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Extra info for Leading Organizational Learning
Com. Chapter Four Where “Managing Knowledge” Goes Wrong and What to Do Instead Niko Canner Jon R. Katzenbach “Knowledge management” is more often than not a bad idea. We will explain why this is so and how to make better use of the underlying good ideas that got us interested in knowledge management in the first place. In an age that has been marked by extraordinary progress in our ability to process, manipulate, and transfer information, we are naturally drawn to see the world through the lens of information.
30 LEADING ORGANIZATIONAL LEARNING To see how exceptional the conditions are in which the codification-access model works, take one success: McKinsey’s use of a knowledge management system to help consultants worldwide access “practice development” materials relevant to developing proposals for new projects and to helping engagement managers structure work plans once a project starts. The conditions at McKinsey represent something of a “perfect storm”: • The hiring model and the way people develop on the job are carefully honed to ensure that people are not only good at solving problems but also at stating how they have solved problems (clients would be skeptical of purely tacit expertise).
While it is important to avoid “kissing up” to upper management, it is just as important to avoid the opposite action. A surprising number of middle managers spend hours trashing the company and its executives or making destructive comments about other coworkers. The item “Avoids destructive comments about the company or coworkers” regularly scores in the bottom ten on ratings of coworkers’ satisfaction with peers. Before speaking it is generally good to ask four questions: 1. Will this comment help our company?