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Don't do KM!
 

Don't do KM!

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    Don't do KM! Don't do KM! Presentation Transcript

    • Don’t do KM! David Gurteen Gurteen Knowledge KM Middle East 2011, United Arab Emirates - Abu Dhabi
    • You don’t do KM
      • You solve business problems and develop business opportunities
      • There are no KM initiatives or strategies
        • They conceptualise the problem
        • A project is never just about KM
      • There are only business projects
      • Use KM thinking & tools to respond to business issues
    • Most KM projects fail!
      • Nothing wrong with KM, KM tools and techniques
        • very powerful indeed
      • The challenges
        • KM projects are NOT focused on the business
        • KM projects are tough
        • KM project leaders are often inexperienced
        • KM projects poorly conceived
        • KM projects poorly managed
        • Lack of support from senior management
        • Lack of support from employees
        • Lack of understanding or a misunderstanding of KM
        • Lack of understanding of organizational complexity
        • Lack of understanding of human behavior
    • Four KEY questions to ask yourself
    • The questions
      • What are the business problems we are trying to solve?
      • How do we ensure support from senior management and how do we sustain that support?
      • How do we engage the people in our organization?
      • How do we clearly demonstrate success?
    • Some further thoughts on how to ensure your KM projects are a success
    • Think! There is no substitute for thinking Think for yourself!
    • Think for yourself
      • No substitute for thinking
      • No recipes or prescriptions
      • No simple set of steps
      • You need to think for yourself
      • No one can tell you what to do
      • KM is highly contextual …
    • Context
      • In our complex business world context is everything
      • Things are different
        • each of you are different
        • your industry
        • your organization
        • your people
        • history
        • timing
        • politics
        • competition
    • Identify the business issues Identify the business problems, opportunities or risks that need to be responded to
    • Albert Einstein on problems
      • If I had an hour to solve a problem and my life depended on the solution,
      • I would spend the first 55 minutes determining the proper question to ask,
      • for once I know the proper question,
      • I could solve the problem in less than five minutes.
    • We jump far too quickly to a “solution” without really understanding the problem! Its better to do the right thing badly than the wrong thing well!
    • Business issues and outcomes
      • “ People will not share their knowledge” is NOT a business issue
      • “ Implementing a knowledge sharing system” is NOT a business outcome
    • Business issues and outcomes
      • “ Slowness to market of new products” is a business issue
      • “ Shortening the time to market of new products” is a business outcome
    • Business outcomes
      • These are not business outcomes
        • Doing KM
        • Improving knowledge sharing
        • Creating a learning organization
        • Creating a knowledge driven organization
        • Setting up communities of practice
      • These are business outcomes
        • Cutting costs; Improving profit
        • Improving quality
        • Reducing staff turn over
    • Identify the business issues
      • Talk to CEO and senior business managers
      • What keeps them awake at night?
    • Don’t do things to people! If you have to ask “how do we motivate people” then you are taking the wrong approach!
    • Work with people
      • An innovative, healthy organization requires that we work with people rather than do things to them. Alfie Kohn
    • Motivation is intrinsic!
      • You cannot motivate people
      • Motivation is inherently intrinsic
      • People have to find it for themselves
      • Attempts to motivate are actually manipulation and are usually seen as such
      • And have an adverse affect
    • Do not reward Do not reward people for sharing their knowledge
    • Rewards
      • Research shows that giving rewards (even praise) actually results in worse performance and undermines intrinsic motivation
      To the best of my knowledge, no controlled scientific study has ever found a long-term enhancement of the quality of work as a result of any reward system. Alfie Kohn
    • Alfie Kohn and Dan Pink
      • Punished by Rewards by Alfie Kohn
      • Drive: The Surprising Truth About What Motivates Us by Dan Pink
    • Do not reward
      • Rewards punish
      • Rewards rupture relations
      • Rewards ignore reasons
      • Rewards deter risk taking
      • Rewards undermine interest
      Credit: Alfie Kohn
      • Rewards are gamed
    • If we don’t reward what do we do?
    • Alfie Kohn
      • Pay people well
      • Pay people fairly
      • Then do everything possible to make money (rewards) off people’s minds
      Incentives, bonuses, pay-for-performance-plans and other reward systems violate this last principle by their very nature!
    • Love what you do Loving what you do is a more powerful motivator than any goody including money. Alfie Kohn
    • Bob Buckman Our approach to KM is far more than stick or carrot. "Knowledge Sharing is your job. Do it!" As a reward you may keep your job.
    • Daniel Pink
      • Provide opportunities for
        • Autonomy
        • Mastery
        • Purpose
    • Some questions to leave you with!
      • Is my KM activity focused on the business?
      • Have I really understood the problems?
      • Am I thinking for myself?
      • Are senior managers bought in?
      • Are employees & other stakeholders bought in?
      • How do I demonstrate success?
      • Am I measuring business outcomes & not just activity?
      • What do I do in place of rewards?
    • Questions
    • www.gurteen.com David GURTEEN Gurteen Knowledge Fleet, United Kingdom Tel: +44 7774 178 650 Email: david.gurteen@gurteen.com