Don't do KM!


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Don't do KM!

  1. 1. Don’t do KM! David Gurteen Gurteen Knowledge KM Middle East 2011, United Arab Emirates - Abu Dhabi
  2. 2. You don’t do KM <ul><li>You solve business problems and develop business opportunities </li></ul><ul><li>There are no KM initiatives or strategies </li></ul><ul><ul><li>They conceptualise the problem </li></ul></ul><ul><ul><li>A project is never just about KM </li></ul></ul><ul><li>There are only business projects </li></ul><ul><li>Use KM thinking & tools to respond to business issues </li></ul>
  3. 3. Most KM projects fail! <ul><li>Nothing wrong with KM, KM tools and techniques </li></ul><ul><ul><li>very powerful indeed </li></ul></ul><ul><li>The challenges </li></ul><ul><ul><li>KM projects are NOT focused on the business </li></ul></ul><ul><ul><li>KM projects are tough </li></ul></ul><ul><ul><li>KM project leaders are often inexperienced </li></ul></ul><ul><ul><li>KM projects poorly conceived </li></ul></ul><ul><ul><li>KM projects poorly managed </li></ul></ul><ul><ul><li>Lack of support from senior management </li></ul></ul><ul><ul><li>Lack of support from employees </li></ul></ul><ul><ul><li>Lack of understanding or a misunderstanding of KM </li></ul></ul><ul><ul><li>Lack of understanding of organizational complexity </li></ul></ul><ul><ul><li>Lack of understanding of human behavior </li></ul></ul>
  4. 4. Four KEY questions to ask yourself
  5. 5. The questions <ul><li>What are the business problems we are trying to solve? </li></ul><ul><li>How do we ensure support from senior management and how do we sustain that support? </li></ul><ul><li>How do we engage the people in our organization? </li></ul><ul><li>How do we clearly demonstrate success? </li></ul>
  6. 6. Some further thoughts on how to ensure your KM projects are a success
  7. 7. Think! There is no substitute for thinking Think for yourself!
  8. 8. Think for yourself <ul><li>No substitute for thinking </li></ul><ul><li>No recipes or prescriptions </li></ul><ul><li>No simple set of steps </li></ul><ul><li>You need to think for yourself </li></ul><ul><li>No one can tell you what to do </li></ul><ul><li>KM is highly contextual … </li></ul>
  9. 9. Context <ul><li>In our complex business world context is everything </li></ul><ul><li>Things are different </li></ul><ul><ul><li>each of you are different </li></ul></ul><ul><ul><li>your industry </li></ul></ul><ul><ul><li>your organization </li></ul></ul><ul><ul><li>your people </li></ul></ul><ul><ul><li>history </li></ul></ul><ul><ul><li>timing </li></ul></ul><ul><ul><li>politics </li></ul></ul><ul><ul><li>competition </li></ul></ul>
  10. 10. Identify the business issues Identify the business problems, opportunities or risks that need to be responded to
  11. 11. Albert Einstein on problems <ul><li>If I had an hour to solve a problem and my life depended on the solution, </li></ul><ul><li>I would spend the first 55 minutes determining the proper question to ask, </li></ul><ul><li>for once I know the proper question, </li></ul><ul><li>I could solve the problem in less than five minutes. </li></ul>
  12. 12. 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!
  13. 13. Business issues and outcomes <ul><li>“ People will not share their knowledge” is NOT a business issue </li></ul><ul><li>“ Implementing a knowledge sharing system” is NOT a business outcome </li></ul>
  14. 14. Business issues and outcomes <ul><li>“ Slowness to market of new products” is a business issue </li></ul><ul><li>“ Shortening the time to market of new products” is a business outcome </li></ul>
  15. 15. Business outcomes <ul><li>These are not business outcomes </li></ul><ul><ul><li>Doing KM </li></ul></ul><ul><ul><li>Improving knowledge sharing </li></ul></ul><ul><ul><li>Creating a learning organization </li></ul></ul><ul><ul><li>Creating a knowledge driven organization </li></ul></ul><ul><ul><li>Setting up communities of practice </li></ul></ul><ul><li>These are business outcomes </li></ul><ul><ul><li>Cutting costs; Improving profit </li></ul></ul><ul><ul><li>Improving quality </li></ul></ul><ul><ul><li>Reducing staff turn over </li></ul></ul>
  16. 16. Identify the business issues <ul><li>Talk to CEO and senior business managers </li></ul><ul><li>What keeps them awake at night? </li></ul>
  17. 17. Don’t do things to people! If you have to ask “how do we motivate people” then you are taking the wrong approach!
  18. 18. Work with people <ul><li>An innovative, healthy organization requires that we work with people rather than do things to them. Alfie Kohn </li></ul>
  19. 19. Motivation is intrinsic! <ul><li>You cannot motivate people </li></ul><ul><li>Motivation is inherently intrinsic </li></ul><ul><li>People have to find it for themselves </li></ul><ul><li>Attempts to motivate are actually manipulation and are usually seen as such </li></ul><ul><li>And have an adverse affect </li></ul>
  20. 20. Do not reward Do not reward people for sharing their knowledge
  21. 21. Rewards <ul><li>Research shows that giving rewards (even praise) actually results in worse performance and undermines intrinsic motivation </li></ul>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
  22. 22. Alfie Kohn and Dan Pink <ul><li>Punished by Rewards by Alfie Kohn </li></ul><ul><li>Drive: The Surprising Truth About What Motivates Us by Dan Pink </li></ul>
  23. 23. Do not reward <ul><li>Rewards punish </li></ul><ul><li>Rewards rupture relations </li></ul><ul><li>Rewards ignore reasons </li></ul><ul><li>Rewards deter risk taking </li></ul><ul><li>Rewards undermine interest </li></ul>Credit: Alfie Kohn <ul><li>Rewards are gamed </li></ul>
  24. 24. If we don’t reward what do we do?
  25. 25. Alfie Kohn <ul><li>Pay people well </li></ul><ul><li>Pay people fairly </li></ul><ul><li>Then do everything possible to make money (rewards) off people’s minds </li></ul>Incentives, bonuses, pay-for-performance-plans and other reward systems violate this last principle by their very nature!
  26. 26. Love what you do Loving what you do is a more powerful motivator than any goody including money. Alfie Kohn
  27. 27. Bob Buckman Our approach to KM is far more than stick or carrot. &quot;Knowledge Sharing is your job. Do it!&quot; As a reward you may keep your job.
  28. 28. Daniel Pink <ul><li>Provide opportunities for </li></ul><ul><ul><li>Autonomy </li></ul></ul><ul><ul><li>Mastery </li></ul></ul><ul><ul><li>Purpose </li></ul></ul>
  29. 29. Some questions to leave you with! <ul><li>Is my KM activity focused on the business? </li></ul><ul><li>Have I really understood the problems? </li></ul><ul><li>Am I thinking for myself? </li></ul><ul><li>Are senior managers bought in? </li></ul><ul><li>Are employees & other stakeholders bought in? </li></ul><ul><li>How do I demonstrate success? </li></ul><ul><li>Am I measuring business outcomes & not just activity? </li></ul><ul><li>What do I do in place of rewards? </li></ul>
  30. 30. Questions
  31. 31. David GURTEEN Gurteen Knowledge Fleet, United Kingdom Tel: +44 7774 178 650 Email: