Destino dos rendementos dos alleamentos de

and its implications may be discussed. These communication channels need to be maintained over the course of the program, so that members of the organization’s community can seek further affirmation and advice as the process continues.

To achieve acceptance of and commitment to the planned intervention, the knowledge organization needs to effectively communicate the intended intervention, prepare members for the likely impact of any changes, publicize any time frames or activities, and promote the communication mechanisms available for both information and feedback.

Pilot testing

Cultural change programs rarely run smoothly as they seek to influence and persuade organizational members to adopt different values, attitudes and patterns of behaviours. Some changes may be enthusiastically embraced, but others may be bitterly opposed. The promotion of new values and processes without careful testing of the strategy can be high risk. Pilot tests of the planned changes can help identify possible problems. They also build expertise within the community which may be accessed in the second stage of the implementation. Further, they enable the development of case studies and real experts who can share their insights with others who follow. They also allow close support and analysis of the various processes by the program team. The time taken to undertake pilot studies is well rewarded in terms of success and the removal of problems. If need to be, a further pilot study might be done before large scale implementation. Participants in these initial test sites need to be both recognized and valued for the contribution they make. Accommodating difference within the knowledge culture

Knowledge intensive communities encourage adaptive behaviours. It is important for members to make sense of the changes, as they test any proposed work or value enhancements and then, following their affirmation of the worth of the proposed changes, commit to trialing new behaviours or ideas. Thus, in keeping with the knowledge culture precepts, members of the knowledge community need to be encouraged to test any new strategies and communicate their insights and approaches that may be adopted.

Adaptation can lead to some very different outcomes from those initially planned by the program managers and sponsors. Contributors may seek to shift the focus of the proposed cultural change, and to integrate their own existing preferences. When interventions are planned, they need to be open to renegotiation and adaptation as further insights are gained.

NOTES

Supporting planned cultural interventions

Employees and other knowledge users need to be well supported during cultural intervention. Knowledge champions are particularly important. Members with significant roles may need to be provided with time release so they can give their full support to the initiative. Their positive outlook, knowledge of the full intervention plan, and response to difficulties will facilitate the smooth running of the program. A help desk can also be of great value during the initial implementation of key changes, as it gives users an easy access point for registering difficulties, ideas, suggestions and ongoing concerns.

As the initiative takes root, users can be encouraged to share their ideas and insights with others, through mentoring or by communal sharing through a range of dissemination channels. Communal learning is an important element of the building of knowledge cultures- it creates positive attitudes to the desired organizational approaches to knowledge management. Various networking options might be encouraged; including bulletin boards, list-servs, and support of frequently asked questions or frequently identified problems. Coping with issues as they arise is very important, as it assures users that their needs and experiences are of great concern. The prompt resolution of problems also ensures that negativity does not become a prevailing attitude.

4.6. MAINTAINING THE KNOWLEDGE CULTURE

Each individual contributes to the organization’s prevailing knowledge culture. Events, messages and enacted values are reinterpreted constantly to ensure there is agreement between personal beliefs, professional behaviours and desired consequences. Knowledge communities rely on their members to maintain a culture of respectful interchange and collaboration. However, slippage can occur if the organization does not actively sustain the knowledge culture which has been established.

A range of strategies can help maintain the knowledge culture. The socialization of new members, using both knowledge workers and official knowledge leaders is an important strategy, as it affirms the culture of the workplace immediately, and clarifies the values which should be evident in the new employee’s work practices. The development of reward and performance management systems which integrate knowledge values expectations are key aspects of ongoing support for the knowledge culture. The development and mentoring of new leaders and ongoing professional development of knowledge related competencies also send strong messages regarding the importance of these contributors. Similarly, the integration and constant improvement of existing knowledge systems and services (such as the knowledge help desk) can be of significant value in encouraging positive responses to the knowledge culture. Recognition of key knowledge workers, celebration of major knowledge advancements and strategies, and ongoing sharing of experiences in enhancing knowledge management all serve to reinforce the strong knowledge culture. An organizational developer who strives to maintain the knowledge culture throughout