On February 5, 2019 Doug Shaw and I did a webinar with Jo Cook from Training Journal. We had a great conversation about how to use different forms of creativity to help your organisation do things differently.
You can watch the video here:
What is KM about?
It depends on who you ask and what their experience is with it. Some people/organisations focus on technology, some on people, some on process, a very few recognise that it needs to be a balance among the three, and for good measure also create a strategy to support their plans and ideas and to ensure alignment with the organisation.
But beyond that, what is knowledge management about? Why do we/our organisations do it?
For many organisations and people the answer, has to do with learning, and being able to do their jobs efficiently and effectively. I always liked to say it’s about giving people the knowledge they need to do their jobs, whatever form that knowledge took. But, what if it’s not quite that easy, especially as jobs, like life, are becoming ever more complex?
It’s really not enough to give people a database or app or platform to share knowledge. It’s not enough to implement a lessons learned process, or communities of practice. All good and noble pursuits, but what if that’s not enough to deal with the complexity?
The World Economic Forum’s most recent Future of Jobs Report, a summary of which you can read here, says we need to be life long learners. It also lists the top 3 skills that are growing in need/importance:
What struck me most about the #1 item on that list, is that is is both analytical and creative, it requires “both sides of your brain” (yes, I know that we have found that that’s not physically how the brain actually works, but I like the metaphor of it, so I’m using it anyway). But so for so many people their creativity was educated and socialised right out of them. They needed to get good marks in school, do well at their jobs, etc. and so in order to fit in they learned to regurgitate facts and think like everyone else.
However, in today’s world, and in the world that is quickly coming at us, regurgitating facts and doing what we’re told, isn’t enough, doing the “same old, same old” isn’t enough. It’s time to look at things differently, to learn new ways of doing things, to re-learn our lost creativity. KM programs should be supporting that, after-all they are about organisational learning, creating new knowledge (which is innovation, by the way).
And, one of the best things about focusing on creativity and innovation is, people understand what those terms mean, no one understands what knowledge management is. Another great thing about creativity and innovation, is that there is lots of research that supports its importance to people and the workplace, something that can’t be said about KM (mostly because KM can’t decide what it is, not that it’s not useful).
So, for all you KM people out there, don’t you want to take your KM activities to the next level of organisational learning? Help make your organisations innovative and creative? Help them meet the challenges of the age we live in?
Let’s talk about helping people re-learn their creativity!
If you know me and/or have been following this blog, you know that since mid-July I have shifted my focus to creativity and innovation, something that I have been working on for the last six or more years.
As I have shifted focus I have reached out to some of you in my KM network, because I wanted to share the news with you and renew our connection. I also asked for a favour of some feedback on what I was doing or if you knew anyone who might be interested in what I’m doing. Most of you were happy to help, and a few of you admitted that you couldn’t, which was a perfectly acceptable answer.
Anyway, with that first round of feedback and conversations, I realised that I wasn’t doing a good job of conveying my excitement over my shift, and why I thought I was particularly relevant for KM programs. I’ve taken a few weeks to reflect on how to do this better and received some coaching about how to approach it and have developed a short slide deck, which you can see below.
I’d appreciate it if you have a couple of minutes (there are only 6 slides), to take a look at it and let me know what you think.
Let’s first start with: what is Creative Leadership?
Creative Leadership takes more calculated risks and keeps innovating in how they lead and communicate. They are ready to upset the status quo even if it is successful and are committed to ongoing experimentation with disruptive business solutions
In a 2010 study done by IBM (and cited in this HBR article) organisations that had creative leaders had 6 times higher revenue growth and planned to get 20% of their revenue from new sources in the near future.) The article also cites increased employee engagement as an outcome of Creative Leadership.
Why does this matter?
Well the revenue/profit connection is clear (I hope). But what does Employee Engagement have to do with anything?
Well, employees who are engaged in their jobs/careers are more productive, which leads to increased profitability. Because they are more engaged there is less absenteeism, increased loyalty, higher retention and thus lower turnover.
Employees who are satisfied and engaged are better at solving problems and engaging with customers (from the previously cited HBR article).
So, how do you bring Creative Leadership to your organisation?
Create a culture where it is okay to try and fail, a culture where it is acceptable to question the status quo, to unlearn and selectively forget past successes, and co-create new products and services with employees, customers, partners, and the wider community. Help staff re-learn how to be creative, because it was educated out of them.
Creative Leadership isn’t just about those higher up in the hierarchy having these skills, this is about everyone having these skills. In the knowledge economy, everyone is a leader and everyone is a follower. Creative Leaders create more Creative Leaders.
I have had a few people comment about the name Entelechy: what does it mean? It’s too hard, no one will understand. How do you pronounce it? Why?
Entelechy means: realisation of potential. When I saw it, I knew it was the name for my next adventure. It summed up where I am in my own career: realising my potential and it described what I wanted to help others do: realise their potential.
What has helped me realise my potential is the expanding out from my accounting and information technology background and exploring my other side, the non-analytical, creative side.
I started to do that after I finished my MBA and was working for a high technology company. I had all this time on my hands, what was I supposed to do now that I didn’t have to study? I tried all kinds of things, but painting grabbed my heart and soul. Then it became about how do I bring this into my day-job, and that is how I spent the last 7 years, exploring that idea, talking to people, reading, looking at research, and, of course, continuing my own creative journey, which has brought me to Berlin.
Berlin, the city that buzzes with the energy of creativity, whether it’s some kind of artistic endeavour (painting, dance, music, etc.) or the creativity of the start-ups that populate the multitude of co-working spaces.
This is where I have met other people like me, who want to bring this creativity into a business/organisational setting, to help employees be more engaged, connected, resilient.
There is support in popular press for this idea of bringing the “whole person” to work, not just a part of the person. Introducing a culture that supports creativity and innovation is the way to do that.
We are born creative, but it is educated out of many of us, it’s time to re-learn that and realise our potential.
Today (September 27, 2018), is the second time I have come across the term, “Collective Intelligence” in the last week. I liked it the first time I heard it and the first time I heard it was in reference to what knowledge management had evolved into at a large, international organisation.
The second time I came across it was earlier today, on the website of an organisation who seems to be doing work like I am doing: creativity, innovation, resilience, autonomy.
I am sure there are lots of other places that it is used, I’m sure the words aren’t new and the ideas expressed in both situations aren’t new. But what attracted me, was that they describe what I have done and what I am doing, which somehow reassured me that I wasn’t crazy for doing what I’m doing.
So, are you trying to capture, leverage, tap into the collective intelligence of your organisation? It seems that anecdotal evidence suggest using a combination of knowledge management activities, combined with creativity to give you innovative, unique results to help you realise your potential: Entelechy.
We need to talk, I can help you!
(this blog post originally appeared on my Missing Puzzle Piece Consulting blog in April 2017, and I expressed similar thoughts in a chapter I wrote for KM Matters, which was published early in 2018. I am reproducing it here, because I will be taking my Missing Puzzle Piece Consulting webpage down, and this content is still relevant.)
We seem to have spent so much time in the last 100+ years trying to drive efficiency and effectiveness into our processes. How to do things faster, with more quality, with better outcomes, reduce waste, reduce re-work. These are not bad things, but in our push to be effective and efficient many of our organisations have removed time for reflection, for questioning, for considering alternatives out of the process.
That’s not to say that there hasn’t been a lot of innovation in the last 100+ years, there most definitely has been. Whole areas of study have been developed/discovered, new technology is being developed all the time, but what about the “smaller” things, everyday things. What happens when we take away the time to think and reflect? We do things by rote, not thinking about if that’s the right thing to do, we get tired and suffer burnout, we start to make mistakes and treat people badly because we have focused on efficiency and effectiveness to the detriment of the system as a whole (see United Airline’s complete failure to respect passengers (https://fortune.com/2017/04/11/united-airlines-video/ and https://innovationexcellence.com/blog/2017/04/17/innovating-for-a-worse-customer-experience-insights-from-united-airlines/ and https://www.theblaze.com/news/2017/03/27/united-airlines-bars-teens-from-flight-for-failure-to-meet-dress-code-social-media-erupts/)
How do we bring that space for reflection, for some humanity back into our activities? By introducing time. Time for reflection, time for learning, time for asking questions, time for talking to other people, time for doing things differently, time for experimenting. Time.
What an honour and a privilege to talk to them about creativity and how to increase it’s presence in both our professional and personal lives.
I shared 4 different creativity activities with them, 1 was an improv activity, and the other 3 were drawing, as well as some background and context information about creativity.
I usually speak with much smaller groups, so this was a great learning opportunity for me, but despite my “learning on the job” or maybe because of it, we had a great time, some good discussion, and some fun trying new activities.
Thank you to all who came out and tried something new!
I have posted my slides on Slideshare, if anyone is interested.
Age of Artists published an excerpt from the KM Matters book that I mentioned in my previous post:
I wrote a chapter on innovation and creativity and how they connect to knowledge management for the book, Knowledge Management Matters: Words of Wisdom from Leading Practitioners, which was published early in 2018.
There’s a free PDF available here: http://www.johngirard.net/kmmatters/
Let me know if you’d like to apply some of the ideas I discuss in the chapter to your organisation or your personal situation.