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KM2

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Stig-Arne Kristoffersen
Stig-Arne Kristoffersen

The document discusses knowledge management and the importance of intrinsic motivation for sharing tacit knowledge. It addresses some key points: 1) Technology should be seen as the infrastructure to enable knowledge sharing, not the focus of knowledge management itself, which is about people and culture. 2) Intrinsic motivation is important for sharing tacit knowledge that is difficult to codify. Extrinsic rewards can undermine intrinsic motivation if not carefully implemented. 3) Successful knowledge management relies on motivating employees to willingly share tacit knowledge through addressing their intrinsic needs for autonomy, competence and relatedness.

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KNOWLEDGE MANAGEMENT When we talk Knowledge Management, we easily falls into the trap talking about technology, rather than the people and the culture within the company. Rather thinking that technology should be seen as the knowledge- infrastructure, rather than the Knowledge Management itself, we begin to design systems and try make the people adopt it, given that people will accept it under the pretence it makes work easier and more efficient. But does it?
THE GAP “The gap between what’s technically posible and what the corporate culture is willing and able to accept often wider than many people automatically assume” Dion Hinchcliffe
KNOWLEDGE AS AN ADVANTAGE The success of KM efforts need to convert tacit knowledge that is hidden into explicit knowledge. But similar efforts should also allow individuals to internalize and know the meaning of codified knowledge taken over from KM efforts. Using the SECI model (Socialization, Externalization, Combination, and Internalization)
SECI Model KM model of Nonaka and Takeuchi is a simple KM Conceptual Model, called SECI. The elements making up the model of KM, among others include: time, shapes, types of knowledge, social space, context, transformation and dynamics, connecting media, and cultural knowledge.
INFORMAL AND FORMAL NETWORKS Social platforms can contribute to JIT-K and create and audience in the right context at the right time, but we need to motivation for people to share knowledge Sharing knowledge is always voluntary, no one can be forced to share We share knowledge when we have the right audience, which motivates us and creates the right context Software alone is not the solution to old challenges of knowledge management. It is not about storing knowledge, but Just In Time (JIT) Knowledge (JIT-K)
INFORMAL AND FORMAL NETWORKS Social platforms can contribute to JIT-K and create and audience in the right context at the right time, but we need to motivation for people to share knowledge Sharing knowledge is always voluntary, no one can be forced to share We share knowledge when we have the right audience, which motivates us and creates the right context Software alone is not the solution to old challenges of knowledge management. It is not about storing knowledge, but Just In Time (JIT) Knowledge (JIT-K)
MOTIVATE KNOWLEDGE SHARING Intrinsic motivation is beneficial for task requiring tacit knowledge is necessary for the creation and sharing of tacit knowledge has a positive effect on tacit knowledge management in an organization Considering Participant Motivation In Knowledge Management Most KM projects lack of motivation of participants Intrinsic and extrinsic rewards must be carefully planned All KM projects can benefit from greater participant internal motivation, and therefore encourage the use of intrinsic rewards and a closer analysis of psychological work related factors An important relationship between types of knowledge and the motivation to share it (Allen Whittom, 2009) Scientific, creative, innovative, entrepreneurial or artistic services are more efficiently performed by intrinsically motivated individuals (Frey)
INTRINSIC MOTIVATION Individuals are often motivated to keep their tacit knowledge for themselves rather than share it. This situation can be attributed to the competition between employees for recognition and promotion. Organizations are now asking that their employees change this attitude for the benefit of others and to meet business objectives. In this context, taking into account the intrinsic motivations of employees is even more critical for KM success. Intrinsic
REWARDS FOR SHARING KNOWLEDGE If people see a reward as being related to their competency, intrinsic motivation for the task will be encouraged or maintained. On the other hand, if they see a reward as a way to control their performance, autonomy and intrinsic motivation would be decreased (Osterloh & Frey, 2000) Rewards can either be extrinsic or intrinsic, material (financial and non- financial) or moral. Extrinsic rewards that are financial can be directly included into the pay system (variable, easy to control, and universal, easily forgotten and be viewed as being part of regular wages and not necessarily related to certain behavior) Extrinsic rewards could also be related to a career plan, the organizational culture, personal environment, leadership, work environment and qualifications Extrinsic rewards may lead to competition and hinder team work Intrinsic rewards do not systematically induce intrinsic motivation An individual’s actions are considered morally good, he or she can expect recognition and admiration from colleagues
IMPACT OF INFORMATION AND CONTROLLING ASPECTS OF REWARDS Reducing - autonomy, when people see an external intervention as reducing their autonomy, their intrinsic motivation is transformed into extrinsic motivation. - self esteem: When an external intervention does not put value on people’s competency, intrinsic motivation is reduced. KM/ Business Goal Consider the implementation of a Goal in a KM project or Organization. To encourage production, the manager may decide to give a salary bonus to individuals who finish at least 8 new projects pr year.  This reward has a positive controlling aspect, but a negative information aspect (since there is no consideration for the quality of the content and thus the competency of the contributors). In this case, we can expect that people will be less intrinsically motivated to contribute to business bottom line, and that their main focus will be on producing a large quantity of projects.
