Stop model - Knowledge sharing
Download as PPT, PDF9 likes2,720 views
The document discusses the psychological contract of knowledge sharing in technological organizations. It argues that knowledge sharing is a natural act for both animals and humans, as sharing knowledge provides collective benefits. However, four levels of restraining forces can inhibit knowledge sharing in organizations: social, technological, organizational, and personal. At the personal level, barriers include ignorance of one's own knowledge and lack of reflection. To overcome these barriers and encourage more natural knowledge sharing, the document recommends clarifying mutual obligations, ownership of knowledge, and learning duties in the psychological contract between employees and the organization.
Stop model - Knowledge sharing
- 1. The Psychological Contract of Knowledge Sharing ( KS ) in technological organizations Dr. Ora Setter Faculty of Management – Tel Aviv U
- 2. Overview What is a Psychological Contact Knowledge Management model Is KS a natural act? The STOP model Changing the KS psychological contract
- 3. Psychological Contract Perception of mutual obligations between employee and organization Old contract : relationship ( loyalty for security ) - covenant New contract : transactional – balance sheet
- 4. The new, agile organization Solutions driven ( not product or service ) Inside teaming – multifunctional, networked, virtual, ad - hoc teams as a structure Outside alliances – coopetition Ever changing and self reinventing Knowledge based
- 5. ORGANIZATIONAL CONTEXT CONTENT TECHNOLOGY PROCESSES BUSINESS STRATEGY ORGANIZATIONAL CULTURE AND POLITICS TECHNOLOGICAL TRANSPARENCY KM STRATEGY: REUSE OR INVENTION
- 6. Is KS natural? Traditional attributions about barriers to KS : “ What ’ s in it for me ” “ Knowledge is power ” “ The culture ” = Knowledge hoarding is the rule “ altruistic ” KS is the exception – you have to “ change ” people so as to engage in it
- 7. “ Sharing and using knowledge are often unnatural acts ” Thomas Davenport, - Some principles of knowledge management
- 8. Lets go to nature …
- 9. Ks is natural - animals do it KS is essential to specie survival : It is a natural act . Animals communicate with each other to share information and behave in ways that benefit other members of the group at some cost or risk to themselves
- 10. WHY? Because they gain collectively by acquiring information about : food and other resources Reproductive advantages Shelter and space . And by Avoiding physical and other small hazards competitors predators or other large dangers .
- 11. … And people do it by Teaching Writing Storytelling Mentoring Asking questions Playing Preaching Talking Gossiping Criticizing Modeling Answering questions Creating cultural artifacts
- 12. Because .. People like to see their knowledge and expertise used People like to help their colleagues People want to learn from others People get good feeling from the recognition and respect they get O ’ Dell & Grayson – If only we knew what we know
- 13. So … If it is so natural for us to share knowledge And it is unnatural for us not to share … How come We do not do it? Why do we have problem with organizational KS?
- 14. Force field ( Kurt Lewin ) Restraining Forces Driving Forces
- 15. The “ stop ” model Restraining Forces to KS arise from four levels : Social Technological Organizational Personal Focus of this presentation – on the knowledge sharer
- 16. Social Barriers Knowledge defines who is “ in ” and who is “ out ” : it is both cause and effect of social segmentation : To be “ in ” you have to be “ in the know ” To be “ in the know ” you have to be “ in ”
- 17. Why? Survival Predictability and certainty Dealing with Cognitive complexity Ease and comfort
- 18. Result : People will share knowledge only with their “ in - group ” members . Is the whole organization the “ in - group ” entity, or - departmental / hierarchical level / professional membership? How to overcome mergers? Whole parts
- 19. Research finding show that In 250+ employees ’ organizations – weak holistic we - feeling Proximity is essential for group identity Departmental membership is the strongest “ glue ” for inclusion feeling People will share with peers as a duty, with others - discretionally
- 20. To Overcome the Social Barriers We Need to Encourage the holistic view of the organization - news and information about mission, vision, strategy, plans, actions, and people, and by culture artifacts Encourage as many different cross - organizational affiliations as possible – f2f and virtual teams and communities Add translation capabilities Define who is the enemy - the “ them ” Encourage inside benchmarking Encourage TRUST
