Knowledge Management - Creating a Sustainable Yellow Pa

07 Aug 2018 20:14

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How can I"know who knows" None of us can personally know more than around 250 people, yet we want our companies to be smart, learning organisations where it's easy to find the ideal person to talk to. Nonetheless, these systems may be fraught with difficulty in their implementation, and often end up as out-of-date, glorified intranet telephone directories. This article, drawn from a best-selling knowledge management fieldbook by its author, identifies ten key steps involved in creating and sustaining a successful, employee-owned yellow pages system.

The guidelines below will be drawn from the book"Learning to Fly - Practical knowledge management from leading and learning organisations" (Chris Collison and Geoff Parcell), also sets out ten key steps to creating a yellow pages systems that actually works, and has the positive acquisition of its user community - that is to sayits clients.

1 Maintain a clean and distinctive vision. Be cautious about what it is you're attempting to achieve and avoid compromise. Everybody will want a slice of the action - don't get rid of sight of the overarching goal of your own body - which makes it easy to locate people that you don't already know.

2 Strive for individual ownership and upkeep. Create a procedure whereby only the people concerned can make and update their entries. This may drive a far deeper sense of ownership throughout the populace.

3 Strike a balance between informal and formal content. Encourage people to share non-work info about themselves in addition to valuable business information. Consider prompting for this with"fun" questions like:"what was the first single that you bought?" , or perhaps"what makes you happy?" .

4 Support the photos wherever possible. Nothing is more powerful and personal than a photograph. It speaks volumes about the person, raises the interest levels of others and creates personal ownership of the content. If possible encourage individuals to include a casual photograph. The security-pass-rabbit-in-the-headlights shots rarely show people in their own best light! Better to have a photograph which says more about the person and what inspires them.

5 Make sure your product design is inclusive and flexible. Recognize that different folks relate to templates, prompts and construction in different ways. Use focus groups to test view.

6 Start using a customer-facing pilot. Critical mass is all important, so begin with a bunch of people who have a natural need to be more visible to internal customers. This might include encouraging functions, existing communities or networks, or even business areas with new leadership.

7 Deliver through local enthusiasts. Centrally-driven push isn?t always the perfect method to engage the work force. Tap into local fans and winners if possible? They'll understand how best to"sell" the concept locally.

8 Utilize success stories as a marketing tool. Reinforce the usefulness of this knowledge directory at every opportunity. Publicize any examples or successes broadly, and early, to reinforce your undertaking. This is a culture change project, and culture change occurs one story at a time!

9 Encourage usage, but lead by example rather than edict. Avoid mandating the people and usage of this knowledge directory. People will provide better quality articles if they feel they are volunteering the information. At the conclusion of the day, you can?t ever conscript knowledge - you can only ever volunteer it.

And let?s face it, there's very little point in finding the one person with expertise or expertise that you require, when you call them on the phone, they're reluctant to talk!

10 Embed into people procedures. Search for process and intranet"hooks" that may initiate and maintain the use of your knowledge directory (e.g. recruiting or induction of new staff, the launching of new networks, any reference on an intranet site which mentions a person's name can become link with their webpage.

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