MUTUAL TRUST AND RESPECT ENABLE SHARING OF KNOWLEDGE KM project success is based on motivation theory KM/ Business Goal The perception that an employee is dishonest, inequitable or immoral may be one reason why psychological contracts are broken. For instance, in the context of a KM project, a participant who creates 4 high quality Projects may find unfair that another participant who created 10 low quality Projects receive a bonus.  The first participant’s intrinsic motivation will therefore decrease. Intrinsic motivation is therefore closely linked to the psychological contracts existing in the organization. A premise that goes beyond the formal contract between employer and employee is a psychological contract. These contracts represent the beliefs, perceptions and informal obligations that unite the two parties.  They also include a mutual appreciation of their respective intrinsic motivation. Formal contracts only generally define the responsibilities of the firm and its’ participants
KNOWLEDGE MANAGEMENT SUCCESS ? Uncertain Since there is not possible to not possible to formulate a universal reward system According to theoretical concepts, the impacts of rewards on intrinsic motivation may be success factor in a KM project. Tacit knowledge is considered highly valuable for the organization For employees, sharing and internalizing tacit knowledge requires intrinsic motivation.‬ The employer has the latitude to influence intrinsic motivation through intrinsic or extrinsic rewards.‬ Rewards have the potential of reducing motivation.‬ Gartner report (2007) - suggests that non monetary rewards, intended to recognize individual competence, are often better motivating strategies than monetary ones. - monetary rewards not only can reduce internal motivation, but can also promote the transfer of unimportant knowledge
TACIT KNOWLEDGE MANAGEMENT WITH INTRINSIC MOTIVATION Feelings The manager’s role will be to support the participants in their objectives of sharing and learning, rather than try to influence their behavior or use rewards. For instance, the manager can encourage and support the emergence of a community of practice, by providing all the tools necessary for knowledge transfer (electronic forums, meeting rooms, learning tools and so on) When participants are motivated intrinsically, extrinsic rewards should be avoided. Management can, however, consider implementing other intrinsic rewards Intrinsic motivation is influenced by feelings of autonomy, competency, of progression and accomplishment
TACIT KNOWLEDGE MANAGEMENT WITH INTRINSIC MOTIVATION Feelings
MOTIVATION KEY TO KM PROJECT Intrinsic motivation is valid success factor for most KM projects Intrinsic rewards are beneficial in most cases involving a knowledge creating process
Author Stig-Arne Kristoffersen is a Corporate exec with substantial corporate experience. Stig-Arne provide preemptive support in German or English, with basic skill set in Russian. Kristoffersen focus on Knowledge Based Information processes and systems within oil and gas industry, contract drafting, asset negotiations within real estate and energy sectors. Stig Arne has a broad experience in all aspects of Geo-science. Direct experience with energy business, technical consulting and venture capital. Stig has extensive experience in play development and prospect generation in various basins globally. Stig Arne has performed a large variation of risk assessment as part of prospect maturation with HI-end tools from various vendors like Schlumberger, Paladin, SMT etc. Stig Arne has participated in multiple projects with efficient Exploration and Production of oil and gas resources, and experience in making quick turnaround from resource to reserves. Utilizing acceptable international renown techniques to achieve the goal of the projects are always the goal. www.Valioso.Rocks
