Firstly we need to pinpoint what all elements will go into making a Total Quality Knowledge Management System, according to me the following elements form the substance of KM – quality oriented->Identify knowledge requirements,Obtain existing knowledge assets, Identify knowledge gaps, Address knowledge gaps to fulfill requirements, and Continually preserve and expand knowledge to reflect dynamic requirements.
Thus KM is a continuum perspective since it transforms data into wisdom.
When Knowledge management complements and enhances other organizational initiatives such as total quality management, business process re-engineering and organizational learning, then it begins to provide a new and urgent focus to sustain competitive position and enhance the quality aspect too.
Total Quality Knowledge Management can be described as the application of knowledge management practices to achieve quality management principles that include
Customer focus, Leadership, Involvement of people, Process approach, Systems approach to management, Continual improvement, Factual approach to decision-making, and Mutually beneficial supplier relation.
The Following points can be imbibed for implementing KM for improving quality processes
Develop Basic Process Competence.
Identify Missing Metrics.
Consider Benchmarking.
Work to Diffuse Internal Knowledge/Practices.
Provide Supportive Learning Environment.
Address Known Knowledge Gaps.
Check/Recheck Assumptions.
Make the Implicit Explicit.
Learn from Malfunctions.
Conclusion
Knowledge in and knowledge of the process is fragmented. No one person/group of people has a full understanding of the entire process. This points to the potential value of a KM effort that enables efficient access and sharing of high-quality, relevant, timely knowledge up, down, and across organizational lines, especially those functional and organizational lines that result in fragmented processes.
©®Chitra Lele
Friday, May 8, 2009
Tuesday, May 5, 2009
Energy sharing
Energy is the most valuable intangible asset of an organization.
Energy sharing is all about collaborative leadership. Each member is a leader in his own way as he comes with a unique baggage of skills, personality and myriad team experiences.
Energy sharing enables the teams to not only achieve the mission but also successfully set performance goals and develop robust strategies to manage change.
In the process of identifying star potential do not introduce unnecessary competition; rather look for ways in which knowledge energy can be shared by identifying the skills. Apart from building positive vibes in the professional setup the leader needs to have off-site team activities which will help foster cooperation and trust.
How do you eliminate negative energy or non-performing energy? ->The team members need to know their roles and expectations clearly. In spite of clear definition, if they still they do not give their best then merely removing them from the team won’t solve the problem. The leader and the concerned members need to discuss the gap and document the findings and problematic behavior. It may so happen that the concerned member may have been assigned a role not befitting his skills and that is why he is not able to contribute. Another example is that he has been trained for the assigned role but it may so occur that due to some internal structural changes he is assigned to a different role altogether. In such cases alternatives need to be worked out. This is where empowerment and cross-training comes in handy.
In case of members who act conversely to the team culture and their actions are against the team values then such members need to be dealt with on the highest priority level. The coach needs to act quickly to get these toxic members off board. Depending on the performance benchmarks and team feedback the leader can marginalize them and finally remove them. Toxic, non cooperative resources are the biggest threat to the leader’s status and team morale.
It is not about energy sharing within the team limits only; it is about energy vibes flowing from the management towards the team too. The management needs to ensure that the team believes that it’s not just about organizational growth but also about collective progress.
Advantages
A.There is continuous improvement.
B.‘Grow Together’ becomes the mantra for the climate of co-existence.
C.Energy sharing is a source of competitive advantage. It is the base of a knowledge economy.
D.Team members and top management will work in unison by deriving value from information energy shared amongst them.
©®Chitra Lele
Energy sharing is all about collaborative leadership. Each member is a leader in his own way as he comes with a unique baggage of skills, personality and myriad team experiences.
Energy sharing enables the teams to not only achieve the mission but also successfully set performance goals and develop robust strategies to manage change.
In the process of identifying star potential do not introduce unnecessary competition; rather look for ways in which knowledge energy can be shared by identifying the skills. Apart from building positive vibes in the professional setup the leader needs to have off-site team activities which will help foster cooperation and trust.
How do you eliminate negative energy or non-performing energy? ->The team members need to know their roles and expectations clearly. In spite of clear definition, if they still they do not give their best then merely removing them from the team won’t solve the problem. The leader and the concerned members need to discuss the gap and document the findings and problematic behavior. It may so happen that the concerned member may have been assigned a role not befitting his skills and that is why he is not able to contribute. Another example is that he has been trained for the assigned role but it may so occur that due to some internal structural changes he is assigned to a different role altogether. In such cases alternatives need to be worked out. This is where empowerment and cross-training comes in handy.
In case of members who act conversely to the team culture and their actions are against the team values then such members need to be dealt with on the highest priority level. The coach needs to act quickly to get these toxic members off board. Depending on the performance benchmarks and team feedback the leader can marginalize them and finally remove them. Toxic, non cooperative resources are the biggest threat to the leader’s status and team morale.
It is not about energy sharing within the team limits only; it is about energy vibes flowing from the management towards the team too. The management needs to ensure that the team believes that it’s not just about organizational growth but also about collective progress.
Advantages
A.There is continuous improvement.
B.‘Grow Together’ becomes the mantra for the climate of co-existence.
C.Energy sharing is a source of competitive advantage. It is the base of a knowledge economy.
D.Team members and top management will work in unison by deriving value from information energy shared amongst them.
©®Chitra Lele
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