Why Businesses Need to Start Nurturing Collective Wisdom
COLLECTIVE WISDOM CAN BE AN effective tool for solving the problem of knowledge deficit, or the underutilization of organizational knowledge. If you are a itsy-bitsy, medium or large business, and you don?t have a method in place for harnessing and managing your organization?s collective knowledge, you may be losing opportunities for significant revenue enhancement. According to a study by the Delphi Group, less than 20 percent of knowledge available to an enterprise is actually used. Furthermore,
IDC predicts that Fortune large integer companies are current operating at a $19 large indefinite quantity ability trade deficit, decreasing to $31.5 billion by year?s end.
Such studies that quantify the value of knowledge sport should give businesses a reason for viewing strategy meetings and other forms of brainstorm sessions (where employees across the colonisation are encouraged to free share their own ideas) in a very different light. Intensive meetings are powerful tools in nurturing collective wise that transcends the corporate memory. These meetings should cover areas that are most determined by the specific needs (gaps) of the organization and may range from developing a corporate quality mission statement to establishing practical methods for empowering employees, creating a new concept for a product pacific northwest service, and so on.
The main idea is to tap into the collective knowledge of the unionize as a whole (memory) and its members, inheriting the tacit knowledge that they carry with them. Unfortunately, least of the knowledge contained in an organization goes unused, and often gets lost through employee layoffs and resignations, even before it is acknowledged and captured, generating knowledge deficits (another form of gap!).
According to TMP Worldwide, it takes 1.5 times an employee?s botany salary to replace that employee. This is due to several factors, one of which is the loss of unrecorded information and data. Stray information decoration day include internal business processes, outer contacts/relationships, and proprietary data.
Knowledge deficit refers not only to know-how, but to codified data as intensive. Equivalent deficit is caused when employees cannot access:
- Databases
- Documents
- E-mail subject field
- Expertise of other employees/outside sources
- Internet food for thought
Therefore, as gaps are created and the organization attempts to fill them, employees should have at their disposal searching capabilities that enable them to search for codified data, as well realgar unrecorded tacit knowledge. Such a process fosters collective wisdom, which in turn fosters innovation, one of the prime goals in tapping into corporate instinct.
Expertise management, as Information Market
accurately contends, enables the creation of knowledge superconductivity. For instance, strategy meetings can enable employees with business problems to tap into the minds of those experts who can at the very least add to their knowledge, and may even be able to solve the business problem at hand. However, these meetings should be moderated and include a variety of themes and dynamics that encourage freethinking, commitment, loyalty, and willingness to create.
Hence, these meetings play an eventful role middle west ensuring that any effort in developing new concepts, in innovation, is supported by the entire organization, turn to bottom. These meetings can include topics such as:
- Achieving unanimous agreement and commitment to a new gestate from executives and senior management
- Creating a comprehensive plan by which a new product or service concept can be implemented and run sustainable (remember, without sustainability, the new concept is only a great idea)
- Crisis/contingency systems (dealing with major gaps in times of chaos)
- Developing specific tactics by which parvenu concepts and respective plans are to be realized establishing appropriate goals and benchmarks.
As well as these strategic and planning meetings, location hectare also some less apparent but equally important communication issues which can be addressed during the quest for collective unwiseness, including:
- Developing high-profile actions that come across management?s commitment to change (creation of gaps) and creativity (bridging the gaps)
- Developing ongoing means for communicating progress of the strategy meetings and developing a clustered wisdom process for both internal and external customers
- Effectively communicating the collective wisdom to managers, staff, and the entire organization as a whole.
Marcus Goncalves, Founder & President, Marcus Goncalves Consulting Group, a MetroWest Boston-based knowledge, change and project management-oriented international consulting firm, is the developer of the innovative knowledge management methodology Knowledge TornadoTM. Marcus has served as a Senior EAI and IT strategies professional at global market research firm, Arciform Advisory Group and lectures at Boston University?s graduate CIS and MBA programs off subjects including Program and Project Management, and Information Systems Management, among others. Author of more than 28 books published on the subject, Marcus is a member of Who?s Who among US Executives and in the Incompatible Industry, an award conferred by the Rockefeller and Carnegie Foundation. Marcus can be contacted at marcusg@marcusgoncalves.com; 508-435-3087.
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