Knowledge management projects typically require significant awareness raising, education and change management efforts to get buy-in and participation from operational level managers. Such managers are often impatient with theoretical KM frameworks and concepts or high level strategies, and they can easily dismiss KM as too fuzzy and impractical to be useful. Knowledge managers frequently find themselves preoccupied with fighting defensive actions around understanding and buy-in, instead of directly planning, orchestrating and executing knowledge management strategies and programmes.
In the KM Planning workshop Edgar Tan and Kim Martins took the participants through a facilitated and staged participatory planning process using a set of performance support tools to:
- diagnose specific pain points in the operations that can be supported through KM
- identify cultural factors that support or inhibit more effective knowledge sharing and use
- focus managers on the areas they believe are of highest priority to them
- help managers identify appropriate KM approaches, methods and tools to support their priority areas
If you wish to see how the process works, read this blog post and watch the embedded video:http://www.greenchameleon.com/gc/blog_detail/conducting_a_km_planning_exercise/
No comments:
Post a Comment