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On Thursday, March 21, the family and friends of Carl Frappaolo are gathering in Boston to celebrate the life of one of the leaders of the knowledge management community. Since I cannot be in Boston for that gathering, I am writing some remembrances here.
I last saw Carl at the KMWorld conference in October 2012 where he accepted the KMWorld Reality Award on behalf of his organization, FSG. In many ways, the Reality Award typifies what Carl stood for: moving beyond the rhetoric to actually getting something useful done through KM. To underscore the point, here’s what the announcement of the award said:
This award recognizes an organization in which knowledge management is a positive reality. The recipient of the KM Reality award is an organization demonstrating leadership in the implementation of knowledge management practices and processes by realizing measurable business benefits.
While Carl was not about mere rhetoric, he certainly had a deep understanding of the vocabulary and theory of knowledge management. He knew what it takes to be “a good knowledge leader.” This provided the foundation for his more than two decades as a widely respected KM practitioner. His bio at Delphi Group (which he co-founded) is impressive. Here are just a few excerpts:
- “With over 25 years of experience working with a broad array of business solutions including knowledge and content management, portals, search engines, document management, workflow, BPM, records management, imaging, intranets and electronic document databases, Mr. Frappaolo is well versed in the practical business aspects and technical aspects of implementing large scale e-applications.”
- “Mr. Frappaolo has been recognized by AIIM International (the Association for Information and Image Management) as a Master of Information Technology and as an Information Systems Laureate, and in 2000, was bestowed the Distinguished Service Award by AIIM.”
- “Mr. Frappaolo has authored over 300 studies on the technology and practices of e-business, portals, Knowledge Management and Electronic Document Management and has been cited and published in leading industry periodicals….”
- “Recognized as an industry leader with great technological foresight, Mr. Frappaolo is a frequent speaker at conferences and trade shows and has delivered the keynote address at numerous national and international trade and user conventions. His audiences consistently find his presentations thought provoking and always on the cutting edge.”
I had the good fortune to hear Carl speak on many occasions. One memorable keynote talk he gave was at the 2010 Enterprise 2.0 Conference at which he asked “Can E2.0 Crack Through KM Culture?” While I cannot do it justice, my notes of his talk coupled with his slides should give you a glimpse of his knowledge and insight.
At KMWorld and shortly thereafter, Carl and I spoke about his work with FSG. He was inordinately proud of the accomplishments of that organization in the world. This pride is evident in his quotation featured on his FSG bio page:
What attracted me most to FSG was the mission of the organization. After a long and successful career as a consultant assisting hundreds of organizations advance their causes by maximizing the value obtained from their intellectual property and experience, I was looking for a chance to use my experience and skills in a way that would have a serious and positive impact on pressing and important social issues. FSG gives me that opportunity.
What is equally evident is the high regard in which Carl’s colleagues at FSG and beyond held him. He will be missed.
Have you ever made the mistake of leaving talent on the table when hiring or staffing? If so, you should consider what Robert Austin has to say in the video below about the Danish software testing company, Specialisterne. This company recruits and retains a workforce that is uniquely suited to the rigors of software testing. What’s so special about their staff? Most have been diagnosed with some form of autism. It’s important to note is that this company’s business model is not based primarily on grudging accommodation of people outside the norm. Rather it’s built on “using the characteristics of people with autism as a competitive advantage.” Here’s the company’s extraordinary story in its own words:
At Specialisterne, people with autism work in an environment where they are presented with the best possible opportunities to reach their potential. They don’t have to learn to adapt to the usual working-environment norms, such as being a good team player, being empathetic, handling stress well and showing flexibility. These are not the usual characteristics for people with autism; a fact that usual[ly] results in their being excluded long-term from the labour market. Instead, Specialisterne welcomes the very differences and character traits that are so often seen as a stigma.
