You are not logged in. Use your Twitter account to sign in / sign up.

Carrots for KM

Date & time
Tuesday, May 4, 2010 - 17:00 UTC (other timezones)
Moderated by
Share
Tags
 
Chat Transcript
Transcript Carrots for KM
Related Content
Drive: the surprising truth about what motivates us
# How have you seen incentives used in KM efforts? What works? What doesn’t? # Assume incentives don’t work. How would that change the design of KM systems? # Assume incentives don’t work. How would that change the deployment of KM systems?
The problem of incentives in knowledge work
An Overview of KMers by Connie Crosby
Chat Announcement

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.

Agenda

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?

Comments
joeboutte's picture
Performance Management
Posted by joeboutte on Tue, 05/04/2010 - 10:15

One of the incentives I've seen is the integration of goals related to KM in performance management. In a large government enterprise, a goal related to collaboration is included. Collaboration is an important element of KM and linking collaboration to strategic plans and objectives helps focus the workforce on the value of sharing their knowledge. The objectives provide clear actions to achieve the KM or collaboration goals. Linking KM, performance, and strategy leads to individual and organizational outcomes that can be measured, repeated, documented, and shared to create a learning organization.