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

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

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

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

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

Cultural influences include: Past patterns and history Teamwork Climate and morale Information flows across the community Supervision quality Leadership Workplace interactions

Culture can operate as: Exchange – regulator Compass Social glue Sacred cow

Open and communicativeEncourage sharingTolerantCollaborativeTrusting

Knowledge culture principles People are more important than

systemsPublic encouragement of knowledge

sharingAdvocacy and support for good

knowledge practiceValues adopted by all staff members

Influences that contribute to the creation of an effective and positive knowledge community

Ensure alignment of core values, organisational structures, systems and processes

Core valuesCollaborationCommunication Interaction InnovationAdaptationLearning orientationTrustSharing and valuing of knowledge

Structural supportOrganisational structureTransparent decision making Information accessProblem solvingCommunication channelsHuman resource management

Enacted ValuesModelsLeadersOpportunities to collaborateEncouragement to collaborate

Interaction with colleagues Quality of interactionFocus of interactionMentorshipTeam behaviour

Dynamic change processesSystematic problem solvingExperimentationExperiential learningSharing of insights with othersEarly adoption of improved or new

strategies

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

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

Organisational diagnosis: existing organisational patterns, attitudes, processes and behaviours

Draws on many sources of evidenceAssists with clarifying areas which

challenge effective change and development

Diagnostic focuses: Organisational context Key people Knowledge philosophy Knowledge definition Knowledge sharing Knowledge cohesion Knowledge conflict

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

Cultural evidence

ValuesPhilosophyStructureMessagesSystems

Diagnostic approaches

SurveysComparisons

Trends analysisbenchmarking

Organisational Level

Cultural evidence Diagnostic approaches

Knowledge sharingValues

ExperiencesKnowledge sources

ConflictCompetitionCollaboration

Case studiesFocus groups

Action researchObservation

Comparative outcomes

Group Level

Cultural evidence

StoriesValues

PrioritiesExperiences

Knowledge sharing practices

Diagnostic approaches

Case historiesInterviews

Observation

Individual level

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

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

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

Communicate the program intentions and ongoing progress

Pilot testAccommodate differenceEncourage knowledge champions Share user success storiesPromote awareness of the process

and outcomes

Socialisation of new membersReward and performance

management systemsDevelopment and support of leadersEnhancement and integration of

existing servicesEnsure good communication

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

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

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