|
|
TED presentation by Dan Pink
"There is a mismatch between what science knows and what business does. And here is what science knows. One: Those 20th century rewards, those motivators we think are the natural part of business, do work, but only in a surprisingly narrow band of circumstances. Two: Those if-then rewards often destroy creativity. Three: The secret to high performance isn't rewards and punishments, but that unseen intrinsic drive. The drive to do things for their own sake. The drive to do things cause they matter. "
Knowledge Management is all about culture in the organisation. The fact is Knowledge Information is misunderstood as Knowledge Management.
Knowledge Information can be your Data, Technology, Transactions (Input & Output). The transformation to Knowledge Management is the People & Organisational value. Success of Knowledge Management is defining this fine line.
Depeding on the type of business you are in, even Suppliers, Partners, End users etc. all needs to be involved.
Posted on LinkedIn by Rakesh Kanojia
I'd like to introduce myself and sorry for the detailed content, but I’m also passionate in, “how do we improve Service Management cultures”. Below I have described my exposure to it and what I understood from it. I have just joined this group after reading "Owning ITIL" and emailing Rob, I would like to get some ideas of others.
When I was a tech vendor I enjoyed displacing competitor product with ours, but I knew every time there was nothing wrong with the competitive tool, just the way it was implemented (process/procedure) and used (people/culture).
As an IT industry we are starting to mature to the point where we don't so often blame the technology tools. Now we more often blame the process "tool", e.g. ITIL, Lean, Agile...
According to Dave Logan, the co-author of “Tribal Leadership,” professor at USC and co-founder and Senior Partner at CultureSync, from this article
the five stages of Tribal Leadership:
Stage 1 is motivated by the motto “life sucks.” This is the domain of workplace violence and it makes up about 2% of tribes.
Modern people are becomign more superficial, in the sense that they want to ponder less, take less time, make snap decisions and move on. This occured to me while designing a feedback form. Instead of a rating, say 1 to 5, and a field for comments, I think these days one should have a rating and a CHOICE of comments and then a freeform field. Folk want the most common comments, or the most likely anticipated comments, laid out for them as checkboxes. Only a minority want to take the time to think of a response.
I have no research evidence for this, just a gut feel.
Those words keep sticking in my head from a Jethro Tull song: "That's the Honest Measure of My Worth". What is?
- How do we measure people so they accept the measure as a fair assessment?
- How to measure so that the measurement itself does not distort behaviour?
- How much "measurement" of people can be done with objective numbers? Are we such complex creatures that an honest measure can only be done by subjective assessemnt by fellow humans? Is that why we have juries?
5 step personal change journey to accepty a change?
In order to effect change on people we need to take them on a five-stage journey with each change
be aware
accept
understand
contribute
use
Attitudes, Behaviour, Culture
(Gamingworks)
Attitude (individual) and Culutre (group) influence Behaviour.
Repeated Behaviour changes Attitude and Culture ("do it 25 times it becomes habit")
Here we see the things we need to change. This list is in order of increasing maturity (my model not ABC's)
Does a persons attitude/culture change in an increasing maturity like this?:
what they do
how they do it
how they approach it
what they value
what they communicate to others
|
|
Made in New Zealand by Rob England 
