INSIGHT
‘‘ I
Although networks sometimes spontaneously surge into life, usually they need some cultivating, and many can fall into dormancy over time.
I’m currently launching a new network (the Next Gen Partner Alliance, for those who have recently been made partner in their law firm) so communities and networks are uppermost in my mind. If any of you have launched a new community of some sort, you will know that it’s an exciting time, full of hope and excitement.
USED to think of knowledge networks as the engine houses of innovation and collaboration within knowledge intensive organisations such as law firms, although more recently, I feel that they are closer to a living ecosystem than an engine. Although networks sometimes spontaneously surge into life, usually they need some cultivating, and many can fall into dormancy over time. I like to think of these communities as a winter garden: they seem barren, but beneath the surface lies untapped potential, ready to flourish. If you have one of these Winter Garden communities, which you wish to nurture into a vibrant ecosystem of shared expertise and innovation, you might find this three-step plan useful.
(1) Assessing the network’s health The first step in reviving a knowledge network is recognising the signs of dormancy. Common indicators include:
l Outdated content: resources no longer reflect current practices or challenges.
l Low participation: team members are disengaged, with minimal views and contributions to knowledge-sharing platforms.
l Missed opportunities and duplication/reinvention of the wheel: collaboration, efficiency savings, and innovation stagnate as employees struggle to access or share critical insights.
You can discover these problems via an audit of your knowledge systems using participation metrics and content usage analytics, and by surveying your teams and conducting workshops or listening to focus groups.
Once you have discovered your
dormant or dying communities, you need to decide whether the work necessary to revitalise them is worthwhile, given your organisation’s business strategy. Sometimes communities have naturally completed their purpose and we must accept that they are no longer an appropriate use of resources. If, however, your teams find these
Spring 2025
networks useful, but they have become dormant due to lack of administrative support, outdated tools or a burdensome accumulation of barriers, spend some time creating fertile ground for growth.
(2) Creating Fertile Ground for Growth and Revival
If your audit identifies dormant areas with potential, you can lay the groundwork for revitalisation through:
l Clear objectives: define the purpose of the network, whether it’s to solve challenges, share expertise, or drive innovation.
l Optimise tools: you may not have new money to invest but you can learn where barriers to sharing lie and work to remove them. Explore with your knowledge and IT teams the relevance of newer AI tools, or the availability of newer search options.
l Clear support roles: I believe all communities need administrative support at the very least and probably also support from a subject matter expert too. Assign someone to encourage participation, keep on top of queries and organise events.
l Engage leaders: leaders should model and promote knowledge-sharing behaviours by actively participating in discussions and publicly recognising the value of contributions.
l Incentivise engagement: implement recognition programmes, gamification elements, or tangible rewards to motivate participation.
Once your groundwork is finished, encourage the sharing (and consuming) of relevant, dynamic content and active contributions.
l Introduce new content: create or curate updated resources, such as tutorials, webinars, or FAQs, to meet current needs. A reward and recognition scheme can support the time needed for this.
l Leverage subject matter experts: piggy-back on existing sharing to create events and artefacts for your community. Experts could host Q&A sessions, tell stories about career experiences, or contribute case studies to stimulate
Hélène Russell is a KM consultant at TheKnowledgeBusiness and Chair of the K&IM SIG.
engagement. Take administrative burdens from them to keep participation as painless as possible and encourage more collaborations.
l Promote cross-functional collaboration: encourage teams from different departments to share perspectives and collaborate on shared challenges.
Create a communication plan: build excitement and demonstrate value through a multi-faceted communication plan of success stories.
(3) Encouraging Sustainable Growth Revitalisation efforts must be sustained for long-term success. Embed knowledge- sharing practices into the organisation’s culture by:
l Establish regular rituals: schedule recurring activities like monthly knowledge-sharing sessions or weekly highlights of valuable contributions.
l Support knowledge champions: identify and empower those who are passionate about knowledge sharing and community; they can advocate for the network, train others, and maintain momentum.
l Conduct ongoing audits and monitor performance: regularly review the network’s performance, solicit feedback and adapt to evolving needs. Pivot your community’s activities as necessary so your network is less likely to fall into dormancy again.
A knowledge network is more than just an information repository – it’s a dynamic, living system that empowers employees, fosters innovation, and drives organisational success. As you focus your attention on the right communities and nurture your networks from dormancy to growth, you can cultivate an environment where shared expertise and collaboration flourish year-round.
I would love to hear how you revitalise your communities and how you encourage growth through challenging times. Email me at helenerussell@theknowledgebusiness.
co.uk and join our K&IM special interest group. IP
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