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technological systems, human resource process and other forms of work related infra- structure, may operate as either barriers to or facilitators of knowledge cultures. For example, a structural arrangement that reinforces knowledge chains will limit the capacity to collaborate, as bottlenecks will occur. Enterprises that encourage knowledge hubs and network through structural arrangements and/or technological support will foster a stronger collaborative culture. Figure 4.2 lists a number of structural supports which help build knowledge cultures.

Organizational transparency stimulates the knowledge culture by keeping employees informed of new and important initiatives which they may apply or contribute to. Open and accountable decision making, collaborative problem solving and planning, and wide sharing and accessibility of information contribute to the underlying culture. Openness breeds collaboration, as it increases the level of trust and the willingness to share. Allied to this openness is the need to encourage problem solving and exploration. In fact, some companies encourage the seeking of problems and their resolution through group deliberation and collaboration. This also affirms the importance and value placed on the knowledge contributions of individuals.

To interact effectively, knowledge workers also require efficient and effective communication mechanisms that encourage and enable sharing across the knowledge community. These communication channels may be electronic (such as e-mail or the web site) or based on interpersonal, group or written communication. Communication channels strongly affect the capacity to share and to influence organizational commitment. Organizational communication channels need to encourage openness and network building, particularly in reducing structural boundaries which may operate.

A further structural influence relates to the ways individual employees are managed. Human resources management systems are major cultural influences- they help with employee socialization, performance management, and reward and recognition. The level of control and coordination of staff activities also influences the culture. If staff is firmly directed into particular areas of activity, they may have less desire or capacity to experiment or socialize with areas beyond their stipulated roles. Thus, the human resources practices and systems are most important in directing the employee’s focus and priorities.

Enacted values

The organization culture is strongly influenced by the values which are reflected in actual practice, called enacted values. The real values demonstrated in everyday activities are strong evidence of the real culture which operates, and will be heeded either consciously or subconsciously by each member.

NOTES

Cues and messages about the knowledge culture can be generated from many different sources, particularly from those who provide models of behaviour or hold leadership positions. Their public support of and demonstrated commitment to the values offer strong messages to others. Thus, the more people see the core values in practice, the greater the likelihood they will adopt and practice them

Interaction with colleagues

A further way of building the knowledge culture is through interaction with colleagues. As noted earlier, individuals are strongly influenced by people with whom they regularly interact. The quality and focus of that interaction play a major role in determining the strength of the knowledge culture in the smaller community. There are many aspects to interaction with colleagues. The communication processes which operate across the group can be significant in facilitating a particular culture. Mentorship, team behaviours, co-workers interaction and the presence of communities of practice all play a part in developing the culture.

4.5. IMPLEMENTING KNOWLEDGE CULTURE ENHANCEMENT PROGRAMS

The introduction of a knowledge culture program can be exiting and challenging, as people seek to gain a good understanding of what is intended, why it needs to be done, and how it will better support the organization’s need. Every member of the program team needs to be aware of the intended processes, and their own roles, advocacy and leadership are important elements of knowledge culture intervention, as people are asked to review their existing values, work process and strategies. The program implementation process needs to operate from a number of broad principles.

Communicating the program intentions and progress

Communication is imperative. It keeps people informed and provides opportunities to share and discuss shifts, there are opportunities to overcome concerns and fears, discuss the feasibility of the strategies to be implemented, and develop further involvement and contribution. Every member of the organization will ultimately be affected by knowledge culture change programs, as they will affect values, processes and structural support. Regular communication reduces uncertainty and increases understanding and learning.

Employees also need access to communication channels where they may offer feedback on the cultural and systematic changes. Many developmental processes are sabotaged by innuendo and gossip before they are even in the public domain. Effective change processes ensure that accurate information is available at all times. A program web site can be a useful way of ensuring good dissemination of the purpose, strategy and desired outcomes of the program. As the program evolves, the web site can also garner feedback on pilot group experiences and other contributor insights, which may help to allay concerns.