REFERENCES APCQ. (2002) Rewards and recognition in knowledge management.. Allen Whittom, Marie-Christine Roy, Journal of Knowledge Management Practice, Vol. 10, No. 1, March 2009 Center for Concept Development, Ltd. (2005) A Study Conducted among Current Users of Merchandise and Travel Items for Motivation/ Incentive Applications. Frey, B.S. (1997). Not just for the money : an economic theory of personal motivation. Cheltenham : Edward Elgar Publishing, 1858985099. Frey, B.S. and Jegen, R. (2000) Motivation Crowding Theory: A Survey of Empirical Evidence (revised version). Institute for Empirical Research in Economics , University of Zurich. ISSN 1424-0459. Lévy-Leboyer, C. (2006) La motivation au travail : modèles et stratégies. 3e édition. Paris : Éditions d'Organisation.Lucier, C. (2003) When knowledge adds up to nothing. Development and Learning in Organizations: An International Journal, Vol. 17, pp. 32-35. Malhotra, Y. and Galletta, D.F. (2003). "Role of Commitment and Motivation in Knowledge Management Systems Implementation: Theory, Conceptualization, and Measurement of Antecedents of Success".  36th Hawaii International Conference on System Sciences. p. 10. Mann, J. (2007) Best pratices for knowledge management. Stamford : Gartner, 2007. Research. G00151311. Milne, P. (2007), Motivation, incentives and organisational culture. Journal of Knowledge Management, Vol. 11, pp. 28-38. Morello, D. and Caldwell, F. (2001). What Are Knowledge Workers? What Makes Them Tick? Stamford : Gartner, Research. SPA-12-7780. Osterloh, M. and Frey, B.S. (2000), "Motivation, Knowledge Transfer, and Organizational Form". Organization Science. Septembre- octobre, Vol. 11, 5, pp. 538-550. Peyman, A., Jafari, M. and Fathian, M. (2005) Exploring Failure-Factors Of Implementing Knowledge Management Systems In Organizations. Journal of Knowledge Management Practice.Psychological contract. Rivard, L. and Roy, M-C. (2005).Gestion stratégique des connaissances. Québec : Les presses de l'Université Laval, Semar, W. (2004). "Incentive systems in knowledge management to support cooperative distributed forms of creating and acquiring knowledge.",  International Conference on Information and Knowledge Engineering. pp. 406-411. Thomas, K.W. (2000). Intrinsic motivation at work : building energy and commitment. San Francisco : Berret-Koehler Publishers, Inc. Whittom, A. (2008) La motivation des participants à un projet de gestion des connaissances : la clef du succès. Faculty of Business Administration, Université Laval. Yelden, E.F. anad Albers, J.A. (2004) The Business Case For Knowledge Management. Journal of Knowledge Management Practice.

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KM2

  • 1. KNOWLEDGE MANAGEMENT When we talk Knowledge Management, we easily falls into the trap talking about technology, rather than the people and the culture within the company. Rather thinking that technology should be seen as the knowledge- infrastructure, rather than the Knowledge Management itself, we begin to design systems and try make the people adopt it, given that people will accept it under the pretence it makes work easier and more efficient. But does it?
  • 2. THE GAP “The gap between what’s technically posible and what the corporate culture is willing and able to accept often wider than many people automatically assume” Dion Hinchcliffe
  • 3. KNOWLEDGE AS AN ADVANTAGE The success of KM efforts need to convert tacit knowledge that is hidden into explicit knowledge. But similar efforts should also allow individuals to internalize and know the meaning of codified knowledge taken over from KM efforts. Using the SECI model (Socialization, Externalization, Combination, and Internalization)
  • 4. SECI Model KM model of Nonaka and Takeuchi is a simple KM Conceptual Model, called SECI. The elements making up the model of KM, among others include: time, shapes, types of knowledge, social space, context, transformation and dynamics, connecting media, and cultural knowledge.
