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Archive for the ‘Leadership’ Category

Inspirational Relationships?Image: tungphoto / FreeDigitalPhotos.net 

Relationships are a core concern for anyone interested in knowledge and learning.  The word relating is interesting in that it can mean connecting with others in a way that is meaningful for each party, or it can mean verbally telling or explaining an experience or a set of events via the medium of story.  What’s common to both is a concern for communicating meaning.  I think what is different is the depth of meaning each type of relating achieves.   Relationships create meaningful bonds between people, relating stories helps sense-making, but the meaning derived may not be shared. A fine distinction; but just as meaningful as the distinction between information and knowledge, if you are thinking about the quality of KM activities, and their impact on community.

As an aside, it’s ironic that John Seely Brown and Paul Duguid’s book was called the Social Life of Information.  It’s one of the few instances when blurring the distinction between information and knowledge made good sense.  (Connecting to Amazon to create the hyperlink above, I was reminded that I bought the book on the 13th March 2001, just in case I had forgotten!) By challenging to the glory of IT storing and shifting information, at the turn of the millennium, Seely Brown and Duguid seemed to presage something of shift in the KM world.   Relationship capital became more prominent in the Intellectual Capital arena. The priority of people relating and Nahapiet and Goshal’s concept of social capital became of practical interest to organisations. Although some people still confuse information management and knowledge management, many organisations are shifting from capture to collaborate and accept the limitations of the ‘if you build it they will come’ mentality.  Probably just co-incidental timing, as the web became more ubiquitous, social media started to develop.  We started to hear about Web 2.0 around 2002, and Stanley Milgram’s six degrees of separation quickly became four or less. This you tube social psychology lecture from Yale explains the principles at about 3 minutes into the video and goes on to explore the foundations of social network analysis.  If you want to read more the Duncan Watts also published an relative easy read on this important topic.

People relate to one another in many ways. We all have a mixture of close connections and loose associations in our relationship network. From a knowledge perspective, each serves a different purpose; the former give us a strong sense of belonging, deep tacit knowledge sharing opportunities, and more meaningful feedback, the latter provide timely access to ideas, insights and trending topics, better responsiveness to external dynamics and greater reach.  In the    All of the ties that bind need some form of maintenance, it is up to us as individuals to decide what proportion of our time we invest in networking compared to revitalising community bonds.

We talked a lot about relating stories at the KM forum conference; they are a popular means of conveying ideas in a way that others can relate to. But it is worth asking, by relating stories do we cement our relationships? Historically, perhaps.

http://public-domain-photos.com/search/campfire

The campfire was the 'Ba' space for storytelling

Before the written word, stories were a form of knowledge sharing that bound the community together, and helped them survive. They were crafted and distilled from the best of collective experience and the telling was associated with times of safety and warmth– you don’t tell a story when a sabre tooth tiger is bearing down on you, shouted instructions are far more useful!  Culturally, the campfire is the equivalent of Nonaka’s ‘Ba’ space for story telling. That image resonates across many cultures.  A collection of stories was a wellspring of learning, and an oral history that gave the community a sense of identity and purpose, re-enforcing principles and values that mattered. That makes them powerful.

Nowadays stories are still good for finding points of connection. But in modern society community ties are much more fragmented, and stories can be interpreted outside of the context of belonging to some collective that assures our survival.  A well crafted story can be the communique of choice for gifted politicians, influential speakers and educators; it grounds concepts in real life challenges and adds human interest.  Taken out of the intimate context of a community, stories can have a different side to them. Undoubtedly, it’s human nature to relate instinctively to stories, which means that once recognised, this can become a tool of deliberate influence. I’m not saying this is a bad thing.  Just that story tellers have choices. Stories can be used care-fully or manipulatively. Until it became too expensive, advertisers loved ‘serials’, stories around a theme – remember Beatty and the BT phone ads that ran for years?   If you have to convince someone of your ideas, and can get a quick win with a story told with integrity, then, why not follow the principles of different types of story-telling and use them to achieve results?  Two books worth studying are Tell to Win  or Steve Dennings book the Leaders guide to Storytelling. Stories are memorable, emotive packages of words that do an effective job of conveying context with fact and interpretation. But in my view we have to think beyond one off stories and consider how stories become ongoing and evolving narratives – connected, purposeful and thematic. Steve Denning talks of narratives as a secret language of leadership

It is the patterns of discourse which are interesting if we are trying to effect durable change.  Isolated stories make relatively simply points. In some ways they are blunt instruments; to effect lasting change in organisations they have to become narratives to spread and as they spread they evolve.  Discourse, -the ongoing stream of dialogue, debate and conversational dynamics over time is what shapes how organisations either adapt and change or stagnate and die.   It is this we in the KM profession need to be aware of.  I would argue that we need to study this more than stories in the future if we are going to understand how to increase the agility.  Shifts in discourse are subtle signs of collective mood swings, they will signal how tensions are affecting groups, highlight the emotional resonances in the tensions which may become contagious, and so give us a sense of emerging trends.

