1. Encourage users to take it personally
The key finding is that even the best KM systems are worthless if users won`t use them. The other problems are that many KM projects start with great enthusiasm among future users and IT managers tend to rely on the sheer enthusiasm rather than explaining in detail benefits of the KM initiative. In other cases, even if the manager explained everything users tend to be less active in relation to time and finally KM systems is not used. The solutions include that KM planners should ensure users that all the KM systems and tools will be used on daily basis , explain in relation to time and constant usage the benefits to single member of organization and organization as a whole. Possible arguments to use include getting more done in less time, better performance, higher quality work etc. Generally KM ethos should be deeply embedded into culture of the organization.
2. Embedding KM in work process
KM systems should be strictly connected to everyday work processes, this approach gives greater chance that users will participate in KM. Separate systems, excluded from work processes tend to be perceived as optional and because users has to explicitly remember to use them, in result , they do not use them. The best solution is to embed the KM system so users performing standard work won`t be aware of using it but in fact it will perform KM. It is also worth remembering that letting users do KM work in their spare time reduces effectiveness. The most knowledgeable people are to busy to share knowledge in their spare time when a system is 'optional', on the other hand, capturing knowledge of people who has nothing better to do is counter-productive.
3. Use it or lose it
The most common mistake is to wonder at the beginning of work with the customer how the knowledge will be collected. They ask about best systems to store, classify, search and distribute knowledge. How knowledge will be collected is important but it is generally more useful to ask the organization how they will utilize the knowledge rather than how they will collect it because emphasizing how knowledge will be used will end up with collection of better quality knowledge. Behind knowledge collection better solution is to train users how to find information that can help them , encourage them to publicize on how someone`s knowledge helped to achieve the goal. Generally, showing people how finally captured knowledge will be then used is a great incentive especially for experts because they will notice that their effort yields results, often more results rather than financial motivated. Summarizing, it is more important to use knowledge rather than capture it.
4. Looking for multipliers
It is generally hard to create a fresh knowledge form scratch when we start KM initiative. It is better to look for areas where knowledge is being already used with good results. Many organizations have information hidden in systems with limited availability, making this information accessible will be valuable and at small cost. Departments may collect tips for using particular applications, sales department collects information about their prospects and competitors, engineers cumulate technical information. If all of these assets will be available to wider audience it would require small effort but yield considerable value. What is more, often people in organization have their own network of other people outside the organization, it is worth to look to those networks and support them with collaboration tools.
5.Business first , KM second
Large scale KM initiative is often perceived by managers with healthy scepticism. It is better to integrate KM with direct business value even if KM initiative is larger throughout the organization. Any KM initiative to wide in terms of gathered knowledge will be distracting the departments and in result the department will not contribute to their immediate goals. Linking the KM project with organization`s goals will improve participation in achieving goals and will generate sufficient knowledge.
6.Beware of financial incentives
At first glance, financial incentives seem to be important in KM projects. On the other hand offering incentives for every contribution to knowledge base will result in tons of worthless information. Rather than complex financial schema it is better to develop systems based on user ranking of quality and usefulness and then provide financial rewards. People like to be recognized as contributors who provide useful knowledge and users who utilize the knowledge efficiently but 'knowledge worker of the month' award will not be a good idea.
The key finding is that even the best KM systems are worthless if users won`t use them. The other problems are that many KM projects start with great enthusiasm among future users and IT managers tend to rely on the sheer enthusiasm rather than explaining in detail benefits of the KM initiative. In other cases, even if the manager explained everything users tend to be less active in relation to time and finally KM systems is not used. The solutions include that KM planners should ensure users that all the KM systems and tools will be used on daily basis , explain in relation to time and constant usage the benefits to single member of organization and organization as a whole. Possible arguments to use include getting more done in less time, better performance, higher quality work etc. Generally KM ethos should be deeply embedded into culture of the organization.
2. Embedding KM in work process
KM systems should be strictly connected to everyday work processes, this approach gives greater chance that users will participate in KM. Separate systems, excluded from work processes tend to be perceived as optional and because users has to explicitly remember to use them, in result , they do not use them. The best solution is to embed the KM system so users performing standard work won`t be aware of using it but in fact it will perform KM. It is also worth remembering that letting users do KM work in their spare time reduces effectiveness. The most knowledgeable people are to busy to share knowledge in their spare time when a system is 'optional', on the other hand, capturing knowledge of people who has nothing better to do is counter-productive.
3. Use it or lose it
The most common mistake is to wonder at the beginning of work with the customer how the knowledge will be collected. They ask about best systems to store, classify, search and distribute knowledge. How knowledge will be collected is important but it is generally more useful to ask the organization how they will utilize the knowledge rather than how they will collect it because emphasizing how knowledge will be used will end up with collection of better quality knowledge. Behind knowledge collection better solution is to train users how to find information that can help them , encourage them to publicize on how someone`s knowledge helped to achieve the goal. Generally, showing people how finally captured knowledge will be then used is a great incentive especially for experts because they will notice that their effort yields results, often more results rather than financial motivated. Summarizing, it is more important to use knowledge rather than capture it.
4. Looking for multipliers
It is generally hard to create a fresh knowledge form scratch when we start KM initiative. It is better to look for areas where knowledge is being already used with good results. Many organizations have information hidden in systems with limited availability, making this information accessible will be valuable and at small cost. Departments may collect tips for using particular applications, sales department collects information about their prospects and competitors, engineers cumulate technical information. If all of these assets will be available to wider audience it would require small effort but yield considerable value. What is more, often people in organization have their own network of other people outside the organization, it is worth to look to those networks and support them with collaboration tools.
5.Business first , KM second
Large scale KM initiative is often perceived by managers with healthy scepticism. It is better to integrate KM with direct business value even if KM initiative is larger throughout the organization. Any KM initiative to wide in terms of gathered knowledge will be distracting the departments and in result the department will not contribute to their immediate goals. Linking the KM project with organization`s goals will improve participation in achieving goals and will generate sufficient knowledge.
6.Beware of financial incentives
At first glance, financial incentives seem to be important in KM projects. On the other hand offering incentives for every contribution to knowledge base will result in tons of worthless information. Rather than complex financial schema it is better to develop systems based on user ranking of quality and usefulness and then provide financial rewards. People like to be recognized as contributors who provide useful knowledge and users who utilize the knowledge efficiently but 'knowledge worker of the month' award will not be a good idea.
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