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Why people don't share their knowledge
1. Why people don’t share their knowledge –
and what to do about it
Stan Garfield
September, 2014
2. Background
• Ferdinand Fournies wrote Why Employees Don't Do What They're Supposed To Do
and What To Do About It
• The book provides a comprehensive list of reasons people don’t do what they are
supposed to do
• I adapted 13 of these reasons to help answer the question about knowledge sharing
2
3. Why people don’t share their knowledge
1. They don't know why they should do it
2. They don't know how to do it
3. They don't know what they are supposed to do
4. They think the recommended way will not work
5. They think their way is better
6. They think something else is more important
7. There is no positive consequence to them for doing it
8. They think they are doing it
9. They are rewarded for not doing it
10. They are punished for doing it
11. They anticipate a negative consequence for doing it
12. There is no negative consequence to them for not doing it
13. There are obstacles beyond their control
3
4. 1. They don't know why they should do it
Leadership has not made a strong case for knowledge sharing
• Have the leader of the organization communicate regularly on knowledge sharing
expectations, goals, and rewards
• Tell stories of how sharing and asking helped those involved and the organization to
achieve personal and business goals
4
5. 2. They don't know how to do it
They have
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1. Not received training and communications on how to share knowledge
2. Difficulty in sharing tacit knowledge
• Regularly communicate, conduct training and webinars, and present and operate
information booths at Aeetings
• Provide web-based training and webinar recordings for all knowledge-sharing tools
• Provide easy ways to share tacit knowledge
o Discussions
o Calls
o Interviews
6. 3. They don't know what they are supposed to do
One or more of these conditions applies
1. Leadership has not established and communicated clear goals for knowledge
sharing
2. People don’t think that their knowledge is valuable to others, so they don’t know
that they should share it
3. People don’t realize that if they ask for help in public
a. They will get more varied and useful responses
b. Not only will they benefit, but so will others
• Establish and communicate clear knowledge-sharing goals
• Communicate and train on the value of
o What they know, if it is shared
o Asking and responding in public
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7. 4. They think the recommended way will not work
They have received training and communications, but they
1. Don't believe what they are being asked to do will work
2. Don’t like change
In small groups or one-on-one, show people that knowledge sharing does work by
o Trying out actual examples
o Sharing success stories from others
o Providing personal tutorials on how to use the tools
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8. 5. They think their way is better
They believe that what they are used to doing is the best way
1. Working on their own
2. Collaborating only with a small group of trusted comrades
3. Using email, phone, instant messaging, and other, less-open methods
• Regularly share stories of how others are benefiting from sharing knowledge
using the recommended ways
• Use the examples of respected leaders and experts to sway those stuck in
their current ways to consider using better ways
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9. 6. They think something else is more important
They believe that there are higher-priority tasks than knowledge sharing
• Get all managers to model knowledge-sharing behavior for their employees
• Get all managers to inspect compliance to knowledge-sharing goals with the
same fervor with which they inspect other goals
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10. 7. There is no positive consequence to them for doing it
For sharing knowledge, they receive no
1. Rewards
2. Recognition
3. Promotions
4. Other benefits
• Implement rewards and recognition programs for those who share their knowledge
• Award points to those who share knowledge
• Give desirable rewards to those with the top point totals
• Let it be known that promotions depend in part on a consistent track record of
knowledge sharing
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11. 8. They think they are doing it
They are sharing knowledge differently than the recommended ways
1. Phoning, instant messaging, or emailing trusted colleagues
2. Sending email to distribution lists
3. Private messaging
• Assign people to work with each community and organization to show them how
o To use the recommended ways
o The recommended ways work better than other ways
• Provide a new tool or process which is viewed as a killer app
o Catches on quickly and widely
o Best way for the old ways to be replaced by new ways
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12. 9. They are rewarded for not doing it
They
1. Hoard their knowledge, and thus get people to beg for help
2. Receive rewards, recognition, or promotions based on doing other tasks
Work with all managers in the organization to encourage them to
o Reinforce the desired behaviors
o Stop rewarding the wrong behaviors
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13. 10. They are punished for doing it
As a result of spending time on knowledge sharing
1. They don't achieve other goals which are more important to the organization
2. They are told not to waste time doing this
• Align knowledge-sharing processes and goals with other critical processes and
performance goals