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In the past month, all we have done is think about the KM forum conference. I’ve learned so much studying the speakers’ slides, reading their papers, and then writing about the topics on the blog.  Yet even though all that mental activity was intense and fascinating, it’s not until you actually feel the buzz in the room, hear the speakers bring their slides to life, and have the conversations with them and all the delegates that intellectual comprehension becomes impactful knowledge, which will shape my plans, or reactions in future.  Cognitive knowledge has nowhere near the same impact as the deep connection and resonance that lived experience brings.  It can be a real jolt.  Knowledge in the written word is weak, the spoken word in conversation is stronger, but experience has a more lasting effect on how knowledge changes our perspective and behaviour.  The huge power of experiential learning was something that seemed to crystallise for conference delegates too as the conference progressed.

Sparking ideas and colouring experience

A strong sense of its importance seems to have been sparked when David Gurteen shared his interest in Positive Deviance (How unlikely innovators solve the world’s toughest problems) over dinner on Wednesday!

The following morning, Professor Jean Bartunek fuelled the fire when she talked about how emotions colour experience either energising or de-energising peoples’ response to change. Feelings are contagious, which means change leaders have to work with a much more finely hued picture than rational analysis can outline.

These implications were brought to life in Nick Milton’s Bird Island Workshop. It was fabulous to watch 10 teams hand on, down on the floor building brick towers. Thanks to everyone who participated so enthusiastically. And thanks to Nick for the courage to venture into untried territory and work with so many groups. It was worth it.

Knowledge in Action building experience and relationships

The inspiring thing was to feel the buzz when so many people realised the difference between what a team can achieve and what an organisation could do when everyone has access to knowledge assets AND are inspired to extend themselves beyond their self imposed constraints. Eyes lit up and ambitions over what was achievable grew. But even more importantly much more was achieved.

In the afternoon, Tim Harford added a dose of realism with his stories about how complex the world is, how hard it is to unravel the real nature of a problem and how small events can have enormous unforeseen consequences as they cascade through highly connected economies and organisations.  It’s hubris to imagine we can control events.    The only way to navigate the turbulence is trial and error, refined by frequent feedback.  (Enjoy Tim’s views on the God Complex again here)

The problem is that trials always involve incomplete knowledge and error means failure. So experiential learning comes with an emotional health warning. Don’t get despondent, we just have to try, try, and try again, whilst, as far as humanly possible, taking care to ensure we and our organisations fail safe. That way you have the chance to pick yourself up, dust yourself off and take another learning trip!

Undaunted, In March, we set off into our 13th year of learning in the KM Forum. We hope it will be enlightening even with the ups and downs of trial and error.  Join us in the experience if you can.

If the conference experience inspired you to do something different or changed your perspective, then please do share below.  If you missed the experience, even though we know the written word is a poor substitute, we will be writing up the whole event in a report, so watch this space.

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forgetwyh.blogspot.com

Look forward now to the future of KM

One of the things that will be going on in the exhibition area of the Henley KM Forum conference is some progress sharing on the research that Victoria Ward and Paul Corney form SparkNow have been working on. It’s about the evolving role of the knowledge manager.     Paul’s recent blog about one of the stories may whet your appetite.  Having spent 11 years working in the field, Christine and I were also invited to participate in this project last year. I blogged about the Essay in Two voices method we used to write up our perspective.  I still find it an interesting and different way of using dialogue to create a more balanced story.   You will have a chance to add your perspective on where the knowledge manager will be in 20 years time, using postcards this time.

I wrote this blog to encourage you to look forward now! Then, when you get your chance to have a say about how KM can influence bigger issues and make a real difference, you’ll have had time to think.  After all, evolving the role of the knowledge manager is a subject dear to all our hearts; if we don’t evolve and adapt, we could be out of work!