  • 5. INFORMAL AND FORMAL NETWORKS Social platforms can contribute to JIT-K and create and audience in the right context at the right time, but we need to motivation for people to share knowledge Sharing knowledge is always voluntary, no one can be forced to share We share knowledge when we have the right audience, which motivates us and creates the right context Software alone is not the solution to old challenges of knowledge management. It is not about storing knowledge, but Just In Time (JIT) Knowledge (JIT-K)
  • 6. INFORMAL AND FORMAL NETWORKS Social platforms can contribute to JIT-K and create and audience in the right context at the right time, but we need to motivation for people to share knowledge Sharing knowledge is always voluntary, no one can be forced to share We share knowledge when we have the right audience, which motivates us and creates the right context Software alone is not the solution to old challenges of knowledge management. It is not about storing knowledge, but Just In Time (JIT) Knowledge (JIT-K)
  • 7. MOTIVATE KNOWLEDGE SHARING Intrinsic motivation is beneficial for task requiring tacit knowledge is necessary for the creation and sharing of tacit knowledge has a positive effect on tacit knowledge management in an organization Considering Participant Motivation In Knowledge Management Most KM projects lack of motivation of participants Intrinsic and extrinsic rewards must be carefully planned All KM projects can benefit from greater participant internal motivation, and therefore encourage the use of intrinsic rewards and a closer analysis of psychological work related factors An important relationship between types of knowledge and the motivation to share it (Allen Whittom, 2009) Scientific, creative, innovative, entrepreneurial or artistic services are more efficiently performed by intrinsically motivated individuals (Frey)
  • 8. INTRINSIC MOTIVATION Individuals are often motivated to keep their tacit knowledge for themselves rather than share it. This situation can be attributed to the competition between employees for recognition and promotion. Organizations are now asking that their employees change this attitude for the benefit of others and to meet business objectives. In this context, taking into account the intrinsic motivations of employees is even more critical for KM success. Intrinsic
  • 9. REWARDS FOR SHARING KNOWLEDGE If people see a reward as being related to their competency, intrinsic motivation for the task will be encouraged or maintained. On the other hand, if they see a reward as a way to control their performance, autonomy and intrinsic motivation would be decreased (Osterloh & Frey, 2000) Rewards can either be extrinsic or intrinsic, material (financial and non- financial) or moral. Extrinsic rewards that are financial can be directly included into the pay system (variable, easy to control, and universal, easily forgotten and be viewed as being part of regular wages and not necessarily related to certain behavior) Extrinsic rewards could also be related to a career plan, the organizational culture, personal environment, leadership, work environment and qualifications Extrinsic rewards may lead to competition and hinder team work Intrinsic rewards do not systematically induce intrinsic motivation An individual’s actions are considered morally good, he or she can expect recognition and admiration from colleagues
  • 10. IMPACT OF INFORMATION AND CONTROLLING ASPECTS OF REWARDS Reducing - autonomy, when people see an external intervention as reducing their autonomy, their intrinsic motivation is transformed into extrinsic motivation. - self esteem: When an external intervention does not put value on people’s competency, intrinsic motivation is reduced. KM/ Business Goal Consider the implementation of a Goal in a KM project or Organization. To encourage production, the manager may decide to give a salary bonus to individuals who finish at least 8 new projects pr year.  This reward has a positive controlling aspect, but a negative information aspect (since there is no consideration for the quality of the content and thus the competency of the contributors). In this case, we can expect that people will be less intrinsically motivated to contribute to business bottom line, and that their main focus will be on producing a large quantity of projects.
  • 11. MUTUAL TRUST AND RESPECT ENABLE SHARING OF KNOWLEDGE KM project success is based on motivation theory KM/ Business Goal The perception that an employee is dishonest, inequitable or immoral may be one reason why psychological contracts are broken. For instance, in the context of a KM project, a participant who creates 4 high quality Projects may find unfair that another participant who created 10 low quality Projects receive a bonus.  The first participant’s intrinsic motivation will therefore decrease. Intrinsic motivation is therefore closely linked to the psychological contracts existing in the organization. A premise that goes beyond the formal contract between employer and employee is a psychological contract. These contracts represent the beliefs, perceptions and informal obligations that unite the two parties.  They also include a mutual appreciation of their respective intrinsic motivation. Formal contracts only generally define the responsibilities of the firm and its’ participants