- 21. Technological Barriers “ Technology reflects its ’ developers and influences its ’ users ” Although the I * Net technology is the friendliest of all IT platforms – it was developed by “ techies ” is not yet “ transparent ” to most users
- 22. Why? The problem of “ media efficacy ” People do not “ think intranet ” Accessibility, Ease of use : down times, slow response time, broken links and streamlines Problems of transparency and privacy Overload of “ garbage ” information and not good enough search bots
- 23. Results KS is mediated through opaque technology, so : It takes time and effort to share knowledge, the process is not natural, and it ’ s easy to back off
- 24. Overcome the technological barriers KISS !!!! Adjust applications to bandwidth and hardware – and to computer efficacy and culture Design and build KS applications with joint teams of technology, content and process professionals Support systems and informal areas Train, teach, promote, show, ask, cajole force, order, beg, show, tempt …
- 25. Organizational Barriers Culture, culture, culture … No organizational Sharing Space Tangible and not tangible Organizational Knowledge ideology : Markets Covenants
- 26. Culture Information or technical focused ( not people ) Centralistic Bureaucratic, stable, inflexible Hierarchic Strict division of labor Rational - productivity and efficiency driven Structure and procedures discourage challenging paradigms
- 27. Organizational space “ How can an organization transfer knowledge effectively? Hire smart people and let them talk to one another ” Need for emotional, physical and temporal space, legitimacy for “ sharing activity ” , contrary to “ don ’ t waste time ” We are punished for doing KS
- 28. Solutions : Knowledge cafe Talk room – actual and virtual Knowledge fair Open forums and chats Communities of action “ icq ” , “ odigo ” , “ third voice ” , “ gooey ” Enlightened management
- 29. University, linux, cyberculture Consultants, “ expert exchange ” microsoft example Cooperation and creation “ fountain of knowledge ” Exchange and reuse Objective of ks Trust and faith obligations Trust and rules entitlements Conditions focus Re - creation and economy of knowledge Fun and kinship Intangible payment : reciprocity, repute, altruism rewards Development of society Personal utility Value in Partners and servers of knowledge Buyer, seller, broker participants Mission, Public good Property , possession Knowledge is Covenant Market – balance sheet
- 30. Problems with Market ideology Incompleteness of information Asymmetry of knowledge Localness of knowledge Monopolies Artificial scarcity Trade barriers ( Davenport & Prusak )
- 31. Problems with covenant Reliance on motivation and goodwill Power disguised as ideology Possible abuse of the knowledge shared Burnout Difficulties in maintenance
- 32. result : Insecurity ( and hoarding ) Lack of trust in peers and managers ( and withholding info and knowledge ) Negative attitudes to the organization ( and distortion of knowledge ) Feeling of abuse
- 33. Current Trend Mix – up between covenant and market : Covenant organizations ( civil service ) are getting more market oriented Market organizations are getting more covenant oriented .
- 34. Result No clear expectations about KS : what are the obligations? what are the entitlements? What is the contract?
- 35. Adequate organizational practices Rewards Recognition Prizes ( NIHBIDIA ) Exchange Evaluation “ Assist ” league Clear definition of “ who owns the knowledge ”
- 36. Personal barriers Ignorance as to the extent and relevance of our knowledge The problem of the cow …
- 37. Problems with personal barriers We don ’ t know that we know what we know, we don ’ t know how we know it We don ’ t reflect on our knowledge, or it is too complex We don ’ t appreciate that our knowledge is relevant and valuable We don ’ t feel comfortable to “ promote ” our knowledge, we shy from criticism We don ’ t push our knowledge when nobody ever asked us about it
- 38. Result “ Tunnel vision ” and “ silo organization ” This is the main barrier
- 39. What to do? Open communication channels Combination of f2f and virtual meetings A network of expert exchange Facilitation is essential Mobilization of direct managers
- 40. Organizational culture Personal insecurities Technological opaqueness Social boundaries
- 41. Changing the psychological contract Clarify mutual obligations to include explicitly knowledge sharing as part of the job Clarify who owns what knowledge Who owns usage rights Allocation of time and space for KS Clarify what are the learning duties What is exchange and what is duty
- 42. Changing the contract Change, if not done in cooperation, is perceived as “ breach ” The change of the contract should be perceived as fair, never abusive . Change should be pervasive to all organization ’ s levels, not only to lower levels