(highlight:: The Importance of Cultural Commitment To Successfully Curate Organizational Knowledge
Summary:
The cultural side of democratization and timelessness presents a challenge in building a knowledge-sharing system.
While some teams prioritize immediate product decisions, others prioritize curation for broader knowledge. It's difficult to encourage people to contribute to long-term goals when they optimize for short-term benefits.
Balancing these priorities is crucial for achieving the original mandate of the organization and expanding the tool.
Transcript:
Speaker 1
Yeah, it's interesting because there's the practical side of that, but there's also the cultural side of it. So one impact is how the tool works and how things are labeled, but there's a bigger tension point around culture because to really get back to the goals of democratization and timelessness And the balancing with the tactical that I open with, none of this really, I don't want to overstate this, but it's hard to get the system really working if there is a cultural commitment To what we call curation. And curation is that concept whereby I'm not just writing and offering stuff for my immediate context, but someone and some of us are incentivized and interested in this more curation Activity. And there's a lot of, I'm seeing a lot of talk around this curation as a next wave. Now it's like obviously a type of synthesis, but it's potentially a synthesis that's less optimized for the now and the team right in front of me and it's more thinking about this democratization And timelessness. And what that is sort of one of the challenges we have when we go to other teams who their content would be hugely beneficial in building this sort of broader knowledge sharing system. But different teams have different commitments or investments in that other type of curation activity. And that's both that across organizations, but even on an individual basis, some researchers are incredibly quite rightly incentivized to drive and make immediate product decisions And really move their stakeholders and their team and product forward for the betterment of sort of the immediate customers and users they have. But this broader goal of like offering more durable, more timeless knowledge and synthesizing and bringing it together is kind of what the original mandate of our tool and our organization Was, but as you're trying to expand, others don't necessarily have that mandate. I think broadly researchers agree that they want that, but it's about sort of prioritization. And then if you know anything about behavioral economics, of course, the worst thing to try and do is to try and get someone to, well, the hardest thing to do is to get someone to do something For other people at a deferred point in time. People tend to optimize for what's beneficial for themselves in the short term. People even poor it, sort of optimizing for their own long term benefit. And it's not that people don't want to sort of pass their knowledge on to other people, but it's just when they're trying to make day to day decisions that it's really hard.)
- Time 0:13:49
- collective_intelligence, knowledge_curation, knowledge_management, organizational_knowledge,

(highlight:: Incentivizing Knowledge Sharing in An Organization Through Citation/Wikilink Metrics
Summary:
Microsoft's HR system has evolved to assess employees not just on personal impact but on impact that contributes to and builds on the work of others.
The system allows for easy demonstration of connected work and linking to other researchers, with a traceable system and analytics.
Transcript:
Speaker 1
This is a great thing that's sort of been evolving in Microsoft's HR system as our culture is changing more broadly in Microsoft is that we're no longer assessed just on our personal Impact, but we're assessed on our impact that is a contribution to others and our impact that builds on the work of others. And what better way to demonstrate that than to be able to show other researchers who are linking and connecting to your work and likewise to show that you are linking and building off The work of others quite literally in an entirely traceable system that even has analytics and makes it incredibly easy to demonstrate that.)
- Time 0:20:26
-

(highlight:: Managing Organizational Knowledge: Keep Insights In Context
Summary:
We've created a system to capture insights from our research reports using a structured approach.
This makes the insights searchable, findable, and linkable. However, we've learned that it's important to avoid decontextualizing the insights.
Designing the interface plays a crucial role in keeping the individual pieces findable while maintaining their context.
Transcript:
Speaker 1
So that's kind of what we've done is made a system where we can actually capture the insights that are already in the research reports that we're creating today by embracing a structured, Authoring sort of approach. And what that allows us to do is it makes those insights searchable, findable, linkable. But the real devil there that we've been sort of learnt the hard way is how do you make sure that those insights aren't decontextualized and pulled out inappropriately out of that content. And so there's a real art in how we design the interface to make those individual pieces findable by keeping them in that context.)
- Time 0:30:03
-