Evolution is a big topic, often associated with survival of the fittest.  The New Scientist instant expert on evolution ( link above) defines co-evolution as

http://www.sepa.duq.edu/darwin/muralseries-posters.shtml

Spiral II. Plant and Animal Co-evolution. Centre for Image in Science and Art

When the evolutionary history of two species or groups of species is intimately intertwined. “

KM’s history is often linked with HR, and IT, but where is the future heading.  Dave Snowden (who has spoken many times at the KM Forum) and David Griffiths, who is speaking this year engaged in a little sparring about this very topic.  It all started because David was rather frustrated by yet more rumours that KM might be dead. Obviously it is not, but it will be evolving along with everything else!  KM is a big and complex topic as David’s Meta-model of KM shows. You might want to download the model and keep a copy on your wall, if you have a wall big enough. It’ll be an excellent reminder of all you have to achieve!  Maybe you might find there the leap for KM you need to make this year. It certainly got me thinking.

I am getting a sense of at present of a subtle shift in orientation for KM.  I’m hearing about KM people moving to head up change management programmes or teams, sit in corporate communications or start from more market facing roles. Either that or they are being subsumed by priorities like digital innovation, or something to do with strategic organisational development needs. Personally, I’m encouraged if the narrow ties with IT are diluted, because I think this association tends to cast some unhelpful shadows on the influencing ability of KM: e.g. it’s perceived as too closely related to information management, too much about knowledge capture and not enough about face to face and human behaviour, or it’s seen as a expensive infrastructure project that might not fit end user needs.

In reality, leadership in change is a role that KM practitioners should be well adapted for.  KM roles hone influencing skills, because practitioners have to achieve a lot with very limited resources. They succeed in making a difference by persuading others to think differently and adopt alternative ways of working.  People who do well in KM seem to have had very varied career paths, which have led them to operate in several different domains;  moving people around and exposing them to many different experiences is a well trodden development path for helping leaders learn to adapt their approach to suit the needs of the situation.

I was coaching a very impressive leader recently, whose career had been very varied, both in terms of the work he does and in terms of where in the world he has worked, and the organisations he has worked in.  His style was very enabling, very focused on listening and supporting knowledge sharing, quite transformational for his team, but in his organisation he was unusual. The general culture was far more command and control, which is often counterproductive for knowledge based activities.  We explored the evolutionary path from command and control, hierarchical organisations to more networked based organisations in a two year research project called Transformational KM. You can read more about it on the Henley KM Forum members website. If you are not a member of the Forum, then you can download an article called Knowledge Management (KM) for a Changing World: Challenges for Third Generation Knowledge Practice published in 2008 here.

Although KM has a whole toolkit of routines, techniques and technology that support learning and change, how well they work depend on how much buy-in they get from the broader constituency of management leadership. I’m not talking senior leadership, but leadership at the line management level, who are known to be the strongest influence on the climate for knowledge and learning.  To my mind the future of KM depends on bridging the communication and engagement gap created by differences in priorities – in other words resolving the paradoxes and tensions that make knowledge work so challenging.   For example, people in functional areas tend to have developed through specialist routes, which re-enforces depth rather than breadth.  They are trained to focus attention on detail, which for their contribution to be effective is more important that the connections in the big picture.  But when you are trying to make sense in uncertainty, and to adapt and change, you have to reconcile the tension between now and the future, and between what you have identified with as truth and priority, and what a new regime requires if it is to thrive in a changing world.  Tension is part of any healthy system. It can be creative. In is an important catalyst for adaptation and evolution.  But if it leaders don’t manage it well in organisational life, it translates into unproductive conflict, dysfunction and wasted energy.  That’s why this year’s project on developing knowledge driven leadership agility started by looking at all the tensions that affect KM activity. We will be sharing this on March the 1stat the conference.

The more leaders who know how to handle these, the more KM can support evolution and change in partnership with them!

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Serendipity is a wonderful thing, when you are thinking about topics for blogs. In one weekend I got three lucky breaks.   Last night, I was catching up on the BBC I player with the second instalment of Super Smart Animals.  One item struck me as very relevant to KM.  Nine minutes into the programme we meet  Dr Mike Chase who has spent a decade using GPRS to track African elephants in a bid to learn from them about what is important in their habitats.  Such an understanding would help us reduce the havoc an expanding human population can wreak on these magnificent and intelligent animals.   Elephants need 200 litres of water and 150kg of food a day. Protected areas like the Serengeti National Park are not enough. To survive elephants  have to know where to find food and water in vast landscapes where borders and human structures may affect territory that they learned about decades ago. Elephants are social animals; their survival depends on the matriarch of the herd, the oldest wisest female in the tribe, using her memory to lead them to sites where food or water may have existed over a decade ago. This sort of long term memory has evolved to overcome problems of annual and seasonal variations, though not man-made climate change.  The astounding thing is that, at certain times, 1000’s of elephants from many different tribes congregate at a single water hole simultaneously. You can see them coming in this you tube video below (The video is apt, but I suspect the contributor hasn’t ‘herd’ of a dictionary!)

