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By fostering a culture of courage and psychological safety for knowledge sharing, knowledge managers and leaders can unlock the potential of their teams...
KIM Matters Knowledge sharing essentials: courage
F you read my previous column about Kintsugi and the beauty in flaws and mistakes (
https://tinyurl.com/ yk6jpecb), you will know that
I’ve been thinking about knowledge sharing in lessons learned and after action reviews (AARs) recently. For those of us who work in knowledge management, this kind of learning is everyday stuff. It’s fundamental for improving quality services and products, decreasing or managing risks, and improving the speed and quality of decision- making and strategic planning; and in an era defined by rapid technological advancements, the ability to access and disseminate relevant information and knowledge in a timely manner is critical for staying ahead of the competition. However, the efficiency and efficacy of knowledge sharing depends not only on the availability of the knowledge but also on the willingness of individuals to engage in open dialogue, knowledge sharing and collaboration. Lessons learned, after action reviews and the analysis of mistakes, failures and near misses may be the knowledge manager’s everyday work, but for our subject matter experts and those we support, speaking up and sharing experiences is daunting and requires courage. Our organisations need all hands in the game. They need employees to voice their perspectives, question assumptions and conventional wisdom, consider alternative ways of practising and dissenting opinions, and explore the uncharted territory that fosters innovation. We therefore need to stop and think about courage in our workplaces and how we can support and develop courageous staff. Courage in knowledge-intensive organisations can manifest itself in various forms. It is the lawyer who, based on their experiential knowledge, dares to question standard practice and proposes a novel legal strategy; the financial analyst who questions prevailing market trends; or the compliance officer who shares a “near miss” which suggests that they should change entrenched practices to ensure regulatory compliance.
April-May 2024
It is the ability to perceive both positive and negative outcomes as learning opportunities and to confront challenges head-on, to navigate ambiguity and embrace vulnerability in the pursuit of greater understanding and collective growth.
How can knowledge managers encourage courage in knowledge sharing? Leadership obviously plays a crucial role in shaping organisational culture and fostering an environment conducive to courageous knowledge sharing. Leaders can set the tone by demonstrating vulnerability, humility, and a willingness to embrace diverse perspectives, and encourage individuals feel empowered to share their knowledge and expertise without fear of judgment or reprisal.
As knowledge managers we can educate leaders about the importance to our organisations of these behaviours and also model them ourselves. In particular we can:
l Provide training and development opportunities that equip individuals with the skills and confidence to navigate uncertainty and adversity effectively;
l acknowledge and reward acts of courage, whether it is speaking up in meetings, proposing innovative ideas, or admitting mistakes;
l seek feedback and support from colleagues or mentors about our own practices, sharing concerns with people we trust and asking for input to identify areas for growth;
l focus on value and remind ourselves and our teams of the value that specialist knowledge brings to the overall organisation. Focusing on the positive impact that sharing knowledge can have (whether the experience itself was positive or not) helps everyone feel more motivated and empowered to share;
l embrace vulnerability: we can accept that it is natural to feel vulnerable when sharing our specialist knowledge and inspire others to see that embracing that vulnerability is a sign of courage;
l be honest about what we do not know and try to be unafraid to admit when
Hélène Russell is a KM consultant at TheKnowledgeBusiness and Chair of the K&IM SIG. Contact her on helenerussell@
theknowledgebusiness.co.uk
we need help or further clarification. Authenticity and humility are powerful and respected leadership traits that enhance credibility and build trust with colleagues;
l use curiosity, humility, and even sometimes gentle humour to uncover root causes of problems and complex knowledge, and promote a learning culture;
l if necessary, start small and develop skills gradually: start by sharing knowledge with a smaller audience or in a more informal setting such as presenting ideas to a trusted colleague or participating more in team meetings, then gradually expand the audience and the scope of our contributions.
By fostering a culture of courage and psychological safety for knowledge sharing, knowledge managers and leaders can unlock the potential of their teams, cultivate a culture of continuous learning and improvement, and drive innovation in the face of uncertainty. What have been your experiences? How do you encourage bravery in knowledge sharing in your organisation? I would love to hear from you. You can email me at helenerussell@
theknowledgebusiness.co.uk or come and have a chat during the CILIP conference this year, where I will be speaking and facilitating some events in the KM strand. IP
Book your place at CILIP Conference at
https://cilipconference.org.uk.
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