To successfully implement KM initiatives, organizations must demonstrate how KM provides value, gain buy-in from employees, focus on operational outcomes rather than activities, avoid jargon, work with employees rather than coerce them, focus on individual knowledge workers, avoid using rewards, and focus on understanding issues, decision-making, and taking action.

1. Successful KM initiatives David Gurteen Gurteen Knowledge www.gurteen.com 22 nd May 2007

4. Things to do

5. Questions to ask

6. Demonstrate the value of KM

12. You don’t do KM

14. Focus on the operational

16. Don’t talk in jargon

19. Stop trying to do things to people!

20. How do we make them share their knowledge?

22. Work with People – don’t do things to them! Many of the familiar principles of Quality management amount to an elaboration of this simple truth: an innovative, healthy organization requires that we work with people rather than do things to them . Alfie Kohn

23. How do we better work together? How do we better work together? How do you make them share? Many of the familiar principles of Quality management amount to an elaboration of this simple truth: an innovative, healthy organization requires that we work with people rather than do things to them . Alfie Kohn

25. Focus on the individual knowledge worker

26. The Individual No amount of money or technology or coercion or rewards will make KM initiatives a success if people do not buy into it! People need to understand the importance of KM and drive it themselves. They need to be intrinsically motivated.

28. The Knowledge Worker Knowledge workers are those people who have taken responsibility for their work lives. They continually strive to better understand the changing world around them and modify their work practices and behaviors to better meet their personal and organizational objectives. No one tells them what to do. They do not take “No” for an answer. They are self motivated.

29. Do not reward

30. For Best Results Forget the Bonus! Here is what Alfie Kohn has to say about rewards 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 http:// www.alfiekohn.org

33. Bob Buckman Our approach to KM is far more than stick or carrot. We say, "Knowledge Sharing is your job. Do it!" As a reward you may keep your job.

34. Focus on understanding

35. Focus on understanding For all our knowledge, we have no idea what we're talking about. We don't understand what's going on in our business, our market, and our world. KM shouldn’t be about helping us to know more. It should be about helping us to understand. So, how do we understand things? It's through stories that we understand how the world works. David Weinberger

36. Focus on decision making

38. Focus on action

39. Focus on action I think "knowledge management" is a bullshit issue. Let me tell you why. I can give you perfect information, I can give you perfect knowledge and it won't change your behavior one iota. People choose not to change their behavior because the culture and the imperatives of the organization make it too difficult to act upon the knowledge. Knowledge is not the power. Power is power. The ability to act on knowledge is power. Most people in most organizations do not have the ability to act on the knowledge they possess. Michael Schrage

41. Discussion

42. www.gurteen.com David Gurteen Gurteen Knowledge United Kingdom Tel: +44 1252 812 878 Email: david.gurteen@gurteen.com