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Enhancing positive human factors; a common thread between K.M. and O.D.?

julian burton

The Henley Forum; Building Connections workshop 27th June  2017

We were at the Henley Forum recently for a workshop on building connections, and got to share some thinking on relational leadership and the importance of relationship building in Organisational Development (O.D.). Two of the other presentations on the day we liked explained how certain human factors constrain knowledge flow and the concept of networking mapping. Factors such as silo mentality, stress, fatigue, politeness, fear, positional power, social norms and emotional risks can often constrain people sharing ideas and knowledge, and this really resonated with our experience doing O.D. with clients. It's interesting to explore the connections between the Knowledge Management(K.M.) and O.D. fields, and what links these two different ways of looking at organisations.

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K.M. could look different framed from an O.D. perspective, by thinking about knowledge as a process of knowing or knowledge creation as having conversations, rather than as objects of information to be transferred or stored. Given that enabling positive human factors is critical to effective knowledge sharing, and organisational functioning in general, looking at it from a more human-focused perspective could be fruitful. Shifting metaphors can be a good place to start. Extracting, capturing, retrieving and storing knowledge are good terms for understanding how computers work with information, but are they useful for working productively with the richness of human experience and relationships?

Knowledge sharing can’t always be controlled or contained: it has a life of its own. In the same way, as soon as someone tries to control a conversation, it deadens the interaction and we can lose energy, motivation and sometimes even the will to live! What we know is always changing and evolving.  It can be a messy yet deeply human process. 

Knowledge that is created in, emerges from, flows between and existed in the space between people is something that is easily extracted, particularly if someone is afraid to share something. Knowledge is something that lives in and between us, in the ways we come to know things and how we share what we know is a wonderfully human, natural, spontaneous and unpredictable process. When you are doing a new K.M. project we suggest you broaden it by starting with the daily human realities we work in, and how we experience knowledge sharing, and what factors get in their way. 

Giving more attention to the positive human factors and behaviours that build relationships would enable a more natural and effective flow of knowledge throughout an organisation. We think that by investing more in people and supporting them to learn relational skills you could significantly enhance your investment in the K.M. tools you already have in place.