  • 12. KNOWLEDGE MANAGEMENT SUCCESS ? Uncertain Since there is not possible to not possible to formulate a universal reward system According to theoretical concepts, the impacts of rewards on intrinsic motivation may be success factor in a KM project. Tacit knowledge is considered highly valuable for the organization For employees, sharing and internalizing tacit knowledge requires intrinsic motivation.‬ The employer has the latitude to influence intrinsic motivation through intrinsic or extrinsic rewards.‬ Rewards have the potential of reducing motivation.‬ Gartner report (2007) - suggests that non monetary rewards, intended to recognize individual competence, are often better motivating strategies than monetary ones. - monetary rewards not only can reduce internal motivation, but can also promote the transfer of unimportant knowledge
  • 13. TACIT KNOWLEDGE MANAGEMENT WITH INTRINSIC MOTIVATION Feelings The manager’s role will be to support the participants in their objectives of sharing and learning, rather than try to influence their behavior or use rewards. For instance, the manager can encourage and support the emergence of a community of practice, by providing all the tools necessary for knowledge transfer (electronic forums, meeting rooms, learning tools and so on) When participants are motivated intrinsically, extrinsic rewards should be avoided. Management can, however, consider implementing other intrinsic rewards Intrinsic motivation is influenced by feelings of autonomy, competency, of progression and accomplishment
  • 14. TACIT KNOWLEDGE MANAGEMENT WITH INTRINSIC MOTIVATION Feelings
  • 15. MOTIVATION KEY TO KM PROJECT Intrinsic motivation is valid success factor for most KM projects Intrinsic rewards are beneficial in most cases involving a knowledge creating process
  • 16. Author Stig-Arne Kristoffersen is a Corporate exec with substantial corporate experience. Stig-Arne provide preemptive support in German or English, with basic skill set in Russian. Kristoffersen focus on Knowledge Based Information processes and systems within oil and gas industry, contract drafting, asset negotiations within real estate and energy sectors. Stig Arne has a broad experience in all aspects of Geo-science. Direct experience with energy business, technical consulting and venture capital. Stig has extensive experience in play development and prospect generation in various basins globally. Stig Arne has performed a large variation of risk assessment as part of prospect maturation with HI-end tools from various vendors like Schlumberger, Paladin, SMT etc. Stig Arne has participated in multiple projects with efficient Exploration and Production of oil and gas resources, and experience in making quick turnaround from resource to reserves. Utilizing acceptable international renown techniques to achieve the goal of the projects are always the goal. www.Valioso.Rocks
  • 17. REFERENCES APCQ. (2002) Rewards and recognition in knowledge management.. Allen Whittom, Marie-Christine Roy, Journal of Knowledge Management Practice, Vol. 10, No. 1, March 2009 Center for Concept Development, Ltd. (2005) A Study Conducted among Current Users of Merchandise and Travel Items for Motivation/ Incentive Applications. Frey, B.S. (1997). Not just for the money : an economic theory of personal motivation. Cheltenham : Edward Elgar Publishing, 1858985099. Frey, B.S. and Jegen, R. (2000) Motivation Crowding Theory: A Survey of Empirical Evidence (revised version). Institute for Empirical Research in Economics , University of Zurich. ISSN 1424-0459. Lévy-Leboyer, C. (2006) La motivation au travail : modèles et stratégies. 3e édition. Paris : Éditions d'Organisation.Lucier, C. (2003) When knowledge adds up to nothing. Development and Learning in Organizations: An International Journal, Vol. 17, pp. 32-35. Malhotra, Y. and Galletta, D.F. (2003). "Role of Commitment and Motivation in Knowledge Management Systems Implementation: Theory, Conceptualization, and Measurement of Antecedents of Success".  36th Hawaii International Conference on System Sciences. p. 10. Mann, J. (2007) Best pratices for knowledge management. Stamford : Gartner, 2007. Research. G00151311. Milne, P. (2007), Motivation, incentives and organisational culture. Journal of Knowledge Management, Vol. 11, pp. 28-38. Morello, D. and Caldwell, F. (2001). What Are Knowledge Workers? What Makes Them Tick? Stamford : Gartner, Research. SPA-12-7780. Osterloh, M. and Frey, B.S. (2000), "Motivation, Knowledge Transfer, and Organizational Form". Organization Science. Septembre- octobre, Vol. 11, 5, pp. 538-550. Peyman, A., Jafari, M. and Fathian, M. (2005) Exploring Failure-Factors Of Implementing Knowledge Management Systems In Organizations. Journal of Knowledge Management Practice.Psychological contract. Rivard, L. and Roy, M-C. (2005).Gestion stratégique des connaissances. Québec : Les presses de l'Université Laval, Semar, W. (2004). "Incentive systems in knowledge management to support cooperative distributed forms of creating and acquiring knowledge.",  International Conference on Information and Knowledge Engineering. pp. 406-411. Thomas, K.W. (2000). Intrinsic motivation at work : building energy and commitment. San Francisco : Berret-Koehler Publishers, Inc. Whittom, A. (2008) La motivation des participants à un projet de gestion des connaissances : la clef du succès. Faculty of Business Administration, Université Laval. Yelden, E.F. anad Albers, J.A. (2004) The Business Case For Knowledge Management. Journal of Knowledge Management Practice.