All entries for Wednesday 02 May 2012

May 02, 2012

…peeling mango


...just had an epiphany while peeling mango over the sink.


It is necessary that organisaitons incorporate KM in their strategies, they can have all tools they want,
but oh boy,.... it wouldn't make KM happen.

I don't think that it is close to possible for organisations to lure their employees to practise KM without leadership.

Who are organisations? Exactly who?... The CEO?... The mangement? ...The manager?... The building?
The idea of organisation-people, is so vauge and lack personal touch.

I believe that the link between "organisation" and their "people" should be dissected into personal level.
If I were an employee, I wanted to feel that I can personally communicate and connect with "my organisation",
how would that happen?....yes I must talk to a person, a representative of "organisation"...
and that person should be my boss.

He must possess leadership quality, and ability to translate whatever the organisation aims for to me.
He should act like a sounding board. His leadership should motivate me to work as a team and to set my eyes towards a shared goal, his leadership should make me feel safe, willing and happy to work hard as well as share my knowledge.
He must never ignore subject-matter experts in KM, if I'm one of those, I'll surely feel valued if they require my involvement and I would not hesitate to share my knowledge.

That is closer, with leadership, and that must start from The Management.

my manager should be guided by his manager the way he does to me, ...passing the torch from the management.


…sabotage



An employee decided to sabotage a big project by leaving bugs in the codes. That's right, she's pissed at some manager who relocated her to other smaller project.

Ultimately, they had to call her back in as she is the only one who has thourough knowledge of this project. She knows how valuable she is. No one know this project through and through, none other than her.

That is why she decided never to share her valuabe knowledge to anyone as this is her leverage in any work-related negotiation.

Paul mentioned today about barrier in knowledge sharing, and that reminds me of the story above.

Whatever plan we have for KM sounded so simple and doable, however, the biggest barriers still lie in management, organisation culture, and people themselves.

I will have go back to that person, and draw out whatever it is inside that keeps her from sharing knowledges and what that would make her do.


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