Leading Organizational Learning

Exhibit 22.1 Knowledge Management and Change Management

Checklist: How to Gauge the Potential Success of Your

Knowledge Management Initiative

Change
Management
Factor Good Signs Bad Signs

1. Leadership Managers and leaders have Managers and leaders are
   and role stepped up as KM role just giving lip service to KM;
   models models and are setting they are not employing it
   proper expectations about themselves and don’t seem
   its use. to require others to use it.


2. Success Users can see how others Users do not see examples of
   stories have used knowledge the KM approach being
   management successfully. successfully used, possibly
   leading to disbelief in its
   benefits.


3. Consequences KM has positive incentives KM has unintended
   and incentives associated with it (such consequences associated
   as recognition for with it (such as a lower
   contributing knowledge to performance rating due to
   the system or a higher the inefficient ramp-up time
   performance rating due that was necessary to master
   to greater efficiency of the system or a fear that the
   knowledge work). new system might eliminate
   jobs).


4. Value People understand and People don’t understand and
   proposition accept the reason for and can’t describe what the
   benefits of KM, and they benefits of the new KM
   can discuss these with approach are to themselves
   others. or to the organization.


5. Level of Users believe KM is being Users believe KM is being
   participation implemented directly for done tothem rather than for
   their benefit; they feel them or withthem.
   included.


6. Hassle Users believe KM will Users believe KM will create
   make their work (and more work, not less.
   life) easier.


7. Impossibility Users believe they are Users believe, from the start,
   adopting a winning that KM can’t be
   approach. implemented; it will fail.

252 LEADINGORGANIZATIONALLEARNING