Why do you find some comedians funny and others.. well, not so funny?
Unless the level of awareness is raised and there is trust from both the bottom up and the top down, generally people don’t listen.
<– made with http://tagul.com/ (Here are some others I was looking at while blogging)
Humor doesn’t require trust, it requires comprehension.
Blind –> Aware
U.S. Geological Survey that gives us a more accurate view of how much drinking water we have to work with on the Blue Planet. Note that the big bubble is all water on Earth, salt and freshwater, and the tiny bubble of blue represents all fresh water. The tiny spec you can hardly see? That’s the amount of drinking water available to us.
The clarity of my point here is that leadership will ignore the truth. There may also be some truth in humor. The truth is that all workers are “knowledge workers” the value of what people as individual performers do is underestimated. The understanding of how much it costs and how much is lost in an organization goes unrealized. The only way traditional leadership seems to respond is if they are shocked into seeing the truth. The next question is once they know, what will they do? The graphic above is pretty shocking, does it mean that you will change your behavior in the shower or while brushing your teeth or washing your car?
At the end of the day, it all boils down to WIFM (What’s in it for me)..
<—Not So Funny..
As we look forward we need to continue to find ways to gain leadership buy-in. Maybe we should create the role of CHO! KMWorld came up with a “Conversation Manifesto” maybe you can find it useful in your work.
Ten components of knowledge communication
Organizational conversational capacity involves mastering the following 10 components of knowledge communication, which may well be regarded as The Conversation Manifesto in 21st century organizations:
1. Knowing how to ask questions.
2. Willingness to ask for information and assistance.
3. Willingness to give as well as accept knowledge.
4. Expectations of sharing knowledge.
5. Promptness in sharing knowledge and expecting responses within deadlines.
6. Giving feedback on received knowledge.
7. Handling conflicting knowledge responses.
8. Acknowledging, rewarding and acting on knowledge contributions.
9. Existence of conversational capacity at multiple levels within the organization.
10. Extension of conversational capacity externally for engaging other organizations.
One thought on “Chief Humor Officer and The CKO”
There seems to be something missing with trust. It is a state of mind that we have to have before we can get there; and that state of mind is rest. What I mean by rest is that we are not trying to work things out or do our missions but we stop and rest to reflect and think. Today, too many people are too occupied with the mission and then get too rapped up in the processes of the mission to really understand what is really important. Trust has to come from this reflective mode of human encounters and if we don’t get to this point; which many today don’t; we create just structured KM without any lasting effects, IMO.
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