Date   

Re: Quantitative analysis of trust and/or psychological safety on knowledge sharing #trust

Tim Powell
 

The whole area of “knowledge sharing” KS is being re-examined as we speak.  Most everyone wants to share knowledge – up to, but not beyond, the perimeter where to do so would be counter-productive, or worse.  Trouble is, that boundary is highly permeable.  And dynamic – as networks are living organisms, people come in and out of them.

 

As you know, documents from Facebook’s internal KS system were recently "shared” with Wall Street Journal, where they became front-page news, with significant and ongoing adverse repercussions for Facebook.  Late last week Facebook began implementing restrictions on these internal discussions.  Unfortunate, perhaps -- but to be expected, given the circumstance.

 

Having myself come from a background in market/competitive intelligence, I find the whole idea of KS as risky as it is powerful.  To be used only with great care and awareness...

 

tp

 

TIM WOOD POWELL | President, The Knowledge Agency® | Author, The Value of Knowledge |

New York City, USA  |  TEL +1.212.243.1200 | 

SITE KnowledgeAgency.com | BLOG TimWoodPowell.com |

 

 

From: <main@SIKM.groups.io> on behalf of Stan Garfield <stangarfield@...>
Reply-To: "main@SIKM.groups.io" <main@SIKM.groups.io>
Date: Friday, October 15, 2021 at 7:55 AM
To: "main@SIKM.groups.io" <main@SIKM.groups.io>
Subject: Re: [SIKM] Quantitative analysis of trust and/or psychological safety on knowledge sharing

 

The Google article links to an article by Amy Edmonson, who has written a book on psychological safety and is the subject of my recent profile.


Re: Fishbowl Session: Measuring Successful Knowledge Sharing #methods #webinar #metrics #knowledge-sharing

 

Hi Dan, 

Great initiative, if t's 3. How KM can help combine or leverage subject matter knowledge from several different domains to address one problem
 
then i'd like to volunteer. 

Thank you
Rachad


Fishbowl Session: Measuring Successful Knowledge Sharing #methods #webinar #metrics #knowledge-sharing

Dan Ranta
 

Dear All - I would like to facilitate a 60-minute Fishbowl Session prior to the end of this calendar year.  This will be with two main objectives:  1) to share the fishbowl facilitation technique; and 2) to take one of the recent engaging SIKM discussions and delve further into it.  Many of you have probably facilitated or participated in (as "fish" or observers) a fishbowl session.  In the last few months, I have had the pleasure in my capacity as a consultant for the IOM (International Organization for Migration - a branch of the U.N.) to facilitate several fishbowl sessions.  They tend to be a nice way to conduct a tacit knowledge exchange, while deepening insights in the flow of the session.  

To make this happen, I need help from you.  I need two things:  1) your ideas / votes on what recent discussion to focus on; and 2) ~Four volunteer "fish" to enter the fishbowl.  The candidate discussions to explore further are below (we will select one of these only).  You can share your ideas with me via the SIKM discussion or via my email - danieleranta@....

Candidate Discussions:


If interested in volunteering to be a "fish" in the session - please let me know also.  For example:  "if it's KM Platforms, I would like to volunteer."  Apologies in advance, the session can only accommodate 3 to 5 "fish." 

Thanks, Dan

*************************************************
  • Fishbowl conversations are a form of dialog that was born in what is known as unconferences, also known as participant-driven meetings that try to avoid standard conference formats such as presentations followed by Q&A sessions.  A fishbowl conversation is used when discussing topics within large groups as several people can join the discussion and this allows everyone to participate in the chat.  They can be done face-to-face or virtually.
  • An advantage of a fishbowl conversation is that it shortens distances between the speakers and the audience and is useful for larger groups.  The focus is all on the conversation that emerges as the participants are the custodians and curators of the conversation.  The initial questions for a compelling discussion need to be accurately prepared as well as the conversation starters, which must be carefully picked- participants must know how to listen before speaking.  
  • The success of the fishbowl is dependent on the moderator who ensures that individuals, either those beginning in the fishbowl or joining the discussion at a later time, do not dominate the talk or take it off track.  Fishbowls are not meant to reach consensus but instead generate an intimate and spontaneous conversation used for building dialogue between participants.  Also, the open-ended questions are meant to explore what was not known before.
END

--
Daniel Ranta
Mobile:  603 384 3308


Re: Benchmark on KM organisational structure #governance

John Hovell
 

Fun to see a question bringing together Org Design, Org Development and KM, thanks for asking Tami! From an org design and process perspective, we tend to still use the Jay Galbraith STAR model (starting with strategy and related interactive exercises, dialogues, decisions), but certainly there are many other org design approaches as well. Org structure is one element of org design, and its lovely to see when KM is part of the process, whether its specifically designing a KM structure, or embedding KM into any org design/structure…

