CHAPTER # 17: IMPROVING THE QUALITY OF CONVERSATION
Why the topic matters?
Dialogues, debates and simple communication are the forms using which the average managers spend about nearly 80% of their time engaging into conversations. For improving the productivity and quality of these conversations knowledge sharing is required. Listening and telling are aspects essential for a conversation perspective to succeed. Emotional intelligence and individual mindsets make the conversations productive.
A generic term which takes place under variety of time frames subject to interaction is called a conversation. Physical presence of the individuals present at a specific location is one form whereas using technological devices for connecting and interacting is another form of conversation. The natural and intuitive exchanges of information between the individuals which enhance experience and provide a tacit form of knowledge sharing are essential components of communication. Many conversations fail to generate the desired actions and hence become unproductive. Misunderstanding, misdirection and mistakes also arise if the conversation is not effective. Several contradictory messages and signals reflect significant importance of healthy knowledge sharing conversation to take place. Disciplined and planned conversation processes help the managers in assessing the reasons for detraction of the organization from the organizational goals and objectives (Winkelen & McKenzie, 2011).
What the topic means for the organization?
For improving the entire conversation process it is essential understanding all the four phases of conversation.
Initiating: This process includes understanding all the possibilities of knowledge sharing. Such knowledge can also be called as tacit knowledge. The risk involved during the process in the surrounding environment requires to be understood.
Understanding: The entire conversation process requires that the meaning and the purpose is developed. This takes time and the people form resistance to the concept that this process will require particular action.
Performance: for initiating a performance based action it is necessary that productive conversation perspectives are signified. This requires creating an emotional environment which emphasizes on the outcomes of the conversation. This measure will ultimately lead to risk management process.
Closure: The outcomes of the conversation process are significantly important. This requires that the process is free from loose ends which may disrupt the conversation from its entire purpose.
What goes into creating an action plan for the topic?
The conversation planning framework is required to be presented. This comprises of identifying two main perspectives. Firstly plan for the future and set track accordingly. Secondly reflect specifically on those conversations which did not go too well and learn for the future. The framework which needs to be defined for this purpose needs to be based on four main parts (Winkelen & McKenzie, 2011). These parts are following
- Understanding the context and content of the conversation
- Identifying certain conditions
- Anticipating status, dynamics and actions of all those involved in the process
- Considering own and others mindsets
Bad conversation processes discourage the open mindedness and fail to meet the purpose of conversation. This later turns out to be an obstruction for knowledge sharing. Structured processes are required for helping the managers in overcoming all the issues in a systematic manner. Individual managers require developing a framework for initiating useful conversation practices. This leads to learning, growth and change amongst the workforce which makes the entire conversation process efficient and effective.
How can the topic be applied to your team's assigned organization which is Monsanto Company?
Monsanto can benefit from this process as managers operating in different global regions can discuss the challenges which they faced. Using this process the managers can utilize the knowledge possessed by other and share information with each other which can further benefit them in accomplishing the goals of the entire organization. Conversation is a best mode for knowledge sharing and it ultimately enhances the overall capability of the organization in dealing with challenges and meeting organizational goals successfully.
CHAPTER # 18: TAKING ACCOUNT OF NATIONAL CULTURE IN DESIGNING KNOWLEDGE INITIATIVES
Why the topic matters?
The global organizations require offering services to the customers around the world. This makes it their responsibility that they understand the diverse culture and provide a learning environment to the workforce which promotes knowledge sharing. Diversified cultures require knowledge sharing practices to be commonly undertaken by the workforce for enhancing their capabilities which ultimately benefits the organization.
The business environment is globalizing day by day. Larger the overall knowledge pool will benefit everyone and provide consistent quality and responsiveness. For acquiring maximum customer satisfaction it is necessary that all the employees must possesses the same level of knowledge. This can only be done if the workforce interacts with each other and creates distinct skills which workers in different culture and geographies possess. The variation in different characteristics such as physical appearance, languages and time zones affect the ability with which the people connect. The national culture practice of the individuals create a different dimension in the methods using which the employees share knowledge. The organizations must emphasize on the biases which may arise when the managers interact and share knowledge in a multi-national organization environment (Winkelen & McKenzie, 2011).
What the topic means for the organization?
Benefits of working in a diversified global working environment are numerous for the organization. This distinguishes the organization and helps it radically innovating new solutions which help in dealing with the existing problems. When knowledgeable people interact with each other new innovative ideas for expanding the business come to light. Global overview must be taken by the organization while designing and initiating countrywide operations. This stimulates new thinking which clearly reflects in the culture which has been formed in the organization. The implications for knowledge related initiatives in the national culture are shown below (Winkelen & McKenzie, 2011).
- Knowledge initiatives of the individuals vary from country to country. The knowledge sharing initiative may be taken between the individuals and different groups which may change the entire preference. Different practices are adopted by different organizations. Some go for structured and some towards flexible business approaches. Emphasis is placed on innovation and efficiency as preferred by the culture.
- Methods using which the knowledge initiatives are positioned vary. Devine commitment from the senior managerial staff is necessary for the organization. The method of adaptation of the formal and informal approaches varies with the culture.
- Communal practices also differ with the changing culture. This differ the relationship developed in the workplace in different countries. Engaging in communal activities is the best method used for knowledge sharing. Tacit knowledge exchange process cannot take place in all the cultures because it requires great amount of trust to be developed.
- Different motivational techniques explicit and intrinsic motivational tools are required for creating a knowledge environment. Different knowledge sharing objectives need to be formed for countries where it is particularly helpful.
National culture has a huge impact on knowledge creation, transferring and utilization. It is important for the managers that they ensure that the workforce develops a knowledge sharing structure.
What goes into creating an action plan for the topic?
For properly implementing the action plan it is necessary that six factors are strongly considered. These factors are (Winkelen & McKenzie, 2011):
- Focusing on the knowledge management triggers and blockages so that conversation can take place easily. This will provide an ability to learn from the mistakes which others have made and avoid similar mistakes in the future.
- Building a strong form of relationship and network in the organization which improves the social interaction. This will encourage networking and relationship building.
- Introduce a knowledge sharing structure and introduce the relevant systems and technology. This will ease the processes of re-using similar situations.
- Take measures in the organization which improves performance management which is properly rewarding. Provide certain financial incentives and training opportunities to the workforce.
- Introduce change for meeting the organizational challenges. This requires creating willingness to change and develop new thinking from diversified backgrounds.
- Understanding of achieving the organizational goals must be initiated between the workers so that healthy communication can take place. Language and other barriers must be removed between the workers belonging to diversified environments.
All these six factors are essential for understanding that how a knowledge sharing initiative can be developed in an organization which possesses a workforce from varying and diversified cultures.
How can the topic be applied to your team's assigned organization which is Monsanto Company?
This topic can appropriately be implemented on organizations like Monsanto which operate in a globally diverse working environment. In such organization the workforce belongs to different varying cultures. For initiating the knowledge sharing process it is essentially required that measures are taken for reducing the knowledge sharing barriers and promote the managers to communicate with each other. This will enable coming up with solutions which will benefit the entire organizational process. Monsanto provides farming and cultivating related solutions to the farmers across the globe. The level of knowledge which the workforces operating in different cultural areas possess must be the same. This measure will enhance customer satisfaction as the problem solving ability of the entire workforce operating in different cultural environment will depict a homogeneous behavior. This will improve the problem solving strength and ability of the organization.
References
Winkelen, C. & McKenzie, J. (2011). Knowledge Works: The Handbook of Practical Ways to Identify and Solve Common Organizational Problems for Better Performance. Hoboken, New Jersey: John Wiley & Sons.
