The 3Cs of Knowledge Sharing
Copyright. David Skyrme Associates. All Rights Reserved. One of the challenges of knowledge management is that of getting people to share their knowledge. Why should people give up their hard-won knowledge, when it is one of their key sources of personal advantage? In some organizations, sharing is natural. In others the old dictum “knowledge is power” reigns. In this article we explore some of the barriers and offers some pointers to overcoming them.
Why Don’t People Share?
Some of the common reasons given by those I meet and in helpful articles and books (see, for example, the section on psychological obstacles in reference 1 or “the impediments” in reference 2) are:
- "Knowledge is power" - but how true is this really? My own view is that citing this reason is often a cop out by managers or change agents who are not adequately addressing the human factors or motivational aspects. In today's enterprise, where so much depends on teamwork and collective knowledge, it is only a handful of people who have knowledge for which they can hold their peers (and bosses) to ransom. It might be the owner-manager of a small company not wanting to lose trade secrets; it may be a particular specialist who has been in the organization many years and built up his or her own unique way of achieving success without perhaps even understanding the deep tacit knowledge of how they do it. Don't get me wrong - knowledge IS power, but is typically not the primary reason for lack of knowledge sharing.
- "not invented here" syndrome - this is more common. People have pride in not having to seek advice from others and in wanting to discover new ways for themselves.
- Not realizing how useful particular knowledge is to others - an individual may have knowledge used in one situation but be unaware that other people at other times and places might face similar situations. Additionally, knowledge derived for one need may be helpful in totally different contexts; or it may be a trigger for innovation - many innovative developments come from making knowledge connections across different disciplines and organizational boundaries.
- Lack of trust - if I share some of my knowledge, will you use it out of context, mis-apply it (and then blame me!), or pass it off as your own without giving any acknowledgement or recognition to me as the source?
- Lack of time - this, I suspect, is the major reason given in many organizations. There is pressure on productivity, on deadlines, and it's a general rule that the more knowledgeable you are, the more there are people waiting to collar you for the next task. How can you possibly find time to add your lessons learnt to the knowledge database or have a knowledge sharing session with your colleagues?
Other barriers cited by experts include functional silos, individualism, poor means of knowledge capture, inadequate technology, internal competition and top-down decision making. Generally, a mix of structural and infrastructure barriers is exacerbated by the predominance of human ones – social, behavioural and psychological.
How can we overcome such barriers? Certainly address the issues of organizational structure and inadequate technology. But give your focus to the three Cs of Culture, Co-opetition (a blend of co-ooperation and competition), and Commitment.
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