From previous blogs, I tried to show that major world problems stem from our lack of knowledge in the indigo quadrant (lower left quadrant in the diagram below):
- The $50 trillion global financial crisis resulted from loss of business confidence or trust. Using KM language, it is loss of stakeholder capital, which lies in the indigo quadrant (see “Q22- $8.3 Trillion: Cost to Americans of Disinvestment in Trust” and “A Value Driver behind Relationship Capital”).
- The numerous on-going armed conflicts all over the planet and the threat of a global nuclear war are manifestations in low or negative relationship capital, which belongs to the indigo quadrant (see “War: Consequence of Negative Relationship Capital”).
- Weaknesses in KM initiatives often lie in the indigo quadrant (see “Tacit-Group Processes in KM”). Because organizational cultural and behavioral issues need to be addressed, experienced KM practitioners accompany KM initiatives with change management (click “Change Management must accompany KM” in the CCLFI opening page).
When two long-term societal megatrends are combined, we discover (see “Q27- Combining Megatrends #1 and #2: the next societal innovations”) that the next significant societal innovations are expected in the indigo quadrant. In my contribution to the book “The Future of Innovation” (to be published by Gower in the autumn of 2009), entitled “The Future of Innovation Must Be Sought in Non-Technological Spheres” I wrote, in part:
“Mankind has demonstrated that its ability to technologically innovate is far greater than its ability to anticipate, learn and solve the negative social consequences of those innovations…
Innovation in the future will be driven by common threats confronting mankind. Ironically, most of those threats are man-made. Innovation will proceed in the general direction of preventing and resolving conflicts, governance at all levels, advancing human rights and human security, cross-border agreements in preventing and fighting crime and terrorism, eliminating social exclusions and other social ills that lead to poverty, generating consensus on environmental problems and solutions, and value creation.”
In the specific area of KM, this means that tools, technologies and practices for effectively managing relationship capital would be important. Below is a list of such KM tools (reproduced from a previous blog post: “Practical Hint #17: Tools for Managing Relationship Capital”):
- Social Network Analysis (SNA), sociogram or stakeholder analysis: Maps and analyzes frequencies of communication, teammate preferences, perceived closeness of interpersonal relationships, degree of agreement/disagreement, etc. between people in a group, organization or network
- Team building and team learning exercises
- Setting up a cross-functional KM Team
- Customer relations management, business development, account management, or business partnership management: Management of relationships with customers, suppliers, partners, etc.
- Customer clubs and e-communities: strengthens a company’s communication and relationship with customers, allows customers to participate in product improvement or R&D, makes some customers feel special by receiving advanced news or product prototypes, etc.
- “Customer ba”: Part of the task of some Japanese customer relations managers is to create an affirmative, trusting and creative “relationship space” between himself and the customer.
- MBTI, Belvin types and other psychological profiling tests: Assessing potential for complementarity and good mix of thinking and working styles among prospective team members
- Various tools in brand management and marketing which enhance reputation and credibility of the company
- Various HR/OD tools to enhance employee loyalty and morale: recognitions, honors and awards; policies that allow appropriate decision-making to employees; CEOs that listen e.g. allow direct emails from employees; facilities that show the company cares e.g. day-care facilities within company premises for young children of mother-employees, etc.
- Group exercise in mind mapping: Allows members to see and better understand the assumptions of other fellow members
- Professional and personal profiles of staff, Expertise Directory, company White Pages: Facilitates staff in getting to know each other and each other’s skills, expertise and talents
- Face-to-face meetings and SN functionalities among e-community or e-CoP members: Mutual trust in a virtual CoP or e-community is best nurtured through face-to-face meetings, and through appropriate social network functionalities in the website of the CoP
- Visioning exercise: Co-creating and contributing to an organization’s vision tend to enhance buy-in and engagement of members in programs, projects and activities aimed at the vision of the organization.
- Negotiation: collaborative/integrative negotiation training, skills development (thanks to Peter Spence), and related tools in conflict management
- Leadership (thanks to Peter Spence): one that knows and appreciates many of the above.
Accordingly, I have decided that the next blog series will be on “Indigo Learning Practices.” We will call it the L Series.
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Tags: Belvin types, change management, conflict management, customer ba, customer relations management, future of innovation, global financial crisis, indigo practices, indigo quadrant, innovation, knowledge management, MBTI, megatrends, mind mapping, negotiation, relationship capital, SNA, social innovations, social network analysis, sociogram, stakeholder analysis, stakeholder capital, team building, trust, virtual communities, visioning exercise, war