How do we strengthen the knowledge management culture in an organization?
- Sivan Halevy
- Oct 1, 2003
- 5 min read
When managing knowledge in an organization, we must skillfully integrate four complementary aspects: content, computing, process, and culture.
A knowledge-sharing culture in an organization is not a trivial matter. Knowledge is an asset owned by the individual, and as such, the decision whether to share it with others rests almost exclusively in their hands. Therefore, we often find that not only do employees not habitually share the knowledge they have accumulated, but they also fail to consult and utilize internal organizational resources (even when there are meetings and opportunities to do so). In a place where employees believe that sharing their knowledge with others will lead to a loss of power, and requesting knowledge from others will expose their weaknesses, no effort to advance knowledge management will succeed.
Resistance to sharing can stem from several factors:
Existing work habits that do not include sharing
Complete identification with the narrow role without the ability to see the broad view of organizational system activity
An organizational structure containing multiple sub-units that compete with each other
Fear that the knowledge will be used differently than declared by higher levels in the organization
Fear of cynical use of information by its consumers
An individual's fear of losing power when sharing their knowledge
Avoidance of feeling exploited - "I invested, so why should others reap the fruits?"
Professional confidentiality prevents knowledge sharing during processes, only after they are completed. By then, the subject has already changed and sometimes loses its relevance.
Generational gaps in the organization that may create a feeling that veterans have the most to contribute (compared to new employees), but the least to gain from (with young people, the situation is reversed)
Unwillingness of the "professional" to use colleagues' knowledge, who certainly don't know/understand as well as they do
The benefit that will emerge from sharing is unclear - "What's in it for me?"
"I don't have time" - knowledge sharing is not perceived as part of the job.
So what do we do?
Phase A - Diagnosing Cultural Characteristics: In every group managing knowledge, one must diagnose the primary cultural characteristics that inhibit or encourage sharing (if we try to mark them all, we'll usually obtain an exhaustive list and lose focus). The diagnosis should address several parameters, such as informal leadership, communication patterns, influence and power patterns, and the level of group organization. The means chosen to increase the sharing culture will be adapted to the diagnostic findings.
Phase B - Skillfully integrating direct, indirect, and "derivative" means that will lead to increasing the sharing culture:
Direct means:
Delivering an introductory lecture on knowledge management, presenting knowledge management activities in the organization/other organizations. In introductory lectures, emphasis should be placed on understanding the need for the process and highlighting the benefits derived from it
If a confidentiality problem can be identified, initial focus on content considered neutral is recommended
Conducting a workshop for unit members in the initial stages of implementing the chosen knowledge management solution. Contents to be included in the workshop: increasing sense of partnership, importance of knowledge sharing as leverage for organizational success, reducing existing resistance levels, clarifying main barriers to knowledge sharing both from the knowledge contributor's side and the recipient's side, emphasizing personal benefit in giving knowledge, changing existing sharing patterns among members - increasing willingness to share knowledge on an ongoing basis, encouraging experimentation and trial and error and taking organizational risks, encouraging local initiatives
Increasing senior management involvement and clarifying expectations for full knowledge sharing in various frameworks
Working jointly with managers to shift the weight in employee performance evaluation toward maintaining sharing, recreating successes, taking risks, encouraging learning and mutual enrichment, and less negative evaluation when ignorance is displayed
Highlighting value - building the perception of the connection between knowledge sharing and excellence - knowledge management as a means to achieve excellence.
Long-term and continuous implementation emphasizing that in the organization, everyone knows something valuable (the importance of the knowledge owner's status should be minimized). Suppose this message is embedded in the organization. In that case, veteran employees will see the benefits that emerge from receiving knowledge, and young people and those who refrain from contributing or exposing their lack of knowledge will contribute their questions and answers.
And finally - reward. To entice people to share their knowledge with others, they must be convinced that it's worth entering into such a deal. It's essential to emphasize that the knowledge contributor feels they are not just providing a product of their work hours, but something of themselves. As in any donation process (in this case, knowledge donation), there is an expectation of reward. Giving "soft" rewards to those who share knowledge: "good word" from supervisors, creating personal reputation, highlighting personal satisfaction from helping colleagues, giving appreciation and recognition to knowledge contributors.
Indirect means:
Extending break times in face-to-face meetings to create situations where people exchange opinions in the context of the meeting and work in general
Integrative social activity from time to time, a meal, a trip, etc.
Increasing the interface between frontal and virtual meetings
Top-down communication of organizational or unit goals by holding meetings, including key position holders. During the meetings, the organization's CEO or unit manager will provide updates on business goals, the current situation, and long-term objectives. Sharing position holders in organizational or unit goals will increase the sense of identification with goals, one level above the immediate belonging level. Additionally, when these managers share such content with others, they will serve as role models for implementing a culture of knowledge sharing.
Professional lectures from one department to another in the organization, participation of professional representatives from one field in professional meetings of another related professional field
Encouraging temporary cross-organizational projects
Derivative means
Increasing sharing as a result of operating and implementing solutions and tools for knowledge sharing. We believe that implementing technological and practical solutions for knowledge sharing will foster a culture of knowledge sharing within the organization. Therefore, even if cultural barriers were identified in the initial stage, it's important to start implementing knowledge management solutions (and not delay them) while simultaneously conducting culture-supporting activities (direct and indirect). For example, building a shared document repository as infrastructure for a virtual professional community, or building an insights repository intended for all employees in the professional unit. These solutions will change existing thinking and sharing habits, increase awareness of the need for knowledge sharing, and highlight the benefits that can be derived from their implementation.
Creating a culture of sharing among all those involved in the knowledge management process is a complex and challenging task. This involves changing thinking and behavioral patterns, but there is still work to be done.
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