 

Hope that’s supportive! Keep us updated? 😊

John

 

From: main@SIKM.groups.io <main@SIKM.groups.io> On Behalf Of Robert M. Taylor via groups.io
Sent: Monday, October 18, 2021 10:54 AM
To: main@SIKM.groups.io
Subject: Re: [SIKM] Benchmark on KM organisational structure #governance

 

Tami, Stan's answer and others' give you some great background. What I would add is that it should be like any other organisational decision. In one case where I was asked to do something similar the primary questions were about the business and customer (int/ext) need (as-is, to-be) including the outputs, services, locations, workload etc. Then you can determine the likely skills, processes, capabilities etc. Then a comparison to what was available in that space already and some options for what should be in a defined team vs distributed to other teams and individuals ... and so on. I do agree it's very helpful to have some background on what KM has been and what KM has been like at different places, but make sure you design this for the particular context - - not least because there are many things that KM could be/R


Re: Benchmark on KM organisational structure #governance

Robert M. Taylor
 

Tami, Stan's answer and others' give you some great background. What I would add is that it should be like any other organisational decision. In one case where I was asked to do something similar the primary questions were about the business and customer (int/ext) need (as-is, to-be) including the outputs, services, locations, workload etc. Then you can determine the likely skills, processes, capabilities etc. Then a comparison to what was available in that space already and some options for what should be in a defined team vs distributed to other teams and individuals ... and so on. I do agree it's very helpful to have some background on what KM has been and what KM has been like at different places, but make sure you design this for the particular context - - not least because there are many things that KM could be/R


Re: Benchmark on KM organisational structure #governance

Stan Garfield
 

On Mon, Oct 18, 2021 at 06:09 AM, Tami Dubi wrote:
I am looking for KM organizational structures for startup global companies with about 500-1000 employees. I would appreciate your inputs and experience as we are thinking on a future KM structure.
Tami, these previous threads may be useful:


Re: Benchmark on KM organisational structure #governance

Mohammad Hasanzadeh
 

Tami,
I have designed a KM organizational structure for an enterprise a couple of years ago, I will try to share it with you.
KM structure in an enterprise mostly depends on the structure of the main organization. If you are an organization with a distributed structure, you will require a different KM structure than a centralized one. This is the case аlsо on the organizational hierarchy.
So, you may commence by a perception phase to define core attributes of your organization, then you will be able to decide on the KM structure!
Best wishes
Mohammad


On Mon, Oct 18, 2021 at 1:39 PM Tami Dubi <tamidubi@...> wrote:
Hi everyone,
I am looking for KM organizational structures for stat-up global companies with about 500-1000 employees. I would appreciate your inputs and experience as we are thinking on a future KM sturcture. 
Thanks 
And have a great week. 
Tami



--
With best wishes
====================
Mohammad Hassanzadeh (Ph.D.)
Professor, Knowledge and Information Science (Knowledge Management)
Vice-Chancellor for Research and Technology Affairs, Faculty of Management and Economics, TMU
Editor-in-chief, Journal of Information Management. stim.qom.ac.ir
Editor-in-chief, International Journal of Digital Content Management (IJDCM). dcm.atu.ac.ir
Managing editor, International Journal of Knowledge Processing Studies (IJKPS) kps.artahub.ir 
Managing editor, International Journal of Learning Spaces Studies (IJLLS) lss.artahub.ir 
Head and Faculty member, Knowledge and Information science Dept.
Faculty of Management and Economics
Tarbiat Modares University, Tehran, Iran
Knowledge Management Senior Consultant


Re: Benchmark on KM organisational structure #governance

Douglas Weidner
 

Tami,

It may seem to be a simple or even obvious thought, but a fundamental one. 
You need to have an informed sense of what you expect a KM organization and applications to do for you.

For instance, do you have a few KM Applications in mind, based on the applicability of certain KM initiatives 
Such an analysis would help define the skills of at least some of your KM team.

However, more fundamentally, do you envision KM as just being the sum of a few such proven and worthy applications, 
or do you envision much more of an organization wide transformation into the K Age?

The answers to such questions will do much to help you formulate a way forward.

