N S T I T U T F O R R G A N I Z A T I O N A L

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1 D A N I S H I N S T I T U T F O R O S R G A N I Z A T I O N A L T U D I E S

2 Dagsorden Hovedkonklusioner Offentlige organisationer som deltagere I MANDI ind til nu Nogle grafer og tal fra den kvantitative analyse suppleret med kvalitative vurderinger bl.a. fordelt på: Driftsprægede organisationer Kommuner Departementer/styrelser

3 Participating in MANDI Kommuner og statslige inst. Københavns kommune, FAF Københavns kommune, UUF Københavns kommune, Miljøkontrollen Københavns kommune, Kultur og Fritid. Københavns Energi Roskilde kommune Ballerup kommune Vallensbæk kommune Vejdirektoratet Kulturministeriet (departementet) Kulturarvstyrelsen x 2 Biblioteksstyrelsen Søfartsstyrelsen Arbejdstilsynet x 2 Forskningsstyrelsen København Vej & Park Danmarks Miljøundersøgelser Ca respondenter Present in dialogue with 5 erhvervsskoler 6 styrelser 3 private virksomheder

4 Videndeling Afsender Modtager Adfærd Teknologi & struktur Kultur, normer & værdier

5 Hovedkonklusioner Videndeling er ofte karakteriseret ved at være mundtlig og kun i begrænset omfang understøttet af elektroniske medier. Ofte eksisterer der ikke tilstrækkeligt med tillid til den viden der identificeres på elektroniske medier. Der er ikke tillid til, at det grundlæggende er the justified true version. Megen viden er båret af individer det betyder at selvom individerne lærer så lærer organisationen/systemet ikke. Når individer forlader organisationen så forlader deres viden den også..

6 Viden og videndeling Personificering Høj Lav Social og intellektuel kapital Erfaringsbaseret viden delt ansigt til ansigt Oftest delt mundtlig i den nære kollegagruppe Den klassiske sagsbehandler Viden i eget hovedet eller delt i hængemapper på eget kontor eller på egen PC Tillært viden omsat i praksis at omsætte specifik viden til: Formelle læringsmiljøer Institutionalisering: Når specifik viden (opnået i løsningen af en sag) gøres generel og tilgængelig for andre IT og systemer (Intranet mv.) Best practice Vejledning og manualer Lav Eksplicitering/kodificering Høj

7 Hovedkonklusioner Ofte opleves det simpelthen for vanskeligt at identificere relevant viden på elektroniske medier særligt i pressede situationer. Det betyder, at den dybe tallerken opfindes flere steder på samme tid - eller forskudt i tid. Flere store organisationer har formået at få fordelene ved videndeling i den mindre virksomhed men har ikke formået at høste stordriftsfordelene.

8 Hovedkonklusioner Strategier der støtter videndeling IT-strategi Videndeling sker hovedsagligt gennem personlig interaktion (HR-aktiviteter) relateret til kollegaer i samme afdeling. Videndeling er en kontakt-sport tillid spiller en overvældende rolle. Kommunerne er foran når der sammenlignes omkring det at implementere IT-strategier (ESDH) i den offentlige sektor.

9 Hovedkonklusioner Individuel villighed til at dele viden: Begrænset knowledge hoarding Not invented here syndromet eksisterer.. Villighed til at dele og lære af fejl Videndeling er værdsat især i de lokale afdelinger sammenholdt med det organisatoriske niveau. I 50 % af organisationerne understøtter værdierne ikke videndeling (ifølge de adspurgte)

10 Hovedkonklusioner Et generelt ønske om belønning for videndeling: 1. Professional og personlig udvikling 2. Kollegaer respekterer mig som en ekspert 3. Anerkendelse af eget bidrag fra i. Kollegaer ii. Ledere

11 Knowledge sharing & The decision process Know ledge sharing & The decision process 7 2 In my department decisions are mainly taken by superiors In my department people are expected to stick to rules and procedures even w hen there are better solutions Strongly disagree Disagree Neutral Agree Strongly agree

12 Knowledge sharing & The decision making process Know ledge sharing & The decision process Agree & Strongly agree 7 2 Operational org. Municipalities Ministry In my department decisions are mainly taken by superiors In my department people are expected to stick to rules and procedures even w hen there are better solutions

13 Knowledge sharing & Values Is know ledge sharing incorporated in the values - and a part of daily practice? 7 2 Values and attitudes in my organization support know ledge sharing Practice in my organization support open and frank know ledge sharing betw een different hierarchical levels Strongly disagree Disagree Neutral Agree Strongly agree

