2Know Magazine: Sharing KM Knowledge
2Know: Sharing KM Knowledge
August 2018 - Magazine No. 227
August 2018 - Magazine No. 227
Edition:

My previous articles on the field of video, I described the combination between video clips and Knowledge Management (for full article click here), presented tips for writing a script for a video (for full article click here), tips for shooting a video (for full article click here), and platforms for video management in organizations (for full article click here). This review will focus on the question: why is it worthwhile for an organization to leverage the video as an intra-organizational strategic communication channel.

A survey of 1000 participants in the field of intra-organizational communication shows that video is currently the hottest subject. Approximately 64% have noted that they use video on a regular basis in intra-organizational communication. While videos are still being produced traditionally, in which an organization executive is filmed reading from a teleprompter, video as a medium has substantially evolved due to the ease in which organizations can provide online videos. Video's surge in popularity in organizations stems from the use of external channels on the internet and new opportunities to communicate using a global channel. This has become so simple only in recent years.

Video has increasingly become a very useful tool for extra-organizational communication. It is therefore wholly unsurprising that it has become an equally popular tool for intra-organizational uses. Back to the aforementioned survey: 54% of its participants agree that the workers now expect video in intra-organizational channels due to its widespread application in extra-organizational contexts, while 92/4 agree that visual communication has become a vital part of intra-organizational communication.

The more organizations become global and develop new work methods (flexible jobs, working from home, etc.), the workforce diversifies as well regarding the way workers choose to receive and internalize central messages, which in turn affects their choice of channels through this is performed. Due to the manner in which organizations deal with financial constraints which forces them to invest less in travel budgets (i.e. less face-to-face meetings with teams located elsewhere) and the fact that worker commitment has become more important to organizations than ever before, video can serve an increasingly evolving channel for intra-organizational communication.

A survey performed by Melcrum shows that nearly 70% of its participants have responded that they see their workplace invest more time and money in video in the near future.

Hereby are 5 factors which Media personnel in organizations should consider when leveraging video as a worthwhile media channel:

  • Designation: how can we assess whether the clip provides added value to the organization's overall media strategy? What is the video's business model and how can we construct it? How can we consult to intra-organizational "customers" when to use video? And finally, how should we think of developing a plan for a video channel?
  • People: How should we define our target audience and decide whether video is an appropriate channel for advertising? How can we support distribution and access if our objective is to globally reach all workers?
  • Production: What are the criteria for an effective video and what can be done in order to ensure consistency in high quality production? Is it wise to invest in video productions or make use of video-shooting means available to all workers? What technical difficulties should be taken into consideration? How can media personnel work optimally with external suppliers and/or IT teams?
  • Trying and experiencing: What creative ideas and opportunities exist? To what examples of video clips can we receive access? What methods of implementing video content are suitable for different organizations? What should be considered when formulating this channel's policy?
  • Proof/justification: how can we validate the investment of time and money requires for producing a video, whether as an inside job or by using a content producer/external partner? How do organizations evaluate a video's usefulness? Has the investment been proven as justified?

 

It is important to point out that these five factors serve as milestones for a successful application of video in intra-organizational communication.

One of the strongest advantages for a channel such as video is the engagement it offers and its use of face-to-face communication. This can make some intangible matters tangible, such as values. Workers may have a hard time genuinely connecting with organization values and seeing an actual connection between the organizations ethical principles and their work routine. Video can provide organization values a more humane element; especially if we can leverage the creation of content by workers thus bring these values to life- workers speaking to other workers about what it really means (to them) to be part of the organization or why they believe in the organizations objective, all while sharing personal experiences.

Using videos produced by the workers themselves can be a more cost-effective method and can sometimes be more effective in intra-organizational media channels. There are certain organizations which request their workers to film their stories and perception; leveraging emotional effect and reliability by workers showing how people "just like me" deal with the new strategy or change plan or how they integrate a new product into their work processes and can thus remove emotional barriers. Some organizations have even decided to invest in briefings on video production or budget for related purchases such as portable video cameras for workers interested in becoming organizational 'reporters'; they enables them to capture central messages or events and share them around the organization as 'amateurs' since videos are often perceived as more authentic and so in turn more persuasive than a professional production catered by the organization.

In conclusion, video is the next hot trend in intra-organizational communication. An increasing number of media personnel admit to using video for these purposes, more workers are requesting a greater investment in video. An authentic video is far more effective than a high-quality video produced by the organization. Visual communication is the next hot trend and therefore organizations are developing towards establishing an intra-organizational video channel to serve their objectives.

References

http://www.hrzone.com/community-voice/blogs/richmondr/leveraging-video-as-a-strategic-internal-communication-channel 

Organizational life is packed with events, emotions, conflicts, successes and shortcomings. Inspecting and reviewing these core events allow the organizations to learn, develop and excel. This assumption serves as the basis for many Knowledge Creation processes- debriefs and lessons learned, collective content development, optimization crews, etc.

However, implementing in-depth, personal sharing and direct conversation is far from simple. Many find it difficult to share deeper emotional and cognitive layers that may be invaluable; they find it difficult to even share this with themselves, so to speak. We, in the business of Knowledge Creation, toil to discover new tools that simplify learning and sharing. One such tool is the playback theatre, a medium which offers a new and different channel for shared learning in groups.