Putting it simply; at Specialisterne, not fitting in is a good thing. The traits that usually exclude people with autism from the labour market are the very traits that make them valuable employees at Specialisterne, such as attention to detail, zero tolerance for errors and a persistence to get the job done. We don’t see them as people with an autism diagnosis; rather, we see them as true specialists, which is why we refer to them as “specialist people”. Imagine a world where someone who was once defined by their diagnosis, would instead be defined as a “specialist person” ?
As Austin notes in the video, companies that pass over idiosyncratic talent in favor of more well-rounded or complete talent end up “leaving talent on the table.” They may settle for uncomplicated and reasonably good over slightly more challenging but brilliant. According to Austin, one way to ensure that you don’t leave talent on the table is to check yourself every time you find yourself sacrificing talent for ease within your context when hiring and staffing. To explain the importance of context he paraphrases Thorkil Sonne, founder of Specialisterne, who uses the metaphor of a dandelion:
The dandelion is generally considered to be a weed. However, dandelions can be valuable: they have medicinal properties and can be used to make a salad, a coffee substitute and wine, among other things. Therefore, the dandelion’s essential characteristics are not what makes us view the plant as a weed, but rather the context in which we find it. A dandelion in a lawn is unwelcome, while a dandelion in an herb garden is likely to be nurtured. Similarly, companies may consider people with autism to be unemployable because those companies have been forcing these people into inappropriate and unsupportive contexts. Change the context and then you realize the benefits.
In these days of shrinking budgets, do you want a minimally competent but unremarkable team, or should you be thinking about the competitive advantage you gain by hiring idiosyncratic talent? While idiosyncratic talent may require gifted managers, Specialisterne demonstrates the benefits of this unconventional approach.
They don’t leave talent on the table.
[Photo Credit: Code Poet]
We sometimes joke in our family that the moment you think you have everything organized and on an even keel — watch out! Something is bound to occur suddenly to upset that equilibrium:
- a key member of your team decides to relocate to be closer to family
- a strategic vendor goes out of business
- the bottom falls out of the economy
In the face of these often uncontrollable events, it can be hard to maintain your equilibrium. To be honest, the key may be to strengthen your resilience so that you can cope with these stresses and prosper.
Whitney Johnson takes all of this one step further. She suggests that it’s important not to let your equilibrium lead to complacency. Her prescription for the complacent is straightforward and slightly unnerving: Disrupt yourself.
What does she mean by this? She borrows from the work of Clayton Christensen when she suggests that a better path to success is to seek out territory in a new market (or the low end of an established market) and use that as a base to disrupt your industry. She also borrows the notion of the S-Curve to explain how we should propel ourselves from one area of mastery to another:
The S-curve mental model makes a compelling case for personal disruption. We may be quite adept at doing the math around our future when things are linear, but neither business nor life is linear, and ultimately what our brain needs, even requires, is the dopamine of the unpredictable. More importantly, as we inhabit an increasingly zig-zag world, the best curve you can throw the competition is your ability to leap from one learning curve to the next.
If you’re prepared to accept the challenge and are willing to disrupt yourself, Whitney Johnson has five suggestions for you:
- Assess. Assess where you are vis-a-vis where you want to be. If your current path will get you there with gradual improvement, you should stay on that “sustaining innovation path.” If your path won’t get you to your goal, try going where no one else wants to play (or hasn’t yet thought to play) and look for opportunities there.
- Iterate. “Disruption is a discovery-driven process.” We need to iterate, iterate and iterate again until we get the model right. Often the strategy that leads to success is different from the strategy you began with.
- Embrace Your Constraints. “Constraints are problems to be solved.” They drive us to rethink how we do things.
- Be Impatient. Look for quick wins, small wins that confirm that you are on the right path. However, be aware that you’ll need to be patient as your strategy of disruption unfolds.
- Start Today. “Dare to disrupt yourself, your status quo. Be disruptive. Now.”
This post has focused on the personal benefits of disruption, but I’d be remiss if I didn’t ask you to consider in the context of your law firm or organization the following observation from Clayton Christensen:
Whenever the tension is greatest and the resources are scarcest, we actually are much more open to rethinking the fundamental way we do business.