(highlight:: The Importance of Cultural Commitment To Successfully Curate Organizational Knowledge
Summary:
The cultural side of democratization and timelessness presents a challenge in building a knowledge-sharing system.
While some teams prioritize immediate product decisions, others prioritize curation for broader knowledge. It's difficult to encourage people to contribute to long-term goals when they optimize for short-term benefits.
Balancing these priorities is crucial for achieving the original mandate of the organization and expanding the tool.
Transcript:
Speaker 1
Yeah, it's interesting because there's the practical side of that, but there's also the cultural side of it. So one impact is how the tool works and how things are labeled, but there's a bigger tension point around culture because to really get back to the goals of democratization and timelessness And the balancing with the tactical that I open with, none of this really, I don't want to overstate this, but it's hard to get the system really working if there is a cultural commitment To what we call curation. And curation is that concept whereby I'm not just writing and offering stuff for my immediate context, but someone and some of us are incentivized and interested in this more curation Activity. And there's a lot of, I'm seeing a lot of talk around this curation as a next wave. Now it's like obviously a type of synthesis, but it's potentially a synthesis that's less optimized for the now and the team right in front of me and it's more thinking about this democratization And timelessness. And what that is sort of one of the challenges we have when we go to other teams who their content would be hugely beneficial in building this sort of broader knowledge sharing system. But different teams have different commitments or investments in that other type of curation activity. And that's both that across organizations, but even on an individual basis, some researchers are incredibly quite rightly incentivized to drive and make immediate product decisions And really move their stakeholders and their team and product forward for the betterment of sort of the immediate customers and users they have. But this broader goal of like offering more durable, more timeless knowledge and synthesizing and bringing it together is kind of what the original mandate of our tool and our organization Was, but as you're trying to expand, others don't necessarily have that mandate. I think broadly researchers agree that they want that, but it's about sort of prioritization. And then if you know anything about behavioral economics, of course, the worst thing to try and do is to try and get someone to, well, the hardest thing to do is to get someone to do something For other people at a deferred point in time. People tend to optimize for what's beneficial for themselves in the short term. People even poor it, sort of optimizing for their own long term benefit. And it's not that people don't want to sort of pass their knowledge on to other people, but it's just when they're trying to make day to day decisions that it's really hard.)
- Time 0:13:49
- collective_intelligence, knowledge_curation, knowledge_management, organizational_knowledge,

(highlight:: Incentivizing Knowledge Sharing in An Organization Through Citation/Wikilink Metrics
Summary:
Microsoft's HR system has evolved to assess employees not just on personal impact but on impact that contributes to and builds on the work of others.
The system allows for easy demonstration of connected work and linking to other researchers, with a traceable system and analytics.
Transcript:
Speaker 1
This is a great thing that's sort of been evolving in Microsoft's HR system as our culture is changing more broadly in Microsoft is that we're no longer assessed just on our personal Impact, but we're assessed on our impact that is a contribution to others and our impact that builds on the work of others. And what better way to demonstrate that than to be able to show other researchers who are linking and connecting to your work and likewise to show that you are linking and building off The work of others quite literally in an entirely traceable system that even has analytics and makes it incredibly easy to demonstrate that.)
- Time 0:20:26
-

(highlight:: Managing Organizational Knowledge: Keep Insights In Context
Summary:
We've created a system to capture insights from our research reports using a structured approach.
This makes the insights searchable, findable, and linkable. However, we've learned that it's important to avoid decontextualizing the insights.
Designing the interface plays a crucial role in keeping the individual pieces findable while maintaining their context.
Transcript:
Speaker 1
So that's kind of what we've done is made a system where we can actually capture the insights that are already in the research reports that we're creating today by embracing a structured, Authoring sort of approach. And what that allows us to do is it makes those insights searchable, findable, linkable. But the real devil there that we've been sort of learnt the hard way is how do you make sure that those insights aren't decontextualized and pulled out inappropriately out of that content. And so there's a real art in how we design the interface to make those individual pieces findable by keeping them in that context.)
- Time 0:30:03
-