The knowledge creation process includes inventing and innovating new concepts, approaches, methods, techniques, products, services, and ideas that can be used for the benefit of people and organizations.
Creating new products and services, coming up with new ideas to try out, and developing innovative methods and processes can help transform an organization, industry, or a nation. Generating new sources of customer demand, stimulating personal and organizational growth, and rethinking the existing rules of the road can help an organization develop, thrive, and endure. Failure to do so may lead to stagnation, decay, or death.
Knowledge management can help trigger the…
Methodologies are policies, rules, techniques, and procedures that prescribe how work is to be performed and provide proven ways to do it successfully.
Once a process has been used successfully to accomplish a desired result, it can be codified to allow it to be repeated. In some cases, reusing the process is so beneficial that it is becomes a prescribed policy which must be followed. Policies define what tasks must be followed in specific situations, and procedures provide the details on how these tasks are to be performed. …
Incentives and rewards are programs designed to encourage compliance with goals, improve performance against metrics, and increase participation in KM initiatives.
These can include performance ratings, salary increases, promotions, promotion requirements, tangible rewards, recognition, competitive rankings, badging, and gamification
There are several differing schools of thought on whether or not to provide special rewards for desired knowledge behaviors. One school holds that incentives can yield short-term results when introducing a change initiative, but that the effects wear off over time. Another is that people will manipulate such programs to gain the rewards without achieving the desired results (e.g., submit lots…
This is the 68th article in the Profiles in Knowledge series featuring thought leaders in knowledge management. Dennis Pearce is a knowledge management and social business/collaboration strategist with extensive experience in engineering, manufacturing, IT, strategic planning, process improvement, and change management. He is currently the Online Communities and Collaboration Strategist for Start Early in Greenville, South Carolina. Previously he was the Enterprise Knowledge Architect for Lexmark International in Lexington, Kentucky, focusing on internal and external collaboration strategies and systems.
Dennis has been a member of the SIKM Leaders Community since 2009. He recently led a peer assist and discussion on…
KM goals and measurements include targets included in employee performance plans and metrics to track performance against those goals and other operational indicators.
Each member of the organization should have three simple knowledge-related goals that are easy to remember, straightforward to measure, and consistent with the top 3 objectives. You should define personal goals, organizational targets, how employees will be measured, and how progress will be reported.
Once you have defined three basic goals for employees, stick to them for at least a year. Have the senior executive communicate the goals to everyone in the organization. Report progress against the…
User assistance and knowledge help desks are people and processes that provide support to users via phone, email, chat, enterprise social network (ESN), and screen sharing.
This includes tool consulting, finding reusable content, connecting to knowledge sources, process support, training, communication, and other assistance.
In addition to the tasks described in KM User Assistance: The Knowledge Help Desk, user assistants participate in ongoing training and communications. They host webinars. They help people with training. They communicate information on a regular basis to employees. …
Knowledge Management communications are ways ofinforming current and potential users about progress in the KM initiative through websites, team spaces, portals, wikis, forums, conference calls, blogs, newsletters, distribution lists, and links.
Timely communications are critical to successfully introducing a new KM initiative and to keeping the organization informed on implementation progress. Some information needs to be communicated repeatedly, since you won’t reach everyone at any one time, and some people won’t pay attention even if you do reach them. So create a communications plan with both new and recycled elements to introduce new developments and remind about existing ones.
Documentation includes user guides, manuals, and help files that allow users to read about what is expected of them, the people, processes, and tools available to them, and how to use all of these to share, innovate, reuse, collaborate, and learn.
Complete and effective documentation supports training, communications, and user assistance. It is a good way to demonstrate knowledge sharing and reuse, and allows users to learn about all elements of a KM program.
The types of documentation to provide include big picture documents, user’s guides, administrator’s guides, policies and procedures, and knowledge sharing documents. …
KM Training includes classroom courses, self-paced courses, and recorded webinars that allow users to learn what is expected of them; the people, processes, and tools available to them; and how to use all of these in order to share, innovate, reuse, collaborate, and learn.
For details on developing a KM training plan, see KM Initiatives Require a Training Strategy.
Here are examples of plans for three specific courses.
Communities are groups of people who share an interest, a specialty, a role, a concern, a set of problems, or a passion for a specific topic.
Community members deepen their understanding by interacting on an ongoing basis, asking and answering questions, sharing their knowledge, reusing good ideas, and solving problems for one another.
Communities should be part of any KM program. Connecting people is fundamental to getting knowledge flowing, and communities are an important way of doing so.
Here are five keys for a successful community of practice: