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CHAPTER 7 Knowledge Management Organizational Culture - Coggle Diagram
CHAPTER 7
Knowledge Management Organizational Culture
Organizational Culture
Powerful unifying force
Embedded in larger social environment
Shared assumptions, beliefs and values
Micro cultures may exist across organization
Typology of Culture
Networked Culture
Members are treted as friends and family
Willing to help and share information
People may be reluctant to criticize poor performance
Mercenary Culture
Focus on strict goals
Poor performance not tolerated
Little room for political cliques
Communal Culture
Task driven
Leaders are inspirational and charismatic
Leaders may exhibit too much influence
Fragmented Culture
Potential lack of cooperation
Sense of belonging and identification with organization is weak
Commitment is to individual members
Knowledge Culture Enablers
Structural support
act as barrier or facilitators
problem solving methodology
Enacted values
demonstrated by everyday activities
oppurtunities to collaborate
Core values
need to be identified, encouraged and monitored
Sharing and valuing of knowledge
Organisation need to have a range of strategies to ensure essential values
Operate over several levels
Interaction with colleagues
determine the strength of knowledge culture
quality of interaction
Effective Knowledge Culture
Knowledge management is a value-driven process
long-term and integrated approach
not economic-driven
shared knowledge, collaboration and trust
People are more important than systems
people's mind is the greatest asset
Public encouragement of knowledge sharing vs. self-interest
Advocacy and support for good knowledgepractice to be clearly showed
Knowledge communities can be characterised as:
Tolerant
Collaborative
Encourage sharing
Trusting
Open and communicative
Implementing Knowledge Culture Enhancement Programs
Accommodate differences
members should make sense of changes
planned interventions might be open for renegotiation and adaption
Pilot testing
change rarely run smmothly
Communicate the program intentions and ongoing progress
reduces uncertainties
encourage learning
regular communication
sensitive to feedbacks
increase understanding
seek affirmation
Supporting planned interventions
help desk
share user success stories
Stages of Organization Maturity
Organized
similar local cultures
local decision making based on corporate strategy
Managed
cohesive corporate culture and operation model
corporate strategy drives operational tactics
Ad hoc
local decision making
multiple local cultures, leadershp structures and operation models
Agile
culture adapts strategically
professionals compete to work for corportion
Chaotic
non-cohesive culture
decision making in-flight
Stages of KM Maturity
Aware Stage
Convinced Stage
Reactive Stage
Sharing Stage
Default Stage
Recommendations for bringing about the cultural change needed for KM to succeed
existing culture
enablers and barriers
current cultural state
maturity level of KM
desired cultural outcomes
gap analysis
tolerance