Douglas Weidner
Exec Chairman/Chief CKM Instructor
KM Institute

On Mon, Oct 18, 2021 at 6:09 AM Tami Dubi <tamidubi@...> wrote:
Hi everyone,
I am looking for KM organizational structures for stat-up global companies with about 500-1000 employees. I would appreciate your inputs and experience as we are thinking on a future KM sturcture. 
Thanks 
And have a great week. 
Tami


October 2021 SIKM Call: Tim Powell - The Value of Knowledge #value #monthly-call

Stan Garfield
 

This is a reminder of tomorrow's monthly call from 11 am to 12 noon EDT. Note that the US is still on Daylight Savings Time.

  • October 19, 2021 SIKM Call: Tim Powell - The Value of Knowledge: A quick flyover, and introducing Knowledge Resources Management (KRM)
  • Slides
  • For online chat, use the group chat in FreeConferenceCall.com.

SIKM Leaders Community Monthly Call

  • Where: (712) 770-4035 (US and Canada) Passcode 178302
  • International Dial-in Numbers
  • You can join online using your computer’s speakers and microphone at http://join.freeconferencecall.com/stangarfield
    - Online Meeting ID: stangarfield
  • If you join online, be sure to click on the phone icon and then choose your audio preference.
  • Please don't turn on video - this increases the size of the recording ten times.
  • If you have problems connecting, call customer service at 844-844-1322.
  • Occurs the third Tuesday of every month from 11:00 AM to 12:00 PM Eastern Time (USA)
  • Community Site 
  • Slides - There is no live screen sharing - you follow along by advancing the slides yourself.
  • Previous Calls
  • Future Calls
  • Calendar


Benchmark on KM organisational structure #governance

Tami Dubi
 

Hi everyone,
I am looking for KM organizational structures for stat-up global companies with about 500-1000 employees. I would appreciate your inputs and experience as we are thinking on a future KM sturcture. 
Thanks 
And have a great week. 
Tami


Practicality of KM for Meteorological Forecasting #question

 

I am helping the KM implementation endeavors' of the National Metrology Agency of Ethiopia.

how do you guys see the practicality of KM for Meteorological Forecasting?



Ashenafi Abera,

Certified Management Consultant

At Ethiopian Management Institute.

Senior Lecturer and

Ph.D. Student at the University of South Africa. 

Cell Phone: +251 912 16 21 08

 




On Friday, October 1, 2021, 08:36:58 PM GMT+3, Mohammad Hasanzadeh <hzadehm@...> wrote:


Douglas,
Your methodology sounds good, in my view, because it combines several techniques. Know-how knowledge always requires field experience, and apprenticeship to be transferred. However, know-why, know-what, and even know-where knowledge is transferred through discussion and training courses. 
Your emphasis on a blended framework seems to be applicable in many organizations. 
Moahmmad

On Fri, Oct 1, 2021 at 8:14 PM Douglas Weidner <douglas.weidner@...> wrote:
Hi Mohammad, et al

On the topic of exit interviews. There are much better solutions: both mentoring, and knowledge transfer and retention techniques (KT&R).
It was long thought that exit interviews were essential for many reasons, but they don't fully satisfy critical knowledge transfer needs...too late, and too little time, often only two weeks.

Mentoring during a person's tenure is better - about six times better in terms of transferring CRITICAL knowledge.

At the KM Institute (KMI) we teach a Certified Knowledge Specialist (CKS) course called Knowledge Transfer and Retention (KT&R) (Continuity could be added as well for extra clarity of purpose). 

That technique has become one of our most popular post CKM specialty courses, because it is about 1.5x times more effective than mentoring in transferring critical knowledge, and it has many other advantages as well. For example, KT&R is typically one-on-many (5 - 10) vs typically a one-on-one approach with mentoring.

Our description of an organization that probably needs KT&R is: 
Situation: Loss of expert (critical) knowledge due to retirement, turnover, role changes or downsizing. 
Goals: Capture and/or retain expert knowledge, which is being lost due to retirement or high turnover. 

This KM technique (or strategic application), has been proven to work, substantiated by university research, but confirmed as well by hundreds of graduates who have implemented KT&R.

We even use it in our Instructor Train-the-Trainer Programs, where we Rethink Learning.