Legal industry commentators have said that when law firms finally find their backs against the wall, they will be forced to rethink their business model. Some would argue that the time is long overdue for law firms to disrupt themselves. It will be interesting to see which ones accept Whitney Johnson’s challenge.
Dave Pollard is retired CKO at E&Y and Director, Group Pattern Language Project. For more information on the Group Pattern Language Project see www.groupworksdeck.org
[These are my notes from the KMWorld 2012 Conference. Since I'm publishing them as soon as possible after the end of a session, they may contain the occasional typographical or grammatical error. Please excuse those. To the extent I've made any editorial comments, I've shown those in brackets.]
- Intention. How you prepare for a meeting has an enormous impact on the results of the meeting. For example, engaging a facilitator beforehand can help surface conflicting agendas early. What matters with respect to intention? Set the focus for the meeting early and articulate that priority clearly and early.
- Context. To promote better conversation, place them in a pleasant discussion space. Even if you have participants of different rank, make sure you’ve created a welcoming and equal playing field so that everyone feels empowered to contribute regardless of rank. Be sure that you understand and give respect to group culture and the history/context of the discussion. Finally, make sure you’ve invited the right people to the meeting and that all of them are present and participating.
- Relationship. “Hosting” a meeting is a critical role. They set and maintain the tone of the meeting. You can help build relationship by breaking bread together, expressing appreciation for the members of the group and encouraging the good faith assumption (i,e., accept that we are all doing our best). Other critical factors are transparency, shared airtime and continuous attention to tending the relationships as they grow,
- Flow. Pay attention to the rhythm, energy, balance, and pacing from beginning to end. How you open a meeting sets the tone. Equally how you close the meeting can help with resolution — especially where there has been conflict or uncertainty in the meeting. Be aware that if you are exploring a new topic or looking for new ideas, you need to observe the divergence/convergence rhythm: diverge so that you can brainstorm and then converge to come to consensus.
- Creativity. Be careful that you don’t shut down creativity too early. Common ways of doing this are failing to encourage bold thinking, trying to force new ideas into an existing structure too quickly, using budgetary constraints to stop new ideas, being unwilling to be playful (using humor and fun). That said, be aware of the “power of constraints.” If you embrace limitations as challenges, that can help focus your efforts more productively. Just be aware of your intentions — don’t rush to a constraint if your goal is to shut down the current conversation.
- Perspective. When it looks like a meeting is running off the rails, it may be necessary to help everyone shift perspective. For example, help the group focus on common ground. While doing that, don’t ignore what’s going on — be sure to honor the contradiction and ambiguity that has emerged. Other ways of shifting perspective are (1) Fractal (notice patterns repeating at different levels); (2) Go meta (widen the lens, change the frame of analysis; (3) Change your focus by zooming in or zooming out (focus on forest or focus on trees); (4) Time shift (reflect on the past, envision the future); (5) Translation (reframe, articulate, bridge differences); (6) Value the margins (listen to voices from the edge);(7) Viewpoint shift (see with new eyes so you can think differently about the problem).
- Modelling. The facilitator needs to be very courageous throughout this process — don’t be defensive — just hold the participants to their commitment to achieve/perform together. In addition, the facilitator needs to “hold space” — this means maintaining the trust, focus and openness of the group. Sometimes the facilitator may need to say “I’m stuck here and need help moving us past this logjam.” Ideal participant behaviors include (1) listening carefully until you really understand what is being said (or not said); (2) mirroring — reflecting back what you’ve heard; (3) don’t things personally — it isn’t always about you; (4) be self-aware — understand your own values, biases, needs, biases, gifts. One key technique is to use the words “Yes, and” rather than beginning with the word “But.”
- Inquiry & Synthesis. At this stage, it’s important to take time to reflect. Then distill by summarizing/synthesizing what’s been said or decided. If necessary,consider going deeper (drilling down) until you really undersatnd what’s going on.
- Faith. While this may be a tough concept for a business audience, it is important that people trust that by doing the right things, the right result will emerge. Letting go and letting come can be very hard — especially for the faciitator.
