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Knowledge Capture and Codifi cation 111

Box 4.2
An example: IBM

Knowledge disclosure is a key way of identifying the organizational culture. Knowledge
disclosure techniques such as storytelling allow us to uncover knowledge in the context
of its use. IBM views stories as a powerful means of knowledge discovery and knowledge
transfer. They are very good for conveying complex messages simply. Storytelling is a
uniting and defi ning component of all communities. Stories exist in all organizations;
managed and purposeful storytelling provides a powerful mechanism for the disclosure of
intellectual or knowledge assets in companies. It can also provide a nonintrusive, organic
means of producing sustainable cultural change. Storytelling is an excellent means of
conveying values and other complex tacit company knowledge.
Stories are endemic within each and every organization. They should be fostered, lever-
aged, and managed. We all tell stories in our daily work to share our experience and knowl-
edge. Tacit knowledge is the most powerful means of sharing knowledge and this knowledge
is usually shared through informal networks. Organizations need to accept that stories exist
in their organization, identify the stories that persist, leverage these stories to effect cultural
change, and foster an environment conducive to sharing knowledge and learning through
stories. The best teachers, presenters, and knowledge sharers tell stories naturally to convey
learning points and share their experiences. Stories put the knowledge in context, they
make the learning memorable, and they make the learning experience more compelling.
Failure stories, or lessons learned, help a community to learn from its mistakes.
IBM has a four-stage storytelling approach: the fi rst stage is anecdote elicitation through
interviews, observation, and story circles; the second is anecdote deconstruction to analyze
cultural issues, ways of working, values, rules, and beliefs to yield the story ’ s key messages;
the third phase is intervention/communication design with a story constructed or
enhanced; the fi nal phase is story deployment. Storytelling workshops can be run to elicit
the knowledge and cultural values of an organization as well as both its best and worst
practices. The value of capturing anecdotal or tacit knowledge is that it builds an accurate
picture of the existing culture, discloses enablers and inhibitors to sharing, and identifi es
business issues. Values are identifi ed: moral principles or standards. Rules are identifi ed:
the code of discipline that drives or conforms behavior. Finally, beliefs are elicited: the
collection of ideas that a community regards as true or shares faith in.
Storytelling is a cathartic process where employees can share experiences and build
social capital and networks. Perhaps most importantly of all, it achieves buy-in of partici-
pants. Once anecdotes are captured, they can be stored in a repository and aligned with
communities, processes, and subject areas. They can then be used to trigger and support
discussion forums (e.g., lunch and learn), databases, intellectual capital management
systems (e.g., training), document management systems, bulletin boards, online chats,
portals (e.g., community kickoff days), and intranets (e.g., competency/skill profi ling).
In the end, it is the people who make communities and effective communities have valu-
able stories. In order to help support effective communities, you need to understand what
their issues are, what they need, and what facilities and solutions would best suit them.