Task Force
- Amit Starikovsky
- Jun 1, 2007
- 3 min read
Knowledge management is not a task for one person, no matter how talented they may be. One of the critical success factors (CSF) is a supportive organizational structure.
Typically, we establish a steering committee whose role is to oversee the process from a management perspective, mainly in management, control, and resource allocation.
The steering committee is not at the executive level.
Since there are many additional aspects to the activity that these managers cannot and, in some cases, may not be the most suitable to address, it is important to establish a "task force" whose main attention is devoted to the activity.
The intention is not to create roles and/or recruit people specifically but to use existing people in the organization.
This team, headed by the knowledge manager, includes several key position holders and key people in the organization.
The importance of the task force comes from several places:
First, knowledge management is multidisciplinary (interdisciplinary). The knowledge manager comes from one field and may have a background in another. The other team members complement the additional aspects. Of course, the more diverse perspectives there are, the more likely the implemented solution will suit a larger number of potential users.
Second, involving key people from different units in the organization aims to increase the chances of success of the activity, both in organizational recognition and legitimacy in carrying out a comprehensive organizational process and in preparation for working with users (implementation phase). It may increase the confidence of customers and users, as they have representation in the task force and serve as the basis for change agents. For this purpose, engaging partners in the process is very important.
It is possible and even recommended to consider adding potential opponents to the task force, thereby implementing an important principle of dealing with resistance, according to which the opponent is turned into a partner.
Of course, the more diverse the task force and the more partners from many units it includes, the greater the organizational recognition of the process. However, it is important not to create a team that is too large (beyond five people).
Who is Suitable for this Task Force?
Knowledge management areas include organizational culture (HR representative), process aspects (organization and methods or quality representative), technological aspects (information systems representative), and content aspects (information specialists on one hand and representatives of the organization's core content areas on the other).
Before selecting members, it's important to analyze, even if simplistic, the organizational reality, especially in the cultural aspect. The intention is to examine who is suitable, especially who wants or is interested in being a partner. It's important to examine the strengths and weaknesses in cultural aspects and reflect them in the team composition.
Here are several potential candidates:
An employee is one who colleagues particularly value due to their organizational involvement.
An employee with previous experience in similar activities, either within or outside the organization.
An employee whose resistance could potentially endanger the process.
Employees are known for their familiarity with the organization (long-standing tenure) and understanding of the system and organizational culture.
An employee is known to be a key figure in the social aspect and connected to many users.
Of course, it's important to obtain the direct consent of team members and support it through their managers; this validates membership in the team, also from the official perspective.
The Task Force's Main Responsibilities
After assembling the task force, they have several key responsibilities:
To contribute their ongoing expertise - according to their specialization (as detailed above).
To highlight user needs - especially those not expressed during mapping and characterization, particularly those manifested in informal aspects.
To provide feedback from the perspective of potential customers and users. This means examining whether and how the emerging solution meets users' needs.
To plan how to communicate the activity within the organization:
Who should be informed in the organization, in addition to immediate stakeholders?
When communication is advisable - timing is critical. Sometimes, units cannot accommodate the activity due to other activities, management focus, or social/cultural climate. The task force and the knowledge they bring, especially informal knowledge, will help plan optimal communication.
Adapting the communication method - whether through emails, bulletin boards, team meetings, etc. The intention is to identify existing communication anchors in the unit, as these vary from unit to unit according to their changing nature.
The role of the task force is especially important. Even if some are only needed in later stages, especially during implementation, it's important to involve them from the beginning of the activity to make them partners from day one.
This team will help us succeed in the activity, which is what we all aspire to.
Good luck!
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