We’d like to think that our advanced education protects us from the dangers of irrationality, but for too many of us that is a delusion. The reality is that unless you are keenly aware of how you make decisions, you may well find that your seemingly logical decisions are riddled with unconscious errors. As modern psychology is demonstrating, most individuals know surprisingly little about what happens in the space between our ears. Now, before you start protesting that you’re smarter than the average bear (and, therefore, fully capable of avoiding irrationality), consider how often you’ve observed irrational decision making on the part of others. It happens all the time.
It truly is easier to see the speck in another person’s eye than the log in your own eye.
If individual decision making is rife with irrationality, what happens when a group of people make decisions on behalf of an organization? Unless they are very careful, they are liable to achieve collectively an even greater degree of irrationality than an individual acting alone.
So what’s the cure? I’m so glad you asked.
Come to the ILTA conference on Thursday, August 30, at 3:30pm (in Maryland B) to hear an entertaining and thought-provoking discussion about common cognitive traps into which people tend to fall and learn how we can move our decision making process out of the realm of the unconscious and sometimes irrational to the more rigorous, deliberate and rational. Along the way, we’ll discuss how data (whether it be Big Data or little data) can help light the path to more rational decision making.
The name of this session is “Overcoming Irrationality: Improve Decision-Making and Client Service with Strategic Uses of Data” [Hashtag: #INFO6]. The panelists for this session are the name partners of that “preeminent” law firm: Abraham Friedmann Mills & Rovner LLP. Those of you who have attended recent ILTA conferences will know that this will be the third year in which this firm has held a partners meeting in conjunction with the ILTA conference. In prior years, these partners have discussed the implications of two radically different law firm business models (i.e., law factory vs. bet-the-farm practices) and how to future-proof your law firm. This year they will get to heart of why so many
law firmorganizational decisions are fundamentally irrational. They also plan to give examples of how other industries have used data to make more rational decisions.
As in prior years, we expect a lively discussion with the audience. So come prepared to jettison your preconceptions and jump into the conversation.
Today was a good day. Really.
I had the pleasure of some productive meetings and a chunk of quiet time to get things done. Best of all, I was delighted to find myself on the receiving end of compliments regarding a recently launched law firm knowledge management resource that I’ve been working on for some time. Who could complain? Certainly not me.
That said, I realize that days like this are not always the norm — especially not for KM professionals. There are too many days when it seems as if everyone is a critic. On days like that it’s worth remembering that taking a longer view can be helpful. This was brought home to me several years ago when, in response to clear user feedback, we introduced a brand new KM system. I took the constructive criticism in stride until someone said to me, “Why can’t you make this system just like the old one?” Really??? Fast forward a few years and those same critics were sending colleagues to the “new” resource because (surprise, surprise) it actually worked well. Unbelievable.
Lest we think KM folks are specially set aside for abuse, you might find it instructive to see the vitriol that was heaped on some movies that David Christopher Bell features in the 10 Classic Movies that Critics Hated. I’m willing to bet real money that no one in your organization ever said of your efforts anything comparable to this: “…a nice try that misfired.” That was the critical response to The Night of the Hunter. This is how Bell describes it:
No other film is as known for being so great and having such a poor reception than The Night Of The Hunter. The film itself is now played to every student churned out of film school and praised as being a masterpiece of both cinema and horror. The truth is that the film really is that good – it was simply made in the wrong era…
With the advantage of 20/20 hindsight, Wikipedia reports:
In 1992, The Night of the Hunter was deemed “culturally, historically, or aesthetically significant” by the United States Library of Congress and was selected for preservation in its National Film Registry.
That’s not so bad for a “misfire.”
Granted, you may not want to wait 37 years for vindication, but isn’t it comforting to know that quality usually does show through notwithstanding the misperceptions of early critics? That’s worth remembering on days when it feels like everyone is a critic.
[These are my notes from the Enterprise 2.0 Conference 2012 in Boston. Since I'm publishing them as soon as possible after the end of a session, they may contain the occasional typographical or grammatical error. Please excuse those. To the extent I've made any editorial comments, I've shown those in brackets.]