We are using it now as we implement our HYBRID KM Learning Approach.
To us, HYBRID means not just F2F and virtual, or other such integrated delivery alternatives, but the combination of the English-language KMBOK   

Douglas Weidner
Chief CKM Instructor
KM Institute

On Fri, Oct 1, 2021 at 3:14 AM Mohammad Hasanzadeh <hzadehm@...> wrote:
Great!
An amalgam of so many factors affect the productivity of human resources. Their mental and social situation, internal and external relationships, and even their perspective on the future are crucial to how they think of the organization and to what extent they do their best.
This is the case on the knowledge sharing as well. People always see their knowledge and experience as their intellectual property and share it only in the situation that everything is encouraging.
Some times in some organizations an initiative so called exit interview was carried out. I was skeptic of that, because I believed that people who are leaving their workplace are not in that mood. They would be reluctant and even unable to remember their past experiences.
So, I proposed a work-long knowledge retention and knowledge sharing. As a result, individuals as building blocks of the organizations need to be supported and nurtured to fulfill their responsibilities and have an intention to share their lived experiences.
Mohammad


--
With best wishes
====================
Mohammad Hassanzadeh (Ph.D.)
Professor, Knowledge and Information Science (Knowledge Management)
Vice-Chancellor for Research and Technology Affairs, Faculty of Management and Economics, TMU
Editor-in-chief, Journal of Information Management. stim.qom.ac.ir
Editor-in-chief, International Journal of Digital Content Management (IJDCM). dcm.atu.ac.ir
Managing editor, International Journal of Knowledge Processing Studies (IJKPS) kps.artahub.ir 
Managing editor, International Journal of Learning Spaces Studies (IJLLS) lss.artahub.ir 
Head and Faculty member, Knowledge and Information science Dept.
Faculty of Management and Economics
Tarbiat Modares University, Tehran, Iran
Knowledge Management Senior Consultant



--
With best wishes
====================
Mohammad Hassanzadeh (Ph.D.)
Professor, Knowledge and Information Science (Knowledge Management)
Vice-Chancellor for Research and Technology Affairs, Faculty of Management and Economics, TMU
Editor-in-chief, Journal of Information Management. stim.qom.ac.ir
Editor-in-chief, International Journal of Digital Content Management (IJDCM). dcm.atu.ac.ir
Managing editor, International Journal of Knowledge Processing Studies (IJKPS) kps.artahub.ir 
Managing editor, International Journal of Learning Spaces Studies (IJLLS) lss.artahub.ir 
Head and Faculty member, Knowledge and Information science Dept.
Faculty of Management and Economics
Tarbiat Modares University, Tehran, Iran
Knowledge Management Senior Consultant

--
Ashenafi Abera,
Principal Management Consultant, Director, PPP Capacity Building, Knowledge Management,
and Communication and Lecture @ AAU
+251 912 16 21 08


Re: Quantitative analysis of trust and/or psychological safety on knowledge sharing #trust

Stan Garfield
 
Edited

The Google article links to an article by Amy Edmondson, who has written a book on psychological safety and is the subject of my recent profile.


Re: Quantitative analysis of trust and/or psychological safety on knowledge sharing #trust

 

This isn’t on k sharing per se, but is about psychological safety and team effectiveness. Well-researched piece of work, from Google. https://rework.withgoogle.com/print/guides/5721312655835136/


--
-Tom
--

Tom Short Consulting
TSC
+1 415 300 7457

All of my previous SIKM Posts


Re: Quantitative analysis of trust and/or psychological safety on knowledge sharing #trust

Stephen Bounds
 

Hi Rob,

One of my pet topics of interest! We've covered this a number of times on RealKM. Here are a couple to get you started:

There is definitely good evidence of a positive association, but only a weak one to date. My suspicion is that we need to get better at isolating confounding factors to nail down conditions to maximise its effectiveness.

Cheers,
Stephen.

====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 15/10/2021 8:22 am, Robert L. Bogue wrote:

Friends –

 

I think that all of us here realize that psychological safety and trust are mitigating factors for the degree of knowledge sharing that happens in an organization.  I was looking to find some research on the topic to see if anyone had been able to quantify the relationship (even with caveats and limitations).   I’m trying to find a way to express the importance beyond just saying that it’s important – but I’m struggling to find a resource that articulates the relationship in a way that I expect would resonate with others. 

 

Has anyone seen any research on this topic?

 

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)

 


Re: Hidden Seams: Auditing Knowledge, Information & Communication - 25 November 2021 #webinar #audit

Matt Moore
 

Hi Dennis - The plan is to record (technology willing)

On Fri, Oct 15, 2021 at 12:27 AM Dennis Pearce <denpearce@gmail.com> wrote:

Will this be recorded? 2 AM ET is a little too late for me (or maybe it's too early?).

Dennis Pearce
--
Matt Moore
M. +61 (0) 423 784 504
matt@innotecture.com.au


Quantitative analysis of trust and/or psychological safety on knowledge sharing #trust

Robert L. Bogue
 

Friends –

 

I think that all of us here realize that psychological safety and trust are mitigating factors for the degree of knowledge sharing that happens in an organization.  I was looking to find some research on the topic to see if anyone had been able to quantify the relationship (even with caveats and limitations).   I’m trying to find a way to express the importance beyond just saying that it’s important – but I’m struggling to find a resource that articulates the relationship in a way that I expect would resonate with others. 

