The four most dangerous words in KM

There are four dangerous words you hear a lot when introducing KM. Here’s how to respond to them.

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“This organisation is different”

Those are the four words, and they usually appear in this context.

  • “Here is a story about how knowledge management helps organisations like this one”
  • “Yes it might work in that story, but our organisation is different; why should it work here?”
Sometimes it gets silly;
  • “Here is how KM works in legal firms”
  • “Yes, but those examples are all from large legal firms – we are different”
  • “Well, here’s a small legal firm using KM”
  • “Yes, but that’s a US firm and we are Canadian. We are different”
  • and so on
This comeback is one of the 5 most common objections to KM, and you hear it from senior managers when talking about KM at organisational level, and you hear something similar from project managers when talking about KM at project level (“We can’t learn from the past – this project is different“).

These are very dangerous words

They represent at best a closed attitude, and at worst a fundamental unwillingness to learn – a sort of arrogance, almost.  In a way they are true – every organisation is different. But on the other hand, every organisation is the same; all are made up of people who have to make decisions, and who need knowledge to make those decisions.
The way to address this argument is not to tackle it head-on – not to say “No, you are not different, you are just the same as everyone else” – but to start to discuss the details of when KM might be needed. For example;
  • “OK, you are different. Let’s explore a bit how you use knowledge in your unique organisation. Give me an example of when your people might really need access to knowledge”
  • “Well, it’s important to us to win work. When our people are in front of the client, and the client asks if we have any experience with a particular sort of project, it would be good if our people knew the answer so they could reassure the client”
  • “That’s a good example. How do they get that knowledge at the moment?”
  • “They need to know it already. That’s why we only send out most experienced people on client visits”
  • “What difference would it make if all your people had that knowledge at their fingertips?”
  • “We could make a lot more pitches and presentations, and I think we would see an increase in win rate”
  • “Would you like to hear how other companies have made that possible?”

The point is that every organisation is different, but the problems and issues they face are much the same, and when those problems are knowledge-related, KM can help.

View Original Source Here.

Selling KM based on emotion

You have have made a logical business case for KM at your organisation, but nobody buys things based on logic.

People generally buy things based on emotion (“I must have that – it looks so cool”), and then convince themselves by logic that is was a Good Decision.

Knowledge Management is no different. You need to present your senior managers with an emotional case for Knowledge Management that they will buy into, then back this up with a logical business case that shows it was a great decision.

So how do you make the emotional case? Try some of these approaches

  1. All our competitors are doing KM already. The sale is based on Fear of being left out. “We had better catch up with the others”.
  2. None of our competitors are doing KM yet – we can beat them to the draw. The sale is based on the lure of Exclusivity (“Be the first on your block to have Knowledge Management), but it is a risky sale, as senior management may wonder WHY none of the competitors are doing it.
  3. All the Big Companies are doing KM. This sale is based on Envy and Aspiration – the reasons why people buy BMWs. You tell them great stories about the MAKE award winners, and how much value they get from KM. You tell them about TI’s “free fabrication plant”, or Shell’s $200m pa from CoPs. Use some of our success stories as bait for the logical case, but the sell is “If so many Big Organisations do it, it must be good. Let’s copy the Big Boys”.
  4. Clients are beginning to demand KM as “part of good business”. This is another Fear-based sale – “If we don’t have KM, we won’t be able to compete”. KM has already appeared in ISO Standard 9001, and there will soon be an ISO KM Standard, and clients will want to make sure you are up to standard.
  5. We will look stupid if we can’t manage knowledge. Tell them the story of the client with a good knowledge management framework, who could see their contractor (who had no KM) making the same expensive repeat mistake around the world. This is a Fear-based sale – nobody wants their client to discover repeat mistakes.
  6. We are at real risk if we don’t have have knowledge management. “We can’t carry on like this!” This is an effective sale for ageing industries, with age-loaded demographics, where you can show figures about projected expertise-loss. You show how the company will have lost 20% of its brainpower in the next 5 years (or whatever the figures are), and you talk about the risk that this poses to continued effective operation. Sell the idea that Doing Nothing is a Bad Choice.
  7. There’s a massive advantage if we do have Knowledge Management. This is the Greed Sell, but it’s hard to divorce this from the logical sell. The best way to present this to your senior management is to say “We have this Knowledge already. We have already paid for it. It’s an underused asset. All we need to do it monetise it”. That’s a bit more subtle than a Greed Sell – it’s a “Wasted Value” sell.
  8. It’s cool. This is a risky sale, as KM has now lost the “Cool” cachet. It may have worked 15 years ago, but it’s hard to make it work now.
Then once you have piloted knowledge management, and have a success story to tell, then the sell for further investment is easy.

9. We tried it, it worked, we really liked it. Make sure that this story, this sell, is told not by you, but by someone within the business. Get a real quote from them, or (even better) get them on video  giving their feedback. This is your “happy customer” endorsement, and the happy customer has to come from within your company, has to speak with emotion, and has to talk about the solving of a real business problem.

Work out the Emotional Sell for KM, and back this up with a sound business case.

View Original Source Here.

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