- Using Social Tools to Augment HR Data.Lisa Sterling, Head of People Engagement at Ultimate Software, reports that her HR group gathers HR-related information from their Yammer implementation to provide timely performance data. For example, rather than treating performance reviews as an annual event, they find status updates in Yammer in which colleagues praise the work of other colleagues and use that current information on individual performance.
- The Alternative to the Document-Centric Approach of HR. Newsgator uses a social layer to surface HR-related information in the place where people are working — not in a separate HR system of record. A Neudesic customer is using an auto-follow function in Neudesic Pulse during the onboarding process to provide new employees with a group of early connections to help their integration into the organization.
- What’s the Impact of Individual Social Activities on Our Work Life? When Ultimate rolled out Yammer, they didn’t provide warnings about forbidden activities. Rather, they helped employees understand the benefits of microblogging. They haven’t had an issue with self-promotion or improper reciprocity (e.g., if you praise me, I’ll praise you). Ann Lee reiterates that before you implement a social tool, be sure you’re clear about the business benefits. Don’t focus merely on the “coolness” of the tools (or the dangers of the tools).
- What’s the Value of Adding Social? Neudesic estimates that organizations will save initially $1500 per employee from implementing their product. However, if a social tool fosters a connection that leads to a business process improvement or a product innovation, then you’re looking at a much bigger return on your social investment.
- How to Filter Information in these Systems? Information overload can be a major problem with social platforms. Yammer enables you to structure the data dynamically to help surface relevant information, aggregated by topics that are pushed to users.
- Should HR be Involved in Social Media Implementation? HR needs to be sure that the social platforms are supported by appropriate staffing outside IT (eg., from knowledge management, etc.). These new tools will surface new roles such as content curation and community management. HR is a key stakeholder that is commonly overlooked in these projects that typically are viewed as primarily technology projects. HR’s role shouldn’t be limited to sanctioning employees for using Facebook at work. HR should be involved in deployments to leverage its extensive knowledge of the organization’s culture and work force.
- Success Stories Newsgator reports that Deloitte views their social tools as a key part of their overall talent management effort. They look at “the whole arc” of the relationship between an individual and their organization and see how social tools foster that relationship. Ultimate Software realized that with the influx of millennials, Facebook (and similar sites) had rich collections of data on Ultimate because their millennials were posting there. Ultimate wanted to give those millennials an internal place to post that valuable information. When Neudesic integrated their own product (Neudesic Pulse) with their HR system, they found that by strategic use by HR, they were able to make the onboarding process quicker and more effective. One of Yammer’s retail clients uses Yammer to share best practices and market information in real time across the organization.
- Collaboration is a People Problem, Not Just a Technology Problem. If a company views HR solely as a cost center, that organization is unlikely to give HR a seat at the table. If a company views collaboration as a performance challenge, then you have to involve the talent management team.
- The Consumarization of HR Just like we’ve experienced the consumarization of IT, employees are asserting more individual approaches to their training and career development. They want to learn in a manner that suits their personal style and they want to take that learning with them. Social technology can help tailor HR offerings to the need of the individual.
- Social Flattens the Organization By its very nature, social technology tends to sidestep hierarchy, thereby flattening the organization. It also surfaces talent. HR needs to be aware of this and needs to be able to shape this and deal with the consequences. HR could also exploit this for leadership development and successsion planning purposes.
Welcome to the real life version of Beat the Clock.
If we superimpose on our busy lives the legal industry’s focus on the billable hour, we end up with some challenges about how to spend our time. Clearly client service needs trump all other demands on our time. Then there are the business development needs, and the continuing legal education needs, and the law firm administrative needs. All of this adds up to more work than we can complete in a reasonable work day.
Now please tell me: where do the lawyers in your firm find time for knowledge management?