Elephants may trek over 100 miles to come together at this particular spot, and somehow they know when to arrive. It appears that these are meeting points for knowledge sharing and communication, a place to update and spread new insights that might keep them alive as a species, as well as a place to build the bonds and ties that unite family groups.   Mike Chase’s maps of elephants trekking patterns show that watering holes for elephants are just like water coolers for humans.

Having just made the connection between elephants and KM, I had another stroke of luck.  I was delighted to find that David Griffiths, who is speaking at the Henley KM Forum conference, has just written a fascinating blog about the importance of legitimising water cooler conversations.

Then the third connection was even more fortuitous. The writer of the article David is citing went from a discussion of research about how proximity improves the quality of knowledge sharing to some reflections on Steve Job’s reconfiguration of workspace at Pixar.  Paul Aitken, Bill Rainey and I are presenting the outcome of this year’s research on Developing Knowledge Driven Leadership Agility. The project set out to identify which leadership practices contributed critically to a conduce climate for knowledge sharing and learning, and then design a leadership challenge to help more people in the organisation understand what sort of social and organising behaviours are required for effective knowledge work.  We decided two weeks ago to use the Steve Jobs story as an example to illustrate some of the leadership practices in the conference presentation.  Three relevant connections in two days!  Synchronicity? Serendipity? Or simply sensitivity to surroundings spurred by my specific situation?  I think the latter, but it’s amazing how valuable those close encounters at the water cooler can be.

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Sense-making is one a key leadership practice that gives the organisation agility. But it is a tricky one, when we are bombarded with so many different stimuli.  As Sarah Grimwood the practitioner co-champion for the research on building agile leadership capability told me

 “Organisations need leaders that can adapt to a rapidly changing world (and can take others with them).   The volume of information that we can now access instantly online, including on social media sites, requires leaders to be able to quickly assimilate what is really important and to communicate this to their teams.”

Sarah is KM Lead at MWH and is also talking about communities as the basis of organisational learning at the conference.

Co-ordinating different leadership activities

The issue is what is required to co-ordinate all the sense-making of all the leaders of communities, projects and cultures so that they feel connected to a direction that keeps the organisation competitive and flexible?  As long as the organisational identity is defined sufficiently broadly it can offer a meaningful collective purpose for a whole range of dynamic capabilities.  Community can also mitigate risks associated with communities of practice becoming so strong that they won’t let go of what they know.  After a while the emotional reward of being in a successful and close knit group, can create blinkers to accepting new ways of framing what people do. Dynamism is lost.  We often argue that communities have a life. But if they don’t disband naturally, they can keep refining knowledge beyond what adds value; they become so invested in the specialist knowledge that made them distinctive, that unlearning is not considered. With no external market pressures the organisation is at risk of stagnation, despite the evident value of communities as learning mechanisms.  This is where diversity pays dividends in challenging thinking. It is also why senior leaders have an important role to play in asking questions about where renewal will come from.  Structurally this may be a good time to introduce some inter group competition to challenge the value of existing know-how for the future, it may be when mergers and acquisitions create a different rhythm for renewal.  Obviously that creates all sorts of discomfort and tension for change recipients. In a world where it is easy to become overwhelmed by new ideas, innovation and change, bounding the possible with bonds of collective identity that make sense to all involved provides a stake the ground that helps people adapt and decide how to integrate new regimes with what is valuable from the organisational knowledge bank and the historical legacy of reputation. Coaching is another context specific integrating mechanism, but depends heavily on the quality of the people acting as coaches, and their ability to both recognise and deal with the tensions that arise and communicate well with others one to one and one to many.

The concept of a community of influence is a novel development that also works across boundaries to use knowledge diversity. Organised as a set of loose association of other organisations and key stakeholders, it offers a fluid mechanism for adaptation that takes into account multiple voices and uses them to accumulate learning and change through practice in very large scale problems. By connecting smaller communities, that retain their specific identity and purpose, but can work from different perspectives on a common cause, a powerful body for influencing decision making emerges at the societal level. The network then can influence the particular external conditions which limit each smaller organisation’s ability to create the necessary change.  It is harnessing difference, beyond the focus of the specific collectives that contribute.  I am looking forward to hearing more at the Henley KM Forum conference about how MacMillan Cancer Care have overcome the challenges of making this work across different interests to realise a more joined up and innovative approach to this very important form of healthcare.  If you are coming to the conference you’ll get the chance to really explore the challenges of creating and sustaining communities of influence.  If you are not attending, then Alison Donaldson, Elizabeth Lank and Jane Maher have written a book, which tells the story of how these relative loose associations of professionals, specialists and patients can over a long period of time produce durable learning and change through conversations and relationships.