 

Playback theatre is a type of improvisational theatre based on unique sharing between the audience and a team of actors and musicians. A volunteer from the audience tells a story or describes a moment in their life, which is immediately transformed by the theatre group into a theatrical show with rich, constructive meaning for the narrator in particular and the audience in general. The group is thus able to bring organizational stories to the shared space, review them together and reveal new aspects of these stories/events, eventually understanding what we can learn from the story and how can an organization use the produced knowledge.

 

Playback theatre was invented in 1975 in New York by Jonathan Fox and his wife Jo Salas. Fox was a student of improvisational theatre, oral traditional storytelling, Jacob Moreno's psychodrama method and the work of educator Paulo Freire. It was Moreno (1940) that defined psychodrama as "clinical culture in a nutshell" and believed that by acting a person can change. He was the first to realize the substantial therapeutic power of recreating an action, roleplaying and role-switching, all in a context of working as a group. Fox viewed its essence in spontaneity which means finding new solutions for familiar solutions and apt solutions for new situations".

 

 None of the above should be foreign to KM workers. The basis of any creation of new knowledge is the assumption that reviewing different case studies related to a shared field can allow reconnecting these knowledge segments from various sources, restoring other perspectives, broadening the professional possibilities and enables creating knowledge items, insights, lessons and work methods. Not unlike playback, Knowledge Creation processes are based on various knowledge sources, constructing abstract principles from concrete details then distilling it into a new product.

Can the two be merged? A Knowledge Creation group activity can attempt to bring up the stories via drama and acting rather than through direct verbal expression and review how the group processes them collectively. For example, this sort of activity saw users expressing feelings like frustration from tasks, boredom and routine; the results surprised the narrators as well as they weren't aware of these emotions earlier. Raising the content to the collective conscious can ease their difficulty; better yet, it can change them. The group may think together of ways to cope with these situations and new methods to diversify its execution. Another activity, using a dramatic exercise regarding conflict, raised existing tensions between two competing work processes led by two different parties in the group. The processing allowed the participants to air out the subject and confront it in a non-threatening manner, which in turn led them to think together of ways in which they can work together and cooperate when shared goals are at stake.

 

When working with an organization via playback theatre, the story sequences seem totally engrossed in the subjective perspective of the individual relating their experience. Editing these stories, i.e. processing them by reenacting the situation, reveal their shared theme which is the organization's struggle. The stories seem to be brought up coincidentally and individually, while the collective subconscious seems to revolve around the issue the organization must express and process to gain from it.

The tapestry is only seemingly coincidental, while creative dramatic inspection actualizes the organization's dynamic needs and allows them to vent, replicate and confront from a fresher place with renewed strength and hope. For example, one participant chose to share a free association involving a movie in which the protagonist enters a job which promises comfortable conditions and a generous salary, yet with time understands that everything taking place in the organization is a lie and that these benefits bear a heavy moral price. Then someone related a story about them cheating in some children's game to win. The stories connected during the playback acting and revealed the workers' difficulty and their feeling of actually faking results and cut corners as a result of pressure applied by their employers, feeling guilty since they are providing clients with products they view as insufficiently handled. This is all due to the constraints of budget and deadlines. After this issue was exposed and handled, those responsible could comprehend the importance of allocating more time for development and gain much more when their team truly believes in the product they market and marketing it excellently as a result. Needless to say, organizational climate was greatly improved following the playback session.

 

In conclusion, playback is relevant to organizational Knowledge Creation due to the following properties playback features:

  • Playback encourages spontaneous behavior and finding new solutions for familiar solutions and finding apt solutions for new situations. This is actually the essence of Knowledge Management.
  • The essence of playback is broadening one's knowledge by interacting with others. This can be done by taking stories from our lives and reenact them spontaneously on stage. This activity provides narrators, actors and the organization as a whole with a new perspective and access to newly created knowledge.

We wish you luck and remember…all the world's a stage!

 

 

Written By Tzvika Amit

Naturally, vast amounts of knowledge are scattered around the organization: in people's heads; in private reference materials; in documents and various systems. Retaining organizational resources for requires documenting meaningful knowledge before it forever lost. This is why organizations encourage workers to document and write in the organizational knowledge system.

Much effort and resources are invested in knowledge capturing processes on behalf of the organization. Indeed, the amount of knowledge stored in the system is increasingly growing yet this itself makes the system overloaded and clumsy. Workers often face difficulties when searching for the desired knowledge.

Previously, workers searched for a solution to a problem they encountered. Nowadays, a new problem has been created: navigating through this ocean of knowledge, especially if they aren't experienced in search methodologies and feel that they are searching for a needle in a haystack.

What is the solution?

Organizations interested in improving their workers' search orientation can offer them active search supporting utilities that will support the information system's content organization. The search engine can be added with recommendations containing tips and efficient methods for finding the sought-after information. We can present the user with information on word combinations to receive better results, present the organization's Knowledge management methodology, lay out the system's content worlds, etc.

Despite the current exclusive popularity of the search engine, the good old navigation through a well-structured content tree is an alternative that should possibly be suggested to users. Finally, if the organization decides to aptly invest resources, we give users the option to use the services of an information specialist. When a question is uploaded to the system, the expert will direct the worker regarding how they can scan the information system professionally and find the sought-after knowledge item.

In conclusion, instead of investing all resources in the information system, basic funding towards enhancing the workers' search literacy skills can prove profitable for the organization.

 

Written by Rom Knowledgeware
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