14 Cross departmental knowledge sharing Uncovering and leveraging existing know ledge - and acquiring and leveraging new know ledge - are highly valued 7 2 In my organization uncovering and leveraging existing know ledge is highly valued In my organization acquiring and leveraging new know ledge is highly valued Operational org. Municipalities Ministry D I O S

15 Cross departmental knowledge sharing In my organization some units have higher status than others Operational org. Municipalities Ministry Strongly agree Agree

16 Cross departmental knowledge sharing In my organization learning from people at other hierarchical levels is highly valued 7 Strongly agree Agree 2 Operational org. Municipalities Ministry

17 Is Knowledge sharing valued? Is know ledge sharing valued? 7 2 Know ledge sharing is valued in my organization Know ledge sharing is valued in my department Strongly disagree Disagree Neutral Agree Strongly agree

18 Strategies to support knowledge sharing Which of the following strategies does your organization mainly follow to support knowledge sharing? 7 HR IT 2 Little or no extent Some extent Moderate Large extent Very large extent

19 Strategies to support knowledge sharing Which of the follow ing strategies does your organization mainly follow to support know ledge sharing? 7 HR IT 2 Operational org. Municipalities Ministry

20 To what extent is knowledge sharing used for improving? In your organization to w hat extent is know ledge sharing used for improving the follow ing purposes? 7 Operational org. Municipalities Ministry 2 Productivity/Effectivity Decision-making processes Employee satisfaction Increase revenue Reducing costs

21 Media used for transferring knowledge to colleagues? To w hat extent do you use the follow ing media w hen you transfer know ledge to colleagues in your department Very often Often 2 Face-to-face Telephone Printed materials Internal newsletter Forums on the Internet Forums on the intranet Databases Jobrotation Videoconferences Cross-func, project grp. Conferences, workshops Meetings Informal comm. D I O S

22 Media used for transferring knowledge to colleagues? To w hat extent do you use the follow ing media w hen you transfer know ledge to colleagues in your department Operational org. Municipalities Ministry Often & Very often 2 Face-to-face Telephone Prin ted materials Internal newsletter Forums on the Internet Forums on the intranet Databases Jobrotation Videoconferences Cross-func, project grp. Conferences, workshops Meetings Informal comm. D I O S

23 Participating in a person to person group - & virtual group Participating in a person to person - & virtual group Yes 7 2 Do you participate in a person-to person group w here people communicate face-toface? Do you participate in a virtual group w here people communicate by electronic media? Operational org. Municipalities Ministry

24 Time spent on knowledge sharing Know ledge sharing & Time consume 7 2 The time one spends on know ledge sharing could be spent on more important activities or in a more profitable manner Sometimes it is more efficient to develop my ow n solutions instead of searching for existing know ledge w ithin the organization Strongly disagree Disagree Neutral Agree Strongly agree

25 Barriers for knowledge sharing (status) Know ledge sharing 7 2 Sharing know ledge w ith people from different hierarchical levels is not appreciated Units in my organization feel and behave as if they are the sole source of know ledge in their field Strongly disagree Disagree Neutral Agree Strongly agree

26 Barriers for knowledge sharing Superiors often w ithhold know ledge that is relevant to subordinates 7 Operational org. Municipalities Ministry 2 Strongly disagree Disagree Neutral Agree Strongly agree

27 Knowledge sharing & Reward The effort I spend on know ledge sharing is adequately compensated 7 Strongly agree Agree 2 Operational org. Municipalities Ministry

28 Knowledge sharing & Reward To w hat extent are you currently - and in the future - rew arded for transferring know ledge in your organization? Large & Very large extent Currently In the future By increments/bonuses By promotion By acknowledge my contribution By a better reputation Colleagues respect me as an expert By prof. & personal developm. D I O S

29 Knowledge sharing & Reward To w hat extent are you currently rew arded for transferring know ledge in your organization? Operational org. Municipalities Ministry Large & Very large extent By increments/bonuses By promotion By acknowledge my contribution By a better reputation Colleagues respect me as an expert By prof. & personal developm. D I O S

30 Your performance compared to your colleagues Please evaluate your individual performance compared to your colleagues on the follow ing dimensions High & Outstandig 2 Operational org. Municipalities Ministry Individual productivity Level of salary Career enhancement Ability to share knowledge Willingness to share knowledge Job satisfaction Expert status D I O S

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