The Secret Powers of Time
If this wasn’t bad enough, have you considered that the time perspective of your law firm colleagues may also have a negative effect on their willingness or ability to contribute to KM efforts? To be honest, until I saw the video below on The Secret Powers of Time, I hadn’t given much thought to time orientation. I had just assumed that most of us were in identical races against the clock. As with many things in life, it turns out that things are a bit more complicated.
So what makes our relationship with time more complicated? According to Dr. Philip Zimbardo, it’s that people can have different time orientations or, has he describes it, they can inhabit one of six different time zones:
- Past positive: These people focus on “the good old times”
- Past negative: These people focus on past failure and regret
- Present hedonistic: These people live for today — seek pleasure (avoid pain), sensation, novelty
- Present fatalistic: These people believes that their future is a matter of fate so there is no point in planning
- Future positive: These people work and plan for the future
- Future negative: These people believe that life begins after death
According to Zimbardo, we all begin life as present hedonists. He believes that one key function of the family and, especially, of schools is “to take present oriented little beasts and to make them more future oriented.” (While this may be true in the US, he acknowledges that some cultures aim to make the child more past oriented).
But there’s more intriguing news about our relationship with time:
- Geography affects your perspective on time: the closer you live to the equator, the more likely you are to be present oriented.
- The pace of life differs from place to place and culture to culture. In the US, researchers have ranked 60 cities according to the pace of life in each city. They found that in the cities with the highest pace of life, men have the most coronary problems. (See The Geography of Time by Robert Levine.)
- A recent study shows that by the time he is 21, a boy has spent 10,000 hours by himself playing video games. This means that he is used to a virtual world in which he has more control, action and excitement than he has in the real world. And, since he has been alone at his computer, he hasn’t learned key social skills or developed emotional intelligence. His brain is being digitally rewired and he won’t fit into an analog world or in an analog classroom that emphasizes passive learning.
- All addictions are addictions of present hedonism. However, most public service messages are focused on future consequences. This is a message that resonates with future-oriented people, not the present hedonists suffering with addictions.
- There is a fundamental change occurring in our society with respect to how we view time. People now get angry while waiting for technology– especially when waiting for their computer to boot up or for something to download. This anger is disproportionate given that these functions usually occur in a matter of minutes. Even so, we consider waiting for even a short while to be a complete waste of time and we increasingly have a negative emotional response to waiting.
If a lawyer in your firm is oriented towards the present rather than the future, it will be difficult to convince that lawyer to work on a KM project that promises future rather than present benefits. If a lawyer is future-oriented, they should be more inclined to invest in KM now for a future benefit. This suggests that you should target your KM program requests carefully so that you focus on future-oriented people. The others most likely will not participate with enthusiasm.
I’ll give Dr. Zimbardo the closing word:
I think many of life’s puzzles can be solved by simply understanding our own time perspective and that of others. Lots of conflict we have with people is really a conflict in different time perspectives. Once you’re aware of that, you stop making negative attributions like you’re dumb or you’re childish or you’re pigheaded or you’re authoritarian. It’s really the most simple idea in the world.
[Photo Credit: Leo Reynolds]
We should have learned our lesson by now: the lesson that one shouldn’t judge a book by its cover. Nonetheless, time after time, we rush to judgment with precious little objective evidence to support our position.
I was reminded of this when a trail of links led me to some clips from Britain’s Got Talent. In this instance, Simon Cowell could have been any one of us. He clearly reached a negative conclusion based on appearances alone and then had to backtrack in the face of evidence that completely undermined his premature judgment.
For those of you who are devotees of this show, the encounter with Jonathan Antoine will remind you of Susan Boyle’s introduction to the world:
And there was Paul Potts as well:
In fairness, research indicates that we may not be able to help ourselves when it comes to judging faces:
…when we see a new face, our brains decide whether a person is attractive and trustworthy within a tenth of a second, according to recent Princeton research.
Princeton University psychologist Alex Todorov has found that people respond intuitively to faces so rapidly that our reasoning minds may not have time to influence the reaction — and that our intuitions about attraction and trust are among those we form the fastest.
