May 30, 2011

Thoughts about Learning Organisations

I was thinking these days about KM... I don't know why? :-) here is a question that I asked myself:

"Is your organisation happy with how it has been doing over the past few years?"

Since the most likely answer is no, the only way to achieve a better result is by learning to do something new or learning to do something different. If you are not a learning organisation you are a slave to the economy and you will go up and down with it. You are also going to continuously repeat your past mistakes, because not doing it is still from the learning process.

The main thing that people have to do is to twist their perspective about KM. It is not proving the value of a learning organisation, it is the cost of not being one. If you look for a prove, ask yourself why do companies like GE, DuPont, 3M, Honda, Samsung, and Siemens grow, because they are learning organisations. The lastyears should have taught everyone a lesson, you either learn and grow or you will suffer for refusing. There are numerous proves, time and time again, that during every depression and recession, the businesses that, suffer the least, and often grow, through them are all learning organisations, the ones that disappeared or suffered the most refuse to learn anything.

It is a simple choice, learn and adapt or become extinct


May 29, 2011

just knowledge management?

I thought that knowledge management is just the way that the knowledge in the organisation is managed.

But is KM just one perspective. Aren't there more than just one way of looking upon KM?

Ofcourse there are different types of knowledge and different strategies and ways to create, transfer and build upon. During my reading I came across literature with a bit different views on KM. something that I discovered was that people that have written about KM look upon people and their knowledge in a bit different ways. These views predetermine their approaches towards managing the knowledge asset of the company. While some say that the strategic learning of a company occurs only in managerial levels, the other authors think that each individual, no matter how high he is in the hierarchy, can offer some important for the organisation knowledge. These two groups of writers look upon employees as trustworthy and untrustworthy.

If we look in the past how business treated the employees, we can see a more supervisory model of leading. moving to the present the managers function start to evolute from supervisory to more facilitating once.

So what is the future? Is this trent going to continue, or will the old way of managing employees come back? Like in fashion: new fashion is good forgotten old fashion...


May 27, 2011

knowledge and how you can build on it

I want to share some impressions gathered from some case studies that I wrote. It gives a good example of kowledge management and how companies manage people's tacit and excplicit knowledge.

An example for the explicit knowledge is Motorola in the 1990's. their strategy was to create a new generation or model every 12 months. For sustaining high product development they introduced a manual that each team recieved in the beggining of each project. in this manual they had all the instructions drowings, processes etc. described from the previous project. based on it they developed new manufacturing methods and lines and developed their new products. in the end of each project they had to create a new manual which integrates the old one with the changes and improvements they had made. this manual would be given further to the team that will work for the next project.

An example for managing the organisations tacit knowledge a good example could be Toyota. When Toyota wants to transfer knowledge to its new employees, when opening a new factory, they use to train them for several months. their approach is to gather around 200 new employees and send them on training to one of their existing factories. Having their training on the assembly lines there they can share knowledge with the people that have not only explicit but also tacit knowledge.

These can be good examples and practices that every organisation can implement, for improving and developing the camplanies knowledge asset.


May 15, 2011

How stupid can people be???

I was looking upon a video today, about health and safety... The thing that amazed me was not how unaware people are, but what stupidities they can make. It is not necessary to be overthinking all the time about the health and safety of each individual, but there have to be some boundaries. Health and safety precautions should be standardised in all countries, and the penalties for not following these regulations should be ominous.

In the end, as a manager or director, you are exposing to risk not your life and health, but the one of your employees. A lack of precaution can cost the person not only permanent damage, but even in some cases death...

..watch the following video to laugh a bit and to remind you about what you shouldn't do. I am sure that you can link some of these examples to your country ;-)

http://www.youtube.com/watch?v=4RKY9u-S8TU


April 28, 2011

can it be just bias

I am reading and reading about bias and discovering so many different types of biases starting from Framing, Anchoring, Information Selection Biases, Confirmation biases, Overconfidence, Representativeness etc.

I will go through the AnchoringBiases. When making a decision, people tend to ancher on a specific information or value. once anchored there is a bias towards it. For example if you want to buy a car, you put some criteria. Most people are looking for less mileage and newer year. They focus on those criteria rather than considering the condition of the engine or transmition.

It is really sad, but when I think about it, this is what I do very often. Anchoring your decision on just some criteria is definitely not the best way to overcome bias.

I start looking for bias in every decision people can make and I can say that I can find in every single one of them... Can you think always about bias, whatever you do or it gets something like a habit?


April 17, 2011

Final thoughts

The module finished as quick as it started. Even though I was not sure what exactly we will learn from this module, now I can not agree with that.

It is really nice that someone has thought of creating a module in the end that can summarise everything learned from the previous modules. MBE is quite busy and sometimes you don't have the time to realise what you have learned because the next task is waiting. KBAM not only remind us on previous things learned but prepared and broadent us for what is comming after this degree. As I mentioned in the class, not everyone has a working experience and are not quite aware of what lies ahead. In real life everyone that will work in a good position will have to think about asset management & knowledge management, no matter in what business he will operate.

Further more, every think you do has an impact on expected and unexpected things. as we noticed doring this module, all the assets are linked to each other and by influencing one you impact several assets...


April 11, 2011

not enough information or not enough robust

Today's simulation was a review on how to work in a group, leadership, robust decision making and last but not least, using our tacit knowledge combined with the data given to solve environmental issues.

One of the thing that amazed me, was that even though we made our decisions based on voting, the suggestions with less votes were given the opportunity to argue with the others. based on our previous experience, we knew that, the majority not always has the right answer. RDM and LE were teaching us that voting is not a tool for taking robust decisions and we could prove it during this simulation. During the first modules we just ignored the answers which were not supported by the majority.

Another interesting fact was based on the answers given, from which we had to chose. our group was from all over the world and while going through the answers of the questions, we figured out that all the answers were real time implemented strategies, but the difference was that each of these answers was implemented in a different country. so my questions were: "How can countries have different strategies applied?", "Don't they take robust decisions?" and if they do "which country makes more robust decisions?"


April 10, 2011

The end of LE

... last day for submitting PMAs for leadership. Everyone is happy, because one more task is accomplished. What have I learned from this module... A lot... and from the assignment... also! Two thing amazed me during the PMA writing period.

1. I learned a lot about leadership during the module, but now when I combined the tacit knowledge with the explicit knowledge, it feels so good. while reading writing these days, I was linking periods and actions from the simulation, with the theories for leadership. And something I realised... there is no right model, there are just situations where one is more appropriate than the other and dealing with their consequences is part of life.

2. I spoke with friends about the way of approaching the question. Everyone has taken a different path. Even though I see this every day here, it continues to amaze me.


April 06, 2011

OMG where does these theory stop???

... what is wrong with these people?!? While reading and writing, more and more leadership models come to my eyes. The only problem is not that more models appear because you can just stop looking at other modells. The bigger problem for me is that even the once I analyzed first, still have aspects that I havent read about. I think that everybody is in this siution and I think that the solution is just to put some boundaries on your research, say enough and start writing...

...This topic is to big even for a PhD...


April 01, 2011

The right leadership model

I am putting my blog as a picture because the system stopped working and I can not repeat my thoughts again... :-)

Leadership Theorie

... Happy Fools Day!!!


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