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Trying to live up to yesterday’s commitment to get back to blogging and explore the conference themes, today I am going to focus on emotions and how they affect responses to change. It’s not my intention to give away what the speakers are going to say, but more to start some thinking about why these themes are relevant to our KM practice.

Organisational learning helps change and makes it stick. In KM we can’t make it happen directly, we have to work through influence. It’s the leadership in all the different areas of expertise that have to implement it and keep people motivated to deliver and learn at the same time.

But learning and change create all sorts of emotional responses for those involved. Some people thrive on it, some people fear it. To some extent, it depends on whether people feel confident that they can turn change into an opportunity, or whether they are happier with working in well know territory with familiar routines and expertise. A leader’s mood is highly contagious. It can have an enormous influence on that balance, as well as how well the KM techniques and technologies we know and love get adopted in practice. So for me the quote below[1] captures what we need from leadership across the board, in projects, teams divisions and departments.

Be positive

“Effective leaders prime good feelings in those they lead. They create emotional resonance – a reservoir of positivity that frees the best in people” 

That would really improve knowledge flow. The best in people from a KM and a business perspective means people using their skills and expertise and capabilities to their full potential to deliver results.

From personal experience, I know that when I’ve worked with someone   who has innate emotional intelligence, it makes a difference to how valued I feel, affects whether I get a strong sense of belonging to something worthwhile, and changes my levels of engagement. In a high pressure business environment, acknowledging and dealing with the feelings that affect how well we exercise our capabilities is as important as dealing with the task, but it’s easy for the former to get overlooked, with detrimental effect on knowledge work. Perhaps because it’s easier to manage tasks than emotions, perhaps because we feel we achieve more by concentrating on the task, or perhaps because we are not sensitised to the emotional climate.

I’m not suggesting leadership is about being soft and cuddly all the time. In the March/April 2000 edition of Harvard Business Review[2] Goleman reviewed some research conducted by Hay McBer. They found that leaders who get results move seamlessly between six familiar leadership styles, some much harder than others. The interesting thing was that they use all six flexibly rather than relying on just a few of them. You’ll recognise the six styles in people you know, but think about how many leaders you know who feel comfortable using the full range.

“Coercive leaders demand immediate compliance. Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future. “

Leading for results means knowing how to match style to context so that followers feel supported and are not floundering in situations where they feel they don’t belong. To do this leaders need to be able to connect with their own, and others fears, hopes anxieties, dreams and potential, whilst also setting clear boundaries and expectations that support a level of emotional resilience to change, personal commitment to the organization and continuous self management and well-being. That sort of emotional intelligence comes from four quite distinct personal sensitivities: self-awareness, self-management, social awareness, and social skill.

With these, leaders gain the capacity to vary their style, and so get the best from those who follow them. Increasing emotional intelligence should amplify the impact of knowledge and learning activities. This is one reason why we have included it as one of the leadership practices in our 46th Henley KM Forum research project. We were exploring what it takes to develop knowledge driven leadership agility. Conference delegates will learn more about the full set of practices and the development challenge we have created to raise awareness of the sort of leadership capability that really supports knowledge work. If you aren’t coming, I will be referring to them in my blogs up until the conference. So watch this space.

In the next blog, I’m going to talk more about what happens when the collective emotional undercurrent becomes negative overall. That puts me in mind of Daan Andriessen’s presentation at the 2010 KM Forum conference. Those of you who belong to the Henley KM Forum can download his slides from the members’ website. Those of you who don’t belong, can learn what you are missing, by visiting Daan’s website. You’ll find the presentation in the Knowledge Management part of his presentations area Look for “The Unconscious at Work; How hidden patterns in organisations may hamper KM” Presentation given at the Henley KM Forum 2010.

[1] Goleman, D Boyatzis, RE and McKee, A (2009) Primal Leadership. Leadership Excellence  vol 26 (iss) 10: 9-10.

[2] Goleman, D (2000) Leadership that gets results. Harvard Business Review  vol 78 (iss) 2: 78-90.

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