• Train managers on how to support, not punish, time spent sharing knowledge and
learning
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14. 11. They anticipate a negative consequence for doing it
They are afraid that if they share or ask in public, they will
1. Lose their status as a guru – no one will have to come begging to them at the time
of need
2. Fail to achieve other more important goals
3. Be perceived as wasting time
4. Be criticized or ridiculed for being ignorant
• Position knowledge sharing as being a critical success factor for the organization
• Train managers on how to support, not punish, time spent sharing knowledge and
learning
• Provide positive reinforcement for those who share and ask in public, and monitor
interactions to intervene to mitigate any negative responses
14
15. 12. There is no negative consequence to them for not doing it
Knowledge sharing is not
1. Set as a performance goal, inspected, and enforced
2. Tied to advancement
3. Part of the culture of the organization
• Set knowledge-sharing goals, and get all managers to
o Implement
o Inspect
o Enforce
• This needs to come from the top – it will happen if
o The leader of the organization insists on it
o Managers check up on compliance
• Let it be known that promotions are denied for those who have not shared their
knowledge
• Help promote a positive culture where asking and sharing are valued and celebrated
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16. 13. There are obstacles beyond their control
They
1. Are discouraged or not allowed to spend time sharing
2. Don't have access or can’t connect to systems for sharing
3. Don't have strong English language skills for sharing with those outside of their
country
• Embed knowledge sharing into normal business processes
• Provide ways to collaborate when not connected (e.g., using mobile devices or email for
threaded discussions)
• Encourage those with weak English skills to share within their countries in their native
languages
• Offer language translation tools and services
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17. Knowledge Sharing Process
Repositories
Team Sites
Discussions
Answer or
solution
Question, problem,
or need
Knowledge in
Documents and
Databases
Explicit
Knowledge in People
Tacit
Measurements & Rewards
Policies & Procedures
Search Post Reply
Share insights,
problem solutions,
& reusable content
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Archive answers
for future
reuse
18. Demand-driven knowledge sharing
1. Someone has a question, problem, or need
2. They search existing knowledge repositories and communities to see if there is an
existing answer – if so, they use it
3. If no answer is found, they post their question, problem, or need to the relevant
community
4. Other members of the community respond with their answers – the answers may
include links to content in other repositories
5. The answers are automatically archived so that future searches will produce useful
results
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19. Sharing tacit knowledge
1. Someone wants to share
• an insight
• a nugget of knowledge
• a solution to a problem which others may face
2. They post to a relevant community
3. They may choose to write up their knowledge more formally, thus
turning it into explicit knowledge
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20. Sharing explicit knowledge
1. Someone wants to share reusable content
• a document, presentation, or recording
• a process, procedure, or template
• a tool
• a software source code module
• some data
2. They upload the file containing the content to the appropriate repository
3. They post to related communities to let the members know about the file,
including a link to it
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21. Knowledge-sharing components
People
1. Person with a question, problem, or need
2. Community members who respond with answers and solutions
3. Knowledge brokers who monitor discussions to ensure that answers are
provided
Process
1. Collaboration process to support asking and answering questions
2. Policies and procedures for sharing knowledge
3. Measurements and rewards for sharing knowledge
Technology
1. Structured repositories
2. Collaborative team sites
3. Threaded discussions
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22. Explain the available options for sharing knowledge
1. Community
2. Enterprise Social Network
3. Repository
4. Intranet
5. Team site
6. Wiki
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23. Tell people how to share knowledge
Share a link. “Here is a link to the latest Forrester Wave
report on social networking.”
Ask a question. “Has anyone encountered this problem
before, and if so, how was it solved?”
Find a resource. “Looking for a specialist in retirement
benefits to help win a bid in Calgary.”
Answer a post. “Here are links to three relevant quals in
the quals database.”
Recognize a colleague. “Thanks to @dpalmer for hosting
an excellent planning session today.”
Inform about your activities. “Will be in the Philadelphia
office today; does anyone wish to meet?”
Suggest an idea. “Local office TV screens should display
the global Yammer conversation stream.”
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24. For additional information
• Join the SIKM Leaders CoP http://tech.groups.yahoo.com/group/sikmleaders/
• Twitter @stangarfield
• Site http://sites.google.com/site/stangarfield/
Stan Garfield
Implementing
a Successful
KM Program
(author)
Gaining
Buy-in for
KM (chapter
author)
Successful Knowledge
Leadership:
Principles and Practice
(chapter author) The Modern
Knowledge Leader:
A Results-Oriented Approach
