because we’re recognizing that more-and-more it seems to be falling out of favor. Reinforcing this point is the work of Chuck Underwood in America’s Generations (https://thorprojects.com/blog/archive/2016/09/19/book-review-americas-generations-in-the-workplace-marketplace-and-living-room/). While Chuck and I have vastly different styles, his observation of generations across time is intriguing. (As he points out generations are largely based on the country that people live so the applicability across the globe may be limited – but understanding the shift across generations is interesting to me.)
So, I think organizations are changing to use less fear based motivations – and that’s a good thing.
As for fear of reprimands, I think this where we look at how to help/support people into being more wholly human filled with self-efficacy and resilience. When we do this they have a greater capacity for courage. (Courage is not the absence of fear but moving forward in it’s presence.) This greater capacity for courage decreases the need for the organization to be focused on reducing fear.
All this being said, the transition isn’t done. Terri (my wife and partner) and I wrote Extinguish Burnout: A Practical Guide to Prevention and Recovery for The Society for Human Resource Management (SHRM) last year. As we’ve tried to engage others to partner with on the materials we’ve run into two key problems. First, the organizations we’re working with are selling that there’s something broken in the organization that they know how to fix. Second, that burnout is exclusively associated with work. Despite the WHO’s inclusion of burnout as an ICD-10 code which lists it as an occupational phenomenon, it’s not. This is evident even in Frudenberger’s early work on the topic. The problem is a political one between the WHO and the APA and is negatively influenced by Maslach. (I’ll stop there.)
We believe we’re largely unsuccessful in getting employee engagement-type companies to leverage our materials because we don’t blame the company and we’re concerned about helping the person learn about their own self efficacy. For what it’s worth all the materials – including the course – are free until at least December 20th as our gift to the world.
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
Matt Moore via groups.io
Sent: Friday, October 16, 2020 3:45 AM To: main@sikm.groups.io Subject: [SIKM] Emotions & KM - Fear
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
Robert L. Bogue
Matt –
Please don’t get me wrong, no one is perfect, Ekman’s got opportunities to expand his thinking as well. Once you’ve seen Emotion and Adaption let me know what you think. I think another good resources is The Tell-Tale Brain (https://thorprojects.com/blog/archive/2018/08/27/book-review-the-tell-tale-brain-a-neuroscientists-quest-for-what-makes-us-human/)
Re: Motivators – Agreed. What I like about Reiss’ work is it gives us a context for discussing what the motivators are. It’s balanced between too many and too few – for this purpose. As for the different suggestions, I’d use Hertzberg to talk about the things that are the most valuable and Deci to caution about extrinsic rewards where intrinsic are ultimately desired. I agree when people enter into these heated discussions it’s because they’re expressing their beliefs. Most of those are desires but some are likely not. Money for instance… most people believe they’re not motivated by money but others are. So while I realize that people were revealing their beliefs, I’m not sure I’d say all of them were desires.
Re: Holistic view of mind and body – There are many to choose from here. I’ve just finished reading (but haven’t written my notes up yet) Trying Not to Try. It’s a very interesting work tying together various forms of Confucius and his disciples work. Not a bad choice as options go 😉
It sounds like a fun talk.
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
Matt Moore via groups.io
Sent: Thursday, October 15, 2020 8:49 PM To: main@sikm.groups.io Subject: Re: [SIKM] Emotions & KM
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:
-- Matt Moore
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Re: Emotions & KM
#emotions
Nirmala Palaniappan
Lovely post, Matt. Straight from the heart and incisive. This particular statement will remain with me for a long time to come "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." I think this is an aspect that calls for a lot of introspection Regards N
On Fri, 16 Oct 2020, 13:15 Matt Moore, <matt@...> wrote:
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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@...> wrote:
--
Matt Moore M. +61 (0) 423 784 504 matt@...
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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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