Establishing knowledge flows to solve “unexpected” problems

The plot I described in the last post shows how complete loss of meaning can occur in chaotic environments created by completely new and unexpected events. Let’s reinterpret the events as they unfolded:

The first scenario dealt with the common situation where we are personally uncertain of a situation and call for a “life-line” from our trusted colleagues or team to obtain advice built on a pool of talent and experience.

I believe this is a completely valid way of dealing with the problem because regular communication in teams and between knowledgeable colleagues is necessary for continued organisational growth and learning:
Highly experienced staff have the opportunity to influence important outcomes and connect their expertise with others.

1. Managers obtain enhanced opportunities to learn and influence others outside of their direct area of concern. Managers also show their leadership trump card in acknowledging the fact they are not infallible and they value the meaningful contributions of others.
2. Junior staff obtain invaluable experience in working closely with others in the formulation of a response. Junior staff are also provided with positive role models in both the administration of the group towards a solution and the calibre of the senior personnel in facing the problem.
3. “Knowledge flows” occur between participants and if the group is successful, positive outcomes will be enshrined in the hearts and minds of the participants and the organisational culture itself through stories, myths and legends.

Suggestions for action:

The development of informal and formal social networks does not occur “overnight.”  Therefore managers should take the following preparatory steps to enhance their team’s performance in preparation for the unexpected:

• Managers need to provide significant opportunities for their staff to interact and develop the personal skills and trust to interact in such an environment. These opportunities come primarily from on-the-job routines. For example, meetings reflect a “facilitated” rather than “manager -to-direct-report” style, with responsibilities shared, protocols developed, and contributions valued and enacted when purposeful. Therefore, the group trains under the same conditions as it “plays.”

• More advanced mediation and facilitation training or coaching will also improve outcomes. However, it is imperative that training is well selected and the outcomes are discussed, demonstrated, and integrated for the benefit of the group as a whole.

• Managers should be able to develop good relationships with experienced senior staff. These relationships can be created and enhanced through the use of web-based technologies such as social-media (blogs, wikis, discussion boards, recommender systems, personal pages, etc) as a resource.

The routinisation of these social processes create close social ties between the group members. These ties are stronger than most of us think. Social routines positively influence the way that participants construct their reality and meaning. Furthermore, the schema of each participant are overlapping in the sense they can “imagine” different roles and actions of their fellow group members even when they are not present to view or interpret them first hand.

The next post will deal with the next scenario in our sequence, which shows a significant escalation in the “unexpected” problem.