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Aim
This survey has been designed to help you feed back your views on how effective you believe your organization is with regard to knowledge management. The resulting analysis will help shape training programs and action plans, at departmental and corporate level. You can use this as an individual exercise, or distribute it for use with your team.
Task
1. Go through each of the descriptions and rate where you think your organization currently stands using the following scale:
1 = completely agree with worst scenario
2 = slightly agree with worst scenario
3 = do not know/no opinion
4 = slightly agree with best scenario
5 = completely agree with best scenario
- Answer honestly and frankly, and keep your use of the scale consistent.
- The sheet may be left anonymous if desired.
Refer to your own experience, rather than the intentions of your team/unit/department.
2. Collate and review the results, paying particular attention to:
- what changes should be made
- how these changes will become evident
- how progress will be monitored and measured
Name:
Role:
Department:
Topic
Our Current State (worst scenario)
Scale
1-5
Our Current State (best scenario)
Organization
Key information is not organized well, is often unavailable or lost.
Key information is systematically inventoried, cataloged and stored.
Culture
Knowledge and information is very difficult to access. Processes are duplicated and the wheel is regularly re-invented.
Knowledge is easily accessed and disseminated by everyone in the organization.
Organizational shape
Knowledge is locked into the hierarchical structure.
There are few hierarchical differentiations. Open office settings facilitate sharing of knowledge.
Culture
People tend to hoard information and knowledge. Very little key information is transferred across teams.
Key information is systematically transferred to different parts of the organization, and people are not stingy with information.
Reinforcing values
Knowledge is seen as power. Reward, recognition and promotion go to those who have knowledge, not to those who share it.
Sharing of knowledge is rewarded.
Knowledge Management’s profile
People do not talk about the sharing and use of knowledge.
The creation, sharing and use of knowledge is celebrated and advertised.
Integrating knowledge
The organization is internally focused. Information and knowledge from outside is not systematically collected, shared, discussed, or acted upon.
Knowledge is systematically acquired from outside so that we continuously seek new ideas and opportunities.
Incorporating new knowledge
People have little opportunity to create new ways of doing things and to share and apply their good ideas.
Everyone is encouraged to develop new ideas and put them into practice.
Maximizing technology’s potential
People are inadequately trained in IT. Existing IT systems and software are not used to their full potential.
People are well trained and equipped to use IT sensibly to acquire, record, disseminate and transfer knowledge.
Taking stock
People do not take time out to review what they have learned and how they can apply that learning.
There is ongoing review of learning from development activities, mistakes and successes.
A vision for knowledge
There is no commitment to the idea that knowledge management is essential to our future success.
There is clear vision of how the effective creation, transfer and use of knowledge leads to business-enhancing outcomes.
Support from the top
There is only token involvement by senior management.
Senior managers are good role models for knowledge management.
