KNOWLEDGE LIBRARY | DISCUSSION | BUSINESS RESEARCH | ANNOUNCE | HELP & FAQs | @BRINT


About BRINT | News About BRINT | Help & FAQs | Users Guide | Advertise Here |
Welcome to the World's No. 1 Resource for Business Technology Management and Knowledge Management
@Brint.com
SEARCH [HELP]

Knowledge Management Think Tank is now: BRINT Global Knowledge Network.


Re: Make K sharing a part of everybody's task


[ ] [ Post Followup ] [ Discussion Forums ] [ Discussion Index ]

Posted by Jay Reay on March 31, 1998 at 03:28:18:

In Reply to: Re: Make K sharing a part of everybody's task posted by Robbert Northolt on March 31, 1998 at 01:50:58:

Hi Robbert and Boris
Sharing knowledge from team debriefing is a good tool, and also deals with the key person succession problem we looked at awhile back. You are right though to warn about the downside of "inquisatorial" debriefing - the very antithesis of sharing, and demotivating.

In my practice colleagues teach a course we call Directing Successful Projects, which we designed originally for managers in the UK Post Office and subsequently adapted for a UK Government supply chain advisory department; both clients needed to manage external project managers. Part of the difference between Project Direction and Project Management is the need for regular and effective debriefing across all project teams, to allow learning review, upline feedback, and knowledge retention in the organisation when the project closes out and the team moves on. As uch projects and their architecture are paradigms for KM.

We found the best way for PDs to achieve this need was to coach them to:
1. create a good communications architecture for each project (project phase in big ones)
2. lay out the communications protocols from the beginning
3. ensure everyone understands the need/benefits of good communication including experience / information / ideas sharing
4. get a formal commitment from everyone to signup to the architecture
5. retrain people who routinely buck the system
6. build attendance / performance at these sessions into project reward packages, which majors on opportunity for other assignments as much as money
7. be transparent about what you learn from the debriefs, and build shared experience into planning for future projects before time

The underlying concepts of this course are proving highly effective when dealing with change management issues as well as our work with KM. Does this help?

Regards, Jay


Follow Ups:



Click Here to Post Follow Up in New Forums

    Knowledge Management Think Tank (New)

Subject:

Message:

[ ] [ Post Followup ] [ Discussion Forums ] [ Discussion Index ]


Download Our Articles and Interviews
[Guru Interviews] [Real Time Enterprise Business Processes] [IT Users Motivation] [IT Users Commitment] [Commitment and Motivation] [Inquiring Organizations] [Social Influences] [Customer Relationship Management] [Supply Chain Management] [IT Adoption and Utilization] [Managing and Measuring Knowledge Assets] [The Real Competitive Advantage] [Why IT and KM Systems Fail] [Myths About Expertise Management] [How 'Best Practices' Become 'Worst Practices'] [Beyond Information Ecology to Knowledge Ecosystems] [Knowledge Exchanges and Social Networks] [Why Expert Systems Aren't Enough] [KM for E-Business Performance] [Does KM=IT? Not!] [Other Articles and Interviews]



Top of Page

BRINT: 'Your Survival Network for The Brave New World Of Business'tm
Recommended by Business Week, Fortune, Wall Street Journal, Fast Company,
Business 2.0, Computerworld, Information Week, CIO Magazine, KM World,
Los Angeles Times, New York Times, and hundreds of other worldwide publications.

About BRINT | News About BRINT | Help & FAQs | Users Guide | Advertise

Make BRINT your Start Page | | Link to BRINT | Submit Articles

Terms of Use | Privacy | © Copyright 1994-2007, BRINT Institute, New York, USA

KNOWLEDGE LIBRARY | DISCUSSION | BUSINESS RESEARCH | ANNOUNCE | HELP & FAQs | @BRINT