A story of how a community lost trust

It is possible for the members of a Community of Practice to lose trust in the community as an effective support mechanism. Here’s one story of how that happened.

The story is from one of Knoco’s Asian clients.

  • This community started well, with 4 or 5 questions per week from community members. 
  • The community facilitator forwarded these questions to community experts to answer, rather than sending them to the whole community and making use of the long tail of knowledge.  This may well have been a cultural issue, as her culture reveres experts.
  • Sometimes the expert would answer on the community discussion forum, but most of the time they answered by telephone, or personal visit. Therefore the community members did not see the answer, and were not even aware the question had been answered.
  • Often the expert did not have enough business context to answer the question (this is a complicated business), so when they did answer on the forum, the answer was vague and high-level. In a culture where experts are not questioned, nobody interrogated these vague answers to get more detail. 
  • Often the questions themselves were asked with very little context or explanation, so it was not possible to give good answers. The community facilitator never “questioned the question” to find out what the real issue was.
  • Where there was a discussion around the question, it very quickly went off-topic. Again the facilitator did not play an active role in conversation management.
  • When the facilitator followed up, to see if the questioner was satisfied by the answer, the answer was usually No.
  • A year later, the questions have dropped to 1 or 2 a month.
As far as the community members were aware through observing interactions on the forum, the questions seemed either to receive no answer (as the real discussion happened offline), or to receive worthless answers.  The users lost trust in the community forum as a way to get questions answered effectively, and have almost stopped asking. 
One way to revitalise this community will be to set up a series of face to face meetings, so that the members regain trust in each other as knowledgeable individuals, then ask the members to help design an effective online interaction. This will almost certainly involve asking the community and not the experts, and making much more use of the facilitator to get the questions clarified, to make sure the answers are posted online, to probe into the details of vague answer, and to keep the discussions on topic.
This sort of discussion is needed at community kick-off, so the community can be set up as an effective problem-solving body, and so that the members trust that their questions will be answered quickly and well.

If the members do not trust that the community will answer their questions, they will soon stop asking.

View Original Source Here.

Make small mistakes

You will inevitably make mistakes in your Knowledge Management program. Make sure they are small ones, not fatal ones.

Knowledge Managers need to learn, learning requires experimentation, experiments often lead to mistakes, but mistakes can be costly and derail your program.  That’s a big dilemma for every Knowledge Manager.

You cannot afford to make a big mistake. Too often we see failed KM programs which have started with grand plans and expensive software purchase, failed to deliver, and set back the cause of KM in the organisation for many years.  After a big expensive flop, KM will have a tarnished reputation and management will be resultant to spend any more money.  This can be a fatal KM mistake, and impossible to recover from.
Therefore implementing Knowledge Management should be a series of smaller steps and smaller experiments, where failure will not be fatal. Follow the approach below.
  1. Do your research. Find out what is involved in Knowledge Management. Understand what your organisation needs, and the type of KM framework which will support this. Conduct an assessment, review the culture, develop a strategy – all of this before you start to make any changes at all.
  2. See what others are doing. Research the world leaders in KM. Find a consultant who has worked with them, and who can share the details.
  3. Start with small experiments; proof-of-concept trials and pilots where you introduce a minimum viable KM framework. The proof of concept trials should be small enough that failure doesn’t matter; these are your chance to learn as you go, and to experiment. The Knowledge Management pilots can be a little larger, and should be set up to solve specific business problems, but can be a simplified version of the final Knowledge Management framework. Learn from the trials and pilots, until your final KM framework is bullet-proof.
  4. Roll out the framework.
Make all your mistakes in Stage 3 (and if you have been diligent in Stages 1 and 2, these mistakes should be few and minor). This is a far better approach than starting with step 4 and making your mistakes there. 

Make small mistakes early, and avoid the large mistakes later.

View Original Source Here.

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