Posts Tagged ‘CoP’

T0-2 Starting a New KM Language in Your Organization

October 13, 2009

Starting KM in your organization also means starting to learn a new KM language among your members. A simple tool towards this end is an FAQ on KM (FAQ=frequently asked questions) which can be circulated among members or placed in the KM webpage in your intranet.

Download CCLFI’s FAQ on KM by pressing “Ctrl” while clicking HERE. The FAQ will appear in a new browser tab.

wordle of FAQ

Thanks to Wordle for the above “word cloud” of the FAQ

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When Your Communication Boundaries Are Breached

September 1, 2009

You can easily tell whenever your communication boundaries are breached. The signal is: you feel uncomfortable or bothered. It is your body’s way of telling you that something is going wrong. If you keep ignoring these signals, the repeated discomfort and bother will drain your energy. Then you feel tired easily. If this goes on and on, your bodily resistance wears down and your health suffers.

Once you become aware that your communication boundaries are breached, do something! Announce your communication boundaries to the group. If communication boundaries are constantly breached in a group, then productive communication is not feasible and communication should be ended. Indigo Learning Practices — towards a group of equals seeking to create and build something together — cannot happen.

Productive communication requires that each member of the group appreciates, is committed to, and voluntarily practices the Personal Learning Mode. A good group communication strategy in their journey towards Indigo Learning is to learn together and compare notes as each member of the group practices the Personal Learning Mode.

The 16 topics discussed in previous blogs on “Setting a Personal Learning Mode” can be good topics for practice and for learning together in a “community of practice”:

    L11 Will to self-improve
    L12 Listening
    – Can we manage knowledge? (a practice in listening)
    – Listening (and building cross-cultural relationship capital)
    L13 Learning how to learn
    – The reflective knowledge worker
    – Personal learning history
    L14 Voicing
    – Ask high-value questions
    – The art of interviewing
    L15 Double-loop learning
    – A tool for learning to unlearn: internal “5 why’s”
    L16 Concepts can block learning
    – Your judgment can block your learning
    – Memories (or past experiences) can block (or unblock) learning
    – External attention can block your learning

Constant and life-long learning is the hallmark preoccupation of a successful knowledge worker. In school, we learned technical subject matters. In acquiring his or her own personal learning mode, a knowledge worker complements this by learning about himself or herself, and thereby learning how best he or she can learn on a continuous basis. Therefore, it will also benefit a knowledge worker to cultivate his or her own personal learning mode even if he or she is not part of a learning group or a community of practitioners.


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A Value Driver behind Relationship Capital

March 30, 2009

My last blog post was about bridging leaders.

A town mayor who is a bridging leader is better able to bring various conflicted social groups in his town to talk and decide together. Why?

Some communities of practice (CoP) prosper and grow, but others do not. Why?

Early this year, Facebook backed off when millions of its users opposed its proposed new Terms of Service. Why?

The purchase order has not yet been received, but an urgent phone call from the president of a company to another fellow Rotarian president of the supplier company is enough for the latter to give instructions to his people to ship the goods immediately. Why?

A customer buys from and discloses her credit card number to the company. Why?

The technical qualifications of two competing consultants were practically equal, so the client chose the consultant they had worked with before. Why?

An ugly rumor sent the stock price of a company down 15% in one day, yet its tangible assets today are basically the same as yesterday’s. Why?

The answer is TRUST. Trust is a fundamental value driver behind all forms of relationship capital. Relationship capital and trust are both intangible yet they produce tangible benefits and outcomes.

Trust underlies the worst fears and threats to our planetary society. Trust underlies the efficient operation — or the threat of collapse — of the global knowledge economy. Trust is so important that we NEED to develop a new science and technology to understand and manage it. Our daunting global problems belie humankind’s ignorance of how to effectively work with this important factor.

The Philippines is a nation threatened by many societal divides: ethnic/upland-vs.-mainstream/lowland, Christian-vs.-Muslim, rich-vs.-poor, communist-vs.-free market, insurgents-vs.-government, Manila-vs.-provinces, etc. At the same time personal relationships are important to the common Filipino. These are some reasons why bridging societal divides and bridging leadership are active and growing development discourses in the Philippines. That is also why scientific research on relationships and social capital is also well-developed here.

The late Filipino psychologist Dr. Virgilio Enriquez developed an ordinal scale of Filipino social interaction, which of course is based on increasing (or deeper) levels of trust:


We really do need to develop a new science and technology of TRUST. What is your opinion on this?

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Practical Hint #17: Tools for Managing Relationship Capital

March 24, 2009

Here are some tools for managing relationship capital. Notice that because KM overlaps with IT, HRD, OD, CRM and QM, many tools are common across these fields.

  • 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), such as “bridging leadership” and leadership that appreciates and applies many of the above.
  • Technologies for building or enabling trust (e.g. TrustEnablement by Alex Todd)

Please add other tools that I missed (kindly use the Comment link).

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