3. Social Interaction Framework
Interests
Mutual
Autonomous
Work Group
Community
Network
Conversation
Posting
Publication
Purchasing
Contracts
Merger
Sports
Business
Military
Goals
Compatible Conflicting
Collaboration
peer production
partnership approach
high trust
diverse, synergistic
Sharing
leverage knowledge
passive approach
some trust
benign, supportive
Negotiation
mutual agreement
adversarial approach
some trust
structured, formal
Competition
defence or victory
aggressive approach
no trust
secretive, hostile
Unclear
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4. 18 Primary Social Science Authors Reviewed*
• Individual trust: Mayer, et. al. (1995); Stoyko (2013)
• Organizational trust: Covey (2006); Kimmel (2014)
• Societal trust: Schneier (2012)
• Engagement: Pink (2009); Stoyko (2010); Gebauer and Lowman (2008)
• Communities of Practice: Wegner et. al. (2002); St. Onge and Wallace (2003)
• Social interaction: Simard, (2013)
• Knowledge management: Dalkir (2005); Simard and Jourdeuil (2013)
• Emotional intelligence