• I will practice and reward caring, sharing, and daring — caring for others, sharing what I know, and daring to try new ideas.
  • I will insist on trust, truth, and transparency in all dealings — earning and respecting the trust of others, communicating truthfully and openly, and demonstrating and expecting accountability.
  • I will look for opportunities to help, thank, and praise others.
  • I will eliminate criticism, blame, and ridicule in all interactions with others.
  • Caring — requires empathy, trust; needed to enable sharing and individual push of knowledge
  • Learning — required for individual pull of knowledge
  • Achieving — high performance requires resourcefulness and heavy reliance on knowledge
  • Sharing — active cooperation; requires fair process, openness, transparency.
  • Social Responsibility — an outward extension of all the above values
  • Knowledge reuse is valued over reinvention.
  • Sharing knowledge helps you advance in your career.
  • In the process of innovating, failure is encouraged — as long as the lessons learned are shared so that similar failures are prevented.
  1. Managers regularly inspect, talk about, and directly participate in knowledge sharing and reuse.
  2. All employees belong to and regularly participate in at least one community.
  3. Desired knowledge behaviors are rewarded significantly, regularly, consistently, and visibly.
  4. Time is allowed for knowledge management tasks.
  5. Employee promotions require demonstrated knowledge sharing, and everyone knows this.
  1. All project teams reuse standard, institutionalized knowledge from previous, similar projects.
  2. All project teams submit reusable content to the appropriate repositories at standard milestones.
  3. Knowledge management processes are integrated with standard business processes in a way that is transparent to users.
  4. Proven practices are replicated.
  5. All reusable content is checked for quality, scrubbed to remove confidential data, and provided in standard formats.
  1. It is easy for any question to be asked or any problem to be posed such that a useful answer or solution is provided rapidly, regardless of the location of the requestor, the time of day, or the nature of the request.
  2. Useful information is delivered to users when they need it based on the work that they are doing.
  3. Information flows are automated between all systems and tools so that no data needs to be re-entered.
  4. Users can access the knowledge they need even if they are not connected to the network.
  5. All teams collaborate using team spaces.
  • Challenge: They think they have no time for knowledge sharing.
  • Solution: Embed knowledge-sharing into the basic work and processes of your organization so that it is not viewed as a separate task which can be avoided.
  • Challenge: They are worried that sharing their knowledge will allow other people to be rewarded without giving credit or something in return, or result in the misuse of that knowledge.
  • Solution: Reward people on team goals, and nurture communities within the organization to create an environment of trust.
  • Challenge: They hoard their knowledge waiting for someone to beg them for it, treat them like a guru, or give them something in return.
  • Solution: Recognize, reward, and promote those who share their knowledge, while denying promotions to those who fail to do so.
  • Challenge: They don’t think they need to spend time on knowledge sharing. Leadership has not made a strong case for knowledge sharing.
  • Solution: Set specific knowledge-sharing goals for employees and communicate them repeatedly through many different channels. Have the senior executive communicate regularly on knowledge sharing expectations, goals, and rewards.
  • Challenge: They are unclear about how and where to share their knowledge. They have not received training and communications on how to share knowledge.
  • Solution: Develop, deliver, and make available on-demand training which makes it clear how to share knowledge, including links to the relevant tools and systems. Regularly communicate and conduct webinars and knowledge fairs. Web-based training should be available for all tools.
  • Challenge: Leadership has not established and communicated clear goals for knowledge sharing.
  • Solution: Establish and communicate clear knowledge-sharing goals.
  • Challenge: They have received training and communications but don’t believe what they are being asked to do will work.
  • Solution: The KM leaders, knowledge assistants, and other members of the KM team have to convince people in small groups or one-on-one by showing them that it does work.
  • Challenge: They are used to working on their own or collaborating only with a small group of trusted comrades and believe this is the best way.
  • Solution: Regularly share stories of how others are benefiting from sharing knowledge using the recommended ways. This should help sway those stuck in their current ways to consider using better ways.
  • Challenge: They believe that there are higher-priority tasks than knowledge sharing.
  • Solution: Get all first-level managers to model knowledge-sharing behavior for their employees, and to inspect compliance to knowledge-sharing goals with the same fervor as they inspect other goals.
  • Challenge: They receive no rewards, recognition, promotions, or other benefits for sharing knowledge.
  • Solution: Implement rewards and recognition programs for those who share their knowledge. For example, award points to those who share knowledge, and then give desirable rewards to those with the top point totals.
  • Challenge: They are sharing knowledge differently than the recommended ways (e.g., sending email to trusted colleagues or distribution lists).
  • Solution: Assign people to work with each community and organization to show them how to use the recommended ways and how they work better than other ways. Providing a new tool or process which is viewed as a killer application — it quickly and widely catches on — is the best way for the old ways to be replaced with new ways.
  • Challenge: They hoard their knowledge and thus get people to beg for their help, or they receive rewards, recognition, or promotions based on doing other tasks.
  • Solution: Work with all managers in the organization to encourage them to reinforce the desired behaviors and stop rewarding the wrong behaviors.
  • Challenge: As a result of spending time on knowledge sharing, they don’t achieve other goals which are more important to the organization.
  • Solution: Align knowledge-sharing processes and goals with other critical processes and performance goals.
  • Challenge: They are afraid that if they share knowledge, they will lose their status as a guru (no one will have to come begging to them at the time of need), or that they will not achieve other more important goals.
  • Solution: Position knowledge sharing as being a critical success factor for the organization.
  • Challenge: Knowledge sharing is not one of their performance goals, or it is a goal which is not enforced.
  • Solution: Work with all first-level managers to get them to implement, inspect, and enforce knowledge-sharing goals. This needs to come from the top — if the leader senior executive insists on it and checks up on compliance, it will happen.
  • Challenges: They are not allowed to spend time sharing knowledge, they don’t have access to systems for knowledge sharing, or they don’t have strong English language skills for sharing with those outside of their country.
  • Solutions: Embed knowledge sharing into normal business processes. Provide ways to collaborate when not connected (e.g., using email for threaded discussions). Encourage those with weak English skills to share within their countries in their native languages.

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Knowledge Management Author and Speaker, Founder of SIKM Leaders Community, Community Evangelist, Knowledge Manager https://sites.google.com/site/stangarfield/

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Stan Garfield

Stan Garfield

Knowledge Management Author and Speaker, Founder of SIKM Leaders Community, Community Evangelist, Knowledge Manager https://sites.google.com/site/stangarfield/

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