 

Has anyone seen any research on this topic?

 

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)

 


Re: Hidden Seams: Auditing Knowledge, Information & Communication - 25 November 2021 #webinar #audit

Mohammad Hasanzadeh
 

Great!
Thanks for sharing. Knowledge audit is an important part of knowledge management and a multi-disciplinary approach can improve it. 
With Best Regards
Mohammad


On Thu, Oct 14, 2021 at 1:17 PM Matt Moore <matt@...> wrote:
More info & RSVP:
https://www.meetup.com/Information-Innovation-UTS/events/281418241/

The disciplines of knowledge management, information management and
corporate communications have all developed tools to assess
organisations, often known as “audits”. While these techniques have
developed separately, and have had different histories and drivers,
they often overlap in the behaviors they target and techniques they
use. This session investigates:
- How the the traditions of communication, information and knowledge
audits developed
- Similarities and differences between them
- What practitioners from these different disciples can learn from each other

Patrick Lambe is a globally recognised knowledge management
practitioner who was originally trained in Information and Library
Science. He arrived in KM via a second career in training and
development, and has been based in Singapore for three decades.
Patrick is the author of Organising Knowledge: Taxonomies, Knowledge
and Organisation Effectiveness (Oxford: Chandos 2007), and co-author
with Nick Milton of The Knowledge Manager's Handbook 2nd ed. (London:
Kogan Page 2019), which won CILIP UK's Knowledge and Information
Management Award 2019 - Information Resources Print Category. Patrick
is currently working on a major book on Knowledge Auditing and
Knowledge Mapping.

Stephen Bounds is an Information and Knowledge Management Specialist
with a wide range of experience across the government and private
sectors. He is Executive, Information Management at Cordelta, a
professional services firm based in Canberra, Australia. With over 20
years of experience in delivering Information Management, Knowledge
Management and Information Technology solutions, Stephen has a
sophisticated understanding of technology tools and platforms,
including how to avoid common pitfalls and maximise organisational
benefits. He is an active participant on global KM community lists,
and a passionate advocate for evidence-based and reason-based
practice.

More speakers to be announced!







--
With best wishes
====================
Mohammad Hassanzadeh (Ph.D.)
Professor, Knowledge and Information Science (Knowledge Management)
Vice-Chancellor for Research and Technology Affairs, Faculty of Management and Economics, TMU
Editor-in-chief, Journal of Information Management. stim.qom.ac.ir
Editor-in-chief, International Journal of Digital Content Management (IJDCM). dcm.atu.ac.ir
Managing editor, International Journal of Knowledge Processing Studies (IJKPS) kps.artahub.ir 
Managing editor, International Journal of Learning Spaces Studies (IJLLS) lss.artahub.ir 
Head and Faculty member, Knowledge and Information science Dept.
Faculty of Management and Economics
Tarbiat Modares University, Tehran, Iran
Knowledge Management Senior Consultant


Re: How do you measure successful knowledge sharing? #metrics #knowledge-sharing #value

Valdis Krebs
 

Jasper,

We have done SNA/ONA projects in large/medium/small orgs, both for-profit, NGO and Govt since the late 1990s.  Visit our web pages for write-ups of various projects — not all clients want their projects shared.


This article, which showcases many clients,  seems to be the most popular amongst both practitioners and academics…


We have trained/mentored > 1000 internal/external analysts/consultants in the practice/application of SNA/ONA.

Enjoy!

Valdis


Valdis Krebs
Orgnet, LLC
http://orgnet.com/about.html
valdis@...
+1 440 331 1222




Re: How do you measure successful knowledge sharing? #metrics #knowledge-sharing #value

Paul McDowall
 

Hi Jasper,

My apologies for not replying sooner.  I was offline for a while.

 

I will share a good example from my experience although I cannot give you the specific details of the organization.  At one organization I launched and moderated a CoP on the topic of Project Management (PM).   There were of course additional elements and factors involved in this specific case which I have not included.  I'm attaching a note that describes what some of the ‘evaluation’ framework looked like for that CoP.  It was a highly effective CoP and it continued to have a very useful impact in the organization long after I moved on. 

I hope this is helpful.  Feel free to ask other questions if desired.
Best
Paul

Know How Works
Ottawa


Re: Hidden Seams: Auditing Knowledge, Information & Communication - 25 November 2021 #webinar #audit

Dennis Pearce
 

Will this be recorded?  2 AM ET is a little too late for me (or maybe it's too early?).

Dennis Pearce

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