incentives

jmcgee

Chat Tuesday at 12pm ET In most settings, successful knowledge management efforts depend on knowledge workers adopting new behaviors and turning those behaviors into habits and practices. During implementation and deployment efforts, discussions always arise about how to use incentives to shape new behaviors or how to integrate knowledge management into existing performance management systems. The problem is that these discussions are rooted in the assumption that people respond to incentives as rational economic actors. Recent research suggests that assumption is doubtful at best and may be especially irrelevant to the kinds of behaviors we are interested in influencing for knowledge management efforts.

Q1: How have you seen incentives used in KM efforts? What works? What doesn’t? Q2: Assume incentives don’t work. How would that change the design of KM systems? Q3: Assume incentives don’t work. How would that change the deployment of KM systems?