“The link between facial features and character may be tenuous at best, but that doesn’t stop our minds from sizing other people up at a glance,” said Todorov, an assistant professor of psychology. `We decide very quickly whether a person possesses many of the traits we feel are important, such as likeability and competence, even though we have not exchanged a single word with them. It appears that we are hard-wired to draw these inferences in a fast, unreflective way.’
Nonetheless, we owe it to ourselves to try to be as rational as possible when making decisions. We owe it to ourselves to be aware of the tendency to act without rational thought and then counteract it with an evenhanded search for evidence. If we aren’t always capable of rational thought, we should at a minimum be honest about that failing.
Lest you think it is only folks in the entertainment industry who persist in reaching judgments on the strength of the cover alone without bothering to read the book, consider how some folks in the legal industry reach their judgments on non-legal matters. Have you heard someone dismiss a technology out of hand without taking the time to try it properly? Have you seen someone purchase a device or software without doing much due diligence beforehand? Have you heard anyone make a pronouncement about the adoption or usefulness of ”X” without first looking at the relevant data? (You can replace X with the name of almost any law firm knowledge management system or IT system.)
Rapid cognition may be supremely helpful in a life-or-death situation where quick reflexes and decisions can mean survival. But, for all the other circumstances in life, what do we lose when we make snap decisions?
As the economy forces more belt-tightening on law firms, it’s tempting to make decisions based strictly on metrics — of profitability, productivity, efficiency. For the record, I’m completely in favor of profitability, productivity and efficiency. But I firmly believe there is more we should be paying attention to and tracking. What more? Our Values Proposition, not just our value proposition.
Value proposition is a basic concept of business. [Note: this is "value" without a final "s."] Wikipedia describes value proposition as “a promise of value to be delivered and a belief from the customer of value that will be experienced.” It’s the benefit delivered to the customer (from KM personnel, services and systems, for example), after taking into effect the cost of those personnel, services and systems. Once we know our value proposition, we use it to explain to our internal customers why they should be using our services or to explain to management why they should be funding yet another KM project. Perhaps your KM value proposition is based on the efficiency your systems bring to the practice of law. Perhaps your KM value proposition is derived from costs you demonstrably reduce.
Amber Naslund takes it one step further by reminding us that a value proposition isn’t just a business school exercise or a marketing gimmick:
Delivering something worthwhile is not achieved in a board room with big flip charts and spreadsheets and ideation sessions. It’s not delivered with a slick brochure or well-written copy, or a stack of press hits in the Wall Street Journal. It’s not delivered in key messages or brand attributes, even. It’s delivered in the work that you do with and for your customers, each and every day. The hard stuff, where you roll up your sleeves and show what you’re made of. Solving real problems for real people.
While a value proposition is useful, I’m beginning to think that a values proposition is critical. Bill Taylor, co-founder of Fast Company and author of Practically Radical, used the phrase in a recent HBR blog post to suggest a better way to differentiate yourself from the competition:
There is a temptation, amidst the turmoil, for pundits to conclude that the only sensible response is to make bold bets — new business models that challenge the logic of an industry, products that aim to be `category killers’ and obsolete the competition. But I’ve come to believe that a better way to respond to uncertainty is with small gestures that send big signals about what you care about and stand for. In a world defined by crisis, acts of generosity and reassurance take on outsized importance.
He goes on to describe interactions with service providers who were competent but left the customer dissatisfied because the delivery of services lacked humanity. He then contrasts that with service providers whose values helped them understand in the critical moment what really matters. As a result, they provided “not-so-random acts of kindness that humanize companies and offer an uplifting alternative to a demoralizing status quo.”
This raises an interesting question: what’s the values proposition of your department?
- What’s the quality of your service?
- Do you love what you are doing? If so, does it show?
- What’s the tone of your interactions with colleagues and customers?
- To what extent do kindness and consideration color your actions?
- What intangibles about your service do your clients value?
- What intangibles about your department make your colleagues glad to be part of your team?
Bill Taylor quotes Mother Theresa who once told her followers: ”We cannot do great things, only small things with great love.”
What do your small everyday actions say about your values?
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