People find new ways to find and fix the problems in their daily life routine. In our last seminar which actually was a café we have learnt a new way to figuring out the most common practices which we shouldn’t do as a chief knowledge officer rather then looking for the solution.
My today’s topic is first to find out three most common practices which I should avoid as a chief knowledge officer in my organisation and then the three practices which I should do by reversing the process which is also known as "Reverse Brainstorming" [1] [2] to manage the knowledge and also how beneficial the café practice was and what I have learnt from this practice during the last seminar.
I’ll start with three most common problems which I shouldn’t do as a chief knowledge officer. We are total 4 groups in our class and each group is of 6 people so each group came up with roughly 25 plus practices which should be avoided as a chief knowledge officer and then by voting each group choosed three most common practices which should be avoided and here I am going to present those three practices from all of the groups individually.
Group1: (our group)
No communication between people (they don’t like to communication with each other)
Not allowing employee’s to express their ideas (no creativity, stick to the procedures). Management don’t allow them to express or share their ideas.
No documentation of procedures/functions at all
[3]
Group2:
No communication strategy (intranet, internet & documentation)
No learning & development strategy
No identification of required knowledge
Group3:
No socialization & culture (no interaction, communication & culture)
No training (no storage, documentation, innovation & regulation training)
No training and development
Group4:
No information flow (no communication)
No improvement or performance
No system or tool
From the above group views it can be seen clearly that no communication concept should be avoided as a chief knowledge officer. The other practices differ from each group point of view while according to my understanding the other practices also have more or less the same meanings.”
Here in my opinion I will stick to the three practices which our group (group1) has stated and I will really avoid (group1) practices as a chief knowledge officer of my organisation.
Now I would like to come up with the three practices which I should do as a chief knowledge officer in my organisation by reversing the three practices which our group has stated in group1 which will be as follow
Communication between employees (encourage people to talk to each other)
Allowing employee’s to express their ideas (Management need to create an environment where employees can express & share their ideas)
Documentation of procedures/functions
Now I would like to express my views on how beneficial the café was and what I have learnt out of it.
It was very beneficial as each and every member of a group has a freedom to express his/her point of view with out having any scare of being rejected or being criticised. Usually people are afraid to express their ideas as they always afraid of the upcoming criticism but this café practice given everyone a chance to say whatever is in their minds, right or wrong. [3]
It was also good practice in a way that we have learnt a new style of communication by coming across with other group members by introducing ourselves to them and also knowing about other group members as well. We are here in this class for last 5 weeks but till before this cafe nobody knew more then other class mate names but this café practice at least given everyone a chance to learn a bit more about other group members.
Over all this café practice was fantastic and a very good practice which I have learnt out of this café is reversing the problem.
It won’t be wrong if I say it was kind of a practice which doctor’s suggest as CARE IS BETTER THEN CURE. The reversing practice minimize the chance of error as in this practice the most common problem already high lightened and it becomes in our mind before even those problem arise.
Here I would like to give an example from my organisation which is very much relevant to this reversing practice. In hotel industry we come across new faces everyday as new people checks in and out on daily basis. After working for some time in this kind of industry reception staff becomes a face reader to some extent and we conclude from the face or personality of a guest if he is kind of trouble making person and we don’t not give them a room in our hotel to these kind of people. As soon as some guest comes up to the reception we always think the worst scenario first (especially weekend youngster guests) that if this guest makes a trouble what would be the situation for us and for how many other guest which already staying with us we have to give the explanation and also refund their money back. So we don’t look at the business first but we look at the worst scenario and the end circumstances and we really avoid giving a room to those kinds of guests.
Here we decide first what we shouldn’t do before telling the availability of a room to the guest.
References:
[1] Cougar, J. D. 1995, Creative Problem Solving and opportunity finding, boyd & Fraser Publishing, Retrieved March 01, 2008.
[2] Reverse Brainstorming, A different approach to brainstorming related variant: "Negative Brainstorming", Retrieved March 01, 2008 from http://www.mindtools.com/pages/article/newCT_96.htm
[3] Kurt-martin Lugger, Herbert Kraus, 2001. Journal of Universal Computer Science: Mastering the Human Barriers in Knowledge Management, Vol. 7, No. 6 Retrieved March 01, 2008 from http://www.jukm.org/jucs_7_6/mastering_the_human_barriers/Lugger_K_M.pdf
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2 comments:
Its ok that you have selected the three things you will do as a knowledge officer of you organisation. But this is just the half work done. I as actually interested in seeing how will you do that in your organisation. What practice and/or tools you will use to implement your selected policies.
1. in my organization people from one department not concerned about the problems facing by other department people. for example the house keeping department not concerned with front desk or restaurant and people also do not know each other even some of them don't know who else is working in other departments.
i will insist them to talk to each other and I will arrange social gathering on frequent basis where all the employees from different departments will get together to break the silence.
2.Employees don't feel comfortable at front of management which is a barrier in all the organizations. In my hotel i have seen employees who have ideas to improve certain things which really can bring a boost into the revenue but employees don't discuss that with the management either they are scared to discuss their ideas or they think management also do know about certain issues so its not beneficial to talk to them and if they tell them it will be ignored.being as a chief knowledge officer i will make sure that i will listen to the employees and put a reward in the form of issuing some vouchers etc. to those who's idea will be beneficial for the hotel.
3.I will make sure that there will be written instructions to follow the procedures for all the departments separately. each and every employee will be handed in a copy of his/her relevant department instruction copy.
In a case if any new procedure come up their instruction hand outs will be upgraded immediately to take effect the change and in case of any new issue the solution to the problem will also be immediately updated on the hand outs.
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