Professional Documents
Culture Documents
ARTHUR SHELLEY
Introduction .......................................................................................................................IX
Acknowledgments ............................................................................................................XIX
III
Contents
Appreciative inquiry............................................................................................................. 65
Advocacy and inquiry .......................................................................................................... 66
Communities for ownership ................................................................................................. 68
Technology enablers............................................................................................................ 70
Behavioural profiling ........................................................................................................... 72
Monitoring progress and measuring success ......................................................................... 76
Guidelines for a knowledge-champion role .......................................................................... 77
Background and role purpose ........................................................................................ 77
Accountabilities ............................................................................................................. 78
Characteristics............................................................................................................... 78
Performance measures ................................................................................................... 79
Key relationships ........................................................................................................... 83
Knowledge profiles for succession planning and continuity management ................................. 83
Chapter 4: Getting Started on Making a Difference, Using the Knowledge Framework ... 111
IV
Being a Successful Knowledge Leader
V
Executive Summary
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Executive Summary
VIII
Introduction
IX
Introduction
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Being a Successful Knowledge Leader
XI
Introduction
sentiment seems to prevail: as long as it their world and they remain comfortable in
does not interfere with my plans, I am happy the knowledge that no sustainable change
to take a little time out to observe it pass by. will be generated.
It provides a little curiosity, brightens one’s What if knowledge initiatives were more
outlook for a short period and provides like meteorites? What if they descended from
a topic for idle social chats over coffee. the heights with a great fanfare and brilliance
A short interlude to contemplate things and impacted Earth, creating a permanent
bigger than our immediate world (or cubicle change? Perhaps even rocking it sufficiently
perhaps) before we rush back to yesterday’s to change its path or environment? The
overdue milestones. first image that comes to mind with such
Some may invest a little time to a scenario is total disaster! We fear
understand the basic structure of the comet, uncontrolled mayhem and mass destruction
although we do not really know why, there of the world as we know it. Although this
does not seem to be any immediate benefit is the most probable outcome with an
in knowing such trivia. It seems there is this uncontrolled large meteorite, it is not the only
mini mass hysteria in the community about possible outcome. There are small meteorites
it and they got caught up in it for a while that make it to the Earth’s surface with only
(always knowing of course, that this is a a minor impact, as they are so diminished
temporary distraction that will soon traverse by the time they land. However, there are
the attention span of colleagues and as such options between these extremes that offer
offers no threat). An interesting aside for a benefits for knowledge programmes.
while, now what is next… From a knowledge initiative perspective,
Some knowledge initiatives are more the desired outcome is a manageable
like meteors than comets, in that they come compromise between these possibilities.
closer to our small world. They enter the One where the meteorite makes a huge
Earth’s gravitational pull from out of the and exciting display as it descends in a
darkness, with great speed and a flash of controlled manner to make an impact, but
bright light; they hurtle towards us in a vain generates a productive change rather than
attempt to change the face of our world. being a random destructive force. Imagine
However, they do not have the mass and creating a programme that divides the
momentum to make an impact on the meteorite mass into smaller controllable
Earth, whose own mass, momentum, and pieces, each generating their own display
atmosphere simply burn out the meteor and impact; a constant shower of meteorites
and relegate it to vapour and dust before that collectively generate greater awareness,
it can make any impact. Again, people are and each making a small positive difference.
excited to see the brief display and they chat With time, the collective differences of these
about how cool it was to watch, but few ever impacts become significant. People can’t
engage directly with it in any way. Generally help noticing these numerous displays over
they read about it in newsletters and remain a longer period and observing outcomes
in their comfort zone with the knowledge that on an ongoing basis. They realise this is not
meteors are harmless and will not impact one big (potentially disastrous) impact they
them. The protective atmosphere around cannot control, but a series of useful positive
them will always prevent such a small object contributions, which assist them to change
(programme) from making any real mark on the environment over time. They become
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Being a Successful Knowledge Leader
more aware of the next event and what it show (positive awareness programme) and
will do. They want to be part of the action a series of positive impacts (success stories)
as it happens. They start looking forward to over time. They start to expect to an ongoing
the bright displays and impacts and prepare programme of light shows and impacts
for the benefits they will deliver. A meteorite and begin to participate more positively in
shower [a series of small success stories them. With continued investment over time,
from knowledge-based initiatives] helps to a self-sustaining programme is created that
generate the right balance of awareness, becomes part of the way the organisation
anticipation and focus on outcomes and operates and which delivers continuous
benefits, while reducing fear of change. improvements in communication, profitability,
Describing desired changes in advance creativity, innovation and ultimately
helps people to engage with the knowledge organisational performance.
programme and should be communicated
in a targeted way. However, it is essential Building capabilities
to provide some flexibility in outcomes to Building capabilities is a multi-faceted
enable emergent ideas to mature. This journey, not a single event. The more
also provides the adaptability to take diverse the experiences and events in
advantage of innovation opportunities and the journey, the stronger the capabilities
reflective learning throughout the ‘meteorite generated. Capability is further enhanced
shower’. One of the most significant if each experience is reflected upon as a
advantages of an aligned but flexible learning opportunity and discussed with
programme, like a meteorite shower, is the others to hear different perspectives and
ability to take advantage of unforeseen interpretations. Without reflecting, it is
opportunities (and preparedness to manage possible to simply breeze through life, learn
unpredicted negative outcomes). Ideally, little and never build greater capabilities.
stakeholders will build a sense of comfort For reflective practitioners, everything they
and confidence over time, without exerting do, read, participate in or watch provides
unreasonable control. This represents a the opportunity to improve their capabilities.
type of unpredictable predictability, in which For them, life itself is a series of learning
you understand the overall directions and activities, whether they are personal,
outcomes, but not the specific details or professional or social. Is it just the way they
exact timing of each future event or output. are? Alternatively, have they actively taken
Another advantage of the meteorite decisions to be this way?
shower approach is to spread investment It is easy to confuse capability with
across a range of smaller activities and capacity as many people use the terms
start to generate some outcomes earlier. interchangeably. The Oxford Dictionary
Rather than investing all resources in defines ‘capability’ with words like ‘ability’,
one big impact, a number of smaller ‘fitness’, ‘power’ or ‘faculty’. It reflects
(more manageable and better-scheduled) having the necessary skills and competencies
meteorites each creating separate, but to perform an act or deliver to a standard.
aligned, impacts provides more opportunities The Oxford defines ‘capacity’ using phrases
to create both planned and unpredictable and words such as the power to receive or
benefits. These can engage a wider audience contain, cubic content, function or character.
and stakeholders get to see an ongoing light By these definitions, both capability and
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Introduction
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Being a Successful Knowledge Leader
Despite the statement above, it is useful does the credibility of the programme and the
to have some context for the reader to level of support and participation. Without a
interpret the information in the way it is flow of benefits, the programme slowly loses
intended, for the sake of clarity. Some points momentum and people migrate their mind
of clarification to reinforce a specific context space towards programmes from which they
have been provided where this is deemed receive a greater return for the investment of
to be useful. This does not suppose there is their time and efforts.
only one way to interpret this information,
as it will be used in different ways by
different people. The author is interested
to hear other perspectives of how this
information can be applied, where it can
be improved from a practical perspective.
Such constructive dialogue is an essential
interaction for learning and building
capability, so the book can contribute to
these, but is not intended to answer them.
A useful operational guideline for a
knowledge practitioner is:
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