Digging up the best proof


If you wish to accelerate acceptance and buy into winning the knowledge game, managers and their businesses need to dig up proof. We need to steer clear of fuzzy rhetoric and jargon, and paint a vivid picture of what is possible. The best way to do this is to share a story or a testimonial that puts some meaning to what is required. So avoid abstract concepts and provide concrete examples!

Stephen Denning in his book, The Springboard , discusses how in the World Bank he shared stories to help create a knowledge-focused organization. He found that sharing short narrative stories helped people quickly to relate to what was being said or proposed.

One of Denning s popular stories started with the following twenty-nine words: ˜In June 1995, a health worker in Kamana, Zambia, logged on to the CDC Web Site in Atlanta and got the answer to a question on how to treat malaria. This short story of what a person actually did provided a powerful mental framework to decision- makers and staff on what knowledge sharing is all about. It also gave the listeners the freedom to explore countless possibilities in their own minds on what this story meant to them and how it could be applied. For example, Denning discussed that a person may reflect on this health worker story as follows : ˜Suppose I was part of such a network of like-minded and sharing professionals. Suppose that I had access to such a service. I could be more productive. I could help my clients and provide faster better services. I would have a solution. Suppose . . .

Taking Denning s advice a little further, such proof can provide the evidence that a new or different way of doing something is not only possible but it is already happening. It also provides a catalyst for deeper exploration of and insight on possible consequences and benefits of change.

So, if you have not done so already, start collecting stories of real people and real situations, and use them to stress or support a change or a new way of thinking. Also as you walk around the business or connect with people, make a careful note of what is being said, what is being learnt and the assumptions being generated. Use personal accounts and testimonials where you can. Better still, encourage people to tell their own story in public or in an appropriate marketing campaign. Such evidence can add enormous creditability in any change. You will soon discover that well- chosen case studies and stories will not only captivate interest but will help shape public opinion. People will begin to see how the future or the current realities could be shaped differently, without their egos being dented or their images being tarnished.

The beauty of stories is that they are quick and easy to use. As Stephen Denning points out, people do not need a long detailed explanation; all they need is a short well-spoken narrative to get them thinking. My guess is you will have many stories already, so place a series of thirty-word narratives in a personal archive for future use. Then, when prompted, tell more about the meaning and message behind the story.

Of course, storytelling is not foolproof. Stories can go astray, particularly if you fail to consider the needs of the audience and the key message you are trying to convey . So rehearsal and forward thinking is essential, with a little intrigue and good timing people will more likely tune in. When it comes to storytelling you may not be able to control where they go in their own minds so take the time to explore the observations, conclusions or thinking that have been generated. Then you will not only be generating more curiosity and attention, you will also be taking everyone s learning to a new and different place.




Winning the Knowledge Game. Smarter Learning for Business Excellence
Winning the Knowledge Game. Smarter Learning for Business Excellence
ISBN: 750658096
EAN: N/A
Year: 2003
Pages: 129

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