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KM World 2007: How do we make people do things?

David Gurteen's talk/mini knowledge cafe at KM World 2007 in San Jose, November 2007.

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KM World 2007: How do we make people do things?

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  1. How do we make How do we make people do things people do things? ? KM World 2007 David Gurteen Gurteen Knowledge David Gurteen

  2. A story: A story: How do we make them use it? How do we make them use it? Henley Management College David Gurteen

  3. Work with People Work with People don’t do things to them! don’t do things to them! Many of the familiar principles of Quality management amount to an elaboration of this simple truth: an innovative, healthy organization requires that we work with people rather than do things to them. Alfie Kohn

  4. Should we reward knowledge sharing activity? David Gurteen

  5. Here is what Alfie Kohn says about rewards For Best Results: Forget the Bonus! To the best of my knowledge, no controlled scientific study has ever found a long-term enhancement of the quality of work as a result of any reward system http://www.alfiekohn.org David Gurteen

  6. Alfie Kohn on rewards Alfie Kohn on rewards • Rewards punish • Rewards rupture relations • Rewards ignore reasons • Rewards deter risk taking • Rewards undermine interest David Gurteen

  7. Rewards Punish Rewards Punish • Threats & coercion destroy motivation and so do rewards • Rewards are manipulative • “Do this and you will get that” is not much different to “Do this else here is what will happen to you” • When people do not get the reward they hoped for they feel punished • The more desirable the reward the more demoralizing it is to miss out David Gurteen

  8. Rewards rupture relations Rewards rupture relations • Excellence depends on teamwork • Rewards (especially if scarce) destroy cooperation • Incentive driven employees will not ask for help from their manager when they need it • People will conceal problems from their manager to appear infinitely competent David Gurteen

  9. Rewards ignore reasons Rewards ignore reasons • To solve problems people must understand the causes • They ignore the complexities of the problems • Each situation calls for a different response • Rewards tend to blindly promote a single solution David Gurteen

  10. Rewards deter risk-taking Rewards deter risk-taking • People are less likely to take risks; to explore possibilities; to play hunches • The No. 1 casualty of rewards is creativity David Gurteen

  11. Rewards undermine interest Rewards undermine interest • Loving what you do is a more powerful motivator than any goody including money • Rewards are controlling! • If people focus on getting a reward they tend to feel their work is no longer freely chosen and directed by them • If they have to bribe me to do it - it must be something I don’t want to do! David Gurteen

  12. So what’s the solution? So what’s the solution? How do we make people share? How do we make people use the new KM system? How do we make people do anything? David Gurteen

  13. Alfie Kohn Alfie Kohn • Pay people well • Pay people fairly • Then do everything possible to take money (rewards) off people’s minds Incentives, bonuses, pay-for- performance-plans and other reward systems violate this last principle by their very nature! David Gurteen

  14. Bob Buckman Bob Buckman Our approach to KM is far more than stick or carrot. We say, "Knowledge Sharing is your job. Do it!" As a reward you may keep your job. David Gurteen

  15. John Holt John Holt Children do not need to be made to learn to be better, told what to do or shown how. If they are given access to enough of the world, they will see clearly enough what things are truly important to themselves and to others, and they will make for themselves a better path into that world then anyone else could make for them John Holt David Gurteen

  16. Anthony de Mello Anthony de Mello The only way to change is to change your understanding. Anthony de Mello Jesuit Priest David Gurteen

  17. David Weinberger David Weinberger For all our knowledge, we have no idea what we're talking about. We don't understand what's going on in our business, our market, and our world. KM shouldn’t be about helping us to know more. It should be about helping us to understand. So, how do we understand things? … It's through stories that we understand how the world works. David Weinberger, The Cluetrain Manifesto

  18. So how do we make people do things? How do we make people share? How do we make people use the new KM system? How do we make people do anything? And what role should rewards play? David Gurteen

  19. www.gurteen.com David Gurteen Gurteen Knowledge Tel: +44 1252 812 878 Email: david.gurteen@gurteen.com David Gurteen

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