The Psychological Contract of Knowledge Sharing ( KS ) in technological organizations Dr. Ora Setter Faculty of Management – Tel Aviv U

Overview What is a Psychological Contact Knowledge Management model Is KS a natural act? The STOP model Changing the KS psychological contract

What is a Psychological Contact

Knowledge Management model

Is KS a natural act?

The STOP model

Changing the KS psychological contract

Psychological Contract Perception of mutual obligations between employee and organization Old contract : relationship ( loyalty for security ) - covenant New contract : transactional – balance sheet

Perception of mutual obligations between employee and organization

Old contract : relationship ( loyalty for security ) - covenant

New contract : transactional – balance sheet

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

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

ORGANIZATIONAL CONTEXT CONTENT TECHNOLOGY PROCESSES BUSINESS STRATEGY ORGANIZATIONAL CULTURE AND POLITICS TECHNOLOGICAL TRANSPARENCY KM STRATEGY: REUSE OR INVENTION

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

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

“ Sharing and using knowledge are often unnatural acts ” Thomas Davenport, - Some principles of knowledge management

“ Sharing and using knowledge are often unnatural acts ”

Thomas Davenport, - Some principles of knowledge management

Lets go to nature …

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

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

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 .

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 .

… And people do it by Teaching Writing Storytelling Mentoring Asking questions Playing Preaching Talking Gossiping Criticizing Modeling Answering questions Creating cultural artifacts

Teaching

Writing

Storytelling

Mentoring

Asking questions

Playing

Preaching

Talking

Gossiping

Criticizing

Modeling

Answering questions

Creating cultural artifacts

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

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

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?

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?

Force field ( Kurt Lewin ) Restraining Forces Driving Forces

Restraining Forces

The “ stop ” model Restraining Forces to KS arise from four levels : Social Technological Organizational Personal Focus of this presentation – on the knowledge sharer

Restraining Forces to KS arise from four levels :

Social

Technological

Organizational

Personal

Focus of this presentation – on the knowledge sharer

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 ”

Knowledge defines who is “ in ” and who is “ out ” : it is both cause and effect of social segmentation :

Why? Survival Predictability and certainty Dealing with Cognitive complexity Ease and comfort

Survival

Predictability and certainty

Dealing with Cognitive complexity

Ease and comfort

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

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?

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

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

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

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

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

“ 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

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

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

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

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

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 …

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 …

Organizational Barriers Culture, culture, culture … No organizational Sharing Space Tangible and not tangible Organizational Knowledge ideology : Markets Covenants

Culture, culture, culture …

No organizational Sharing Space

Tangible and not tangible

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

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

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

“ 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

Solutions : Knowledge cafe Talk room – actual and virtual Knowledge fair Open forums and chats Communities of action “ icq ” , “ odigo ” , “ third voice ” , “ gooey ” Enlightened management

Knowledge cafe

Talk room – actual and virtual

Knowledge fair

Open forums and chats

Communities of action

“ icq ” , “ odigo ” , “ third voice ” , “ gooey ”

Enlightened management

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

Problems with Market ideology Incompleteness of information Asymmetry of knowledge Localness of knowledge Monopolies Artificial scarcity Trade barriers ( Davenport & Prusak )

Incompleteness of information

Asymmetry of knowledge

Localness of knowledge

Monopolies

Artificial scarcity

Trade barriers

( Davenport & Prusak )

Problems with covenant Reliance on motivation and goodwill Power disguised as ideology Possible abuse of the knowledge shared Burnout Difficulties in maintenance

Reliance on motivation and goodwill

Power disguised as ideology

Possible abuse of the knowledge shared

Burnout

Difficulties in maintenance

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

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

Current Trend Mix – up between covenant and market : Covenant organizations ( civil service ) are getting more market oriented Market organizations are getting more covenant oriented .

Mix – up between covenant and market :

Covenant organizations ( civil service ) are getting more market oriented

Market organizations are getting more covenant oriented .

Result No clear expectations about KS : what are the obligations? what are the entitlements? What is the contract?

No clear expectations about KS :

what are the obligations?

what are the entitlements?

What is the contract?

Adequate organizational practices Rewards Recognition Prizes ( NIHBIDIA ) Exchange Evaluation “ Assist ” league Clear definition of “ who owns the knowledge ”

Rewards

Recognition

Prizes ( NIHBIDIA )

Exchange

Evaluation

“ Assist ” league

Clear definition of “ who owns the knowledge ”

Personal barriers Ignorance as to the extent and relevance of our knowledge The problem of the cow …

Ignorance as to the extent and relevance of our knowledge

The problem of the cow …

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

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

Result “ Tunnel vision ” and “ silo organization ” This is the main barrier

“ Tunnel vision ” and “ silo organization ”

This is the main barrier

What to do? Open communication channels Combination of f2f and virtual meetings A network of expert exchange Facilitation is essential Mobilization of direct managers

Open communication channels

Combination of f2f and virtual meetings

A network of expert exchange

Facilitation is essential

Mobilization of direct managers

Organizational culture Personal insecurities Technological opaqueness Social boundaries

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

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

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

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