1. outline the main influences on organisational cultures 2. describe the features of effective...
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1. Outline the main influences on organisational cultures
2. Describe the features of effective knowledge cultures
3. Describe knowledge culture enablers4. Outline techniques that may support
knowledge cultures during times of change
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5. Identify suitable diagnostic approaches for reviewing knowledge cultures
6. Develop a knowledge culture enhancement program
7. Discuss the key issues involved in implementing a knowledge culture enhancement program
8. Describe strategies that may be used to maintain a knowledge culture
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What are some of the main features of effective knowledge cultures?
What factors enable effective knowledge cultures?
How can knowledge cultures be enhanced?
Lecture reference: Debowski, Chapter 4
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A major goal of knowledge management is to encourage a knowledge culture: where everyone recognises and accepts knowledge sharing as a desirable behaviour
Knowledge management is strongly influenced by the culture which operates in an organisation
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The collective perceptions, beliefs and values of employees in the workplace
Learning about the culture is derived from stories, observations and experiences in the workplace
Strongly influence retention and productivity
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Cultural influences include: Past patterns and history Teamwork Climate and morale Information flows across the community Supervision quality Leadership Workplace interactions
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Culture can operate as: Exchange – regulator Compass Social glue Sacred cow
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Open and communicativeEncourage sharingTolerantCollaborativeTrusting
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Knowledge culture principles People are more important than
systemsPublic encouragement of knowledge
sharingAdvocacy and support for good
knowledge practiceValues adopted by all staff members
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Influences that contribute to the creation of an effective and positive knowledge community
Ensure alignment of core values, organisational structures, systems and processes
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Core valuesCollaborationCommunication Interaction InnovationAdaptationLearning orientationTrustSharing and valuing of knowledge
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Structural supportOrganisational structureTransparent decision making Information accessProblem solvingCommunication channelsHuman resource management
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Enacted ValuesModelsLeadersOpportunities to collaborateEncouragement to collaborate
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Interaction with colleagues Quality of interactionFocus of interactionMentorshipTeam behaviour
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Dynamic change processesSystematic problem solvingExperimentationExperiential learningSharing of insights with othersEarly adoption of improved or new
strategies
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Change can be slowCultural change relies on many
agentsChampions can greatly assist changeKnowledge cultures need to be
supported across the full spectrum of organisational activities and systems
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Organisational developmentThe process of aligning the core
values, organisational structures and processes, and enacted values
Can be assisted through the work of organisational developers
Goal: change which is strategic, smooth and readily accepted
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Organisational diagnosis: existing organisational patterns, attitudes, processes and behaviours
Draws on many sources of evidenceAssists with clarifying areas which
challenge effective change and development
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Diagnostic focuses: Organisational context Key people Knowledge philosophy Knowledge definition Knowledge sharing Knowledge cohesion Knowledge conflict
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Gathering evidence Individual — group — organisationalCultural evidence — formal,
structured systems >>>> personalised stories and experiences
Diagnostic approaches – large scale strategies >>>> case histories, interviews, observations
Convergence of findings
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Cultural evidence
ValuesPhilosophyStructureMessagesSystems
Diagnostic approaches
SurveysComparisons
Trends analysisbenchmarking
Organisational Level
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Cultural evidence Diagnostic approaches
Knowledge sharingValues
ExperiencesKnowledge sources
ConflictCompetitionCollaboration
Case studiesFocus groups
Action researchObservation
Comparative outcomes
Group Level
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Cultural evidence
StoriesValues
PrioritiesExperiences
Knowledge sharing practices
Diagnostic approaches
Case historiesInterviews
Observation
Individual level
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Knowledge sharing hostility A common outcome of difficult
change processesReluctance to share knowledge:
tendency to hoard what is known. May be due to fear, lack of trust, insecurity or lack of opportunity
Reluctance to accept knowledge which is from other sources
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1. Identify key goals to be achieved2. Identify key sponsors / main clients
of the intervention3. Identify the scope of the process4. Identify major contributors5. Gather background information6. Review the existing organisational
context / culture
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7. Determine key developmental objectives
8. Identify tasks and activities9. Identify potential contributors and
assign roles and responsibilities10. Plan for communication and
marketing11. Plan for evaluation12. Prepare timelines and commitments
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Communicate the program intentions and ongoing progress
Pilot testAccommodate differenceEncourage knowledge champions Share user success storiesPromote awareness of the process
and outcomes
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Socialisation of new membersReward and performance
management systemsDevelopment and support of leadersEnhancement and integration of
existing servicesEnsure good communication
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Communities of practice Clarify the domain and contribution
of members Identify potential membersAssist key members with workload
supportEnable opportunities to interactConsider appointing a broker to
assist with CoP management
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Knowledge cultures constantly evolve
The development of an effective knowledge community requires dedicated and ongoing support
Knowledge culture development is complex and links to many different organisational/work roles
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What are some of the main features of effective knowledge cultures?
What factors enable effective knowledge cultures?
How can knowledge cultures be enhanced?
Lecture reference: Debowski, Chapter 4