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Knowledge Works: The Handbook of Practical Ways to Identify and Solve Common Organizational Problems for Better Performance by Jane McKenzie, Christine van Winkelen

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Chapter 15

DEVELOPING KNOWLEDGE-SHARING BEHAVIOURS AND EFFECTIVE KNOWLEDGE ACTIVISTS

Snapshot

A deep understanding of what “knowledge-sharing behaviour” really involves allows managers to select people for important roles and to design initiatives to encourage positive behaviours. The Henley Knowledge Sharing Behaviours model has been translated into a competency framework that provides a useful reference point for many development initiatives. Awareness of the elements of the model can support processes such as performance management and leadership development within the organization, ideally through integration into existing competency frameworks. When individuals are aware of these competencies, it can also help them focus self-development activities. Understanding the link to personality is also useful because in general it is easier for people to change their behaviour in a way that is in tune with their preferred style. It is also important to recognize that behaviours that may “come naturally” to some people may be difficult for others to sustain.

In addition to encouraging widespread knowledge-sharing behaviours, in most organizations the team dedicated to planning and implementing knowledge-related initiatives is very small. Those responsible for improving the use of knowledge in the organization need to engage allies and encourage local knowledge activists. There are nine characteristics of an effective knowledge activist, which are essentially a refined application ...

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