We’re all individuals, keen to be treated as such but, put
us in big groups and I’ll wager we’re most of us all the same.
Why do I say this?
This weekend I was meeting a friend of a friend who had
heard what I do for a living but wanted to know more; so I explained briefly what
knowledge management is. My new
acquaintance asked me, “Do you enjoy what
you do?” and I replied, “I love it.” He asked me why and so I said, “Because what I do brings me directly into
contact with the human condition.”
His frown showed I needed to explain what I meant and he
seemed interested enough to hear my take on what.
“Because basically, no
matter what we do for a living, where we live or how old we are…we’re pretty
much all the same. We want to be
respected, to feel like we make a difference.
We want to be rewarded and we want security, as far as possible. Most of us prefer to be popular than
unpopular and we don’t like hurting other people, or even merely embarrassing
them. We want people to think well of us
and most of us avoid conflict whenever possible.”
He nodded along and then said, “So?” So I continued, “So, when faced with a situation that we
fear will put these things at risk, we all do the same thing. We minimise embarrassment for ourselves and
others; we avoid awkwardness and far prefer choppy waters to be smoothed than
stirred up even more. We mostly tell
people what we think they want to hear or, at the very least, will pull our
punches so as not to make things any worse.
In short, we won’t tell anyone what we really think or how we really
feel unless we feel 100% safe and secure and whoever feels like that at work?”
Again, he asked, “So?”
“So…if we are ever going to improve anything, if we are ever going to learn
from the past and make the future better, we need to know all that there is to
know about whatever problem we face. We
need people to be honest, which means we need to let them feel it’s okay to be
honest, which means they mustn’t fear demotion or the sack if they tell the
truth, or even just embarrassment for offering a different point of view. That takes time and effort and real, brace
leadership from those at the top. They
need to show by what they do and say that they value integrity and honesty and
moral courage because otherwise all they’ll get, indeed all that most
organisations get is defensiveness, dishonesty and fear.”
I pulled out a pen and piece of paper and drew this picture of
2 stick-men with ‘speech bubbles’ representing
their conversation and ‘thought clouds’ above each man’s head. “Most
problems in the world are down to poor communication, with people either
unable, or downright refusing, to express what they think and feel. This is
because they’re unsure what they think or feel or because they know all too
well what they think or feel but are uncomfortable with sharing that with
others. Now, we tell each other the
things in the speech bubbles and yet everything we do is shaped by what is in
the thought clouds. Getting people to share those inner thoughts and feelings
is at the heart of what knowledge management and organisational learning is all about. It’s incredibly difficult and, quite frankly,
a thankless task but, when it works, if only briefly, it’s very rewarding.”
He smiled and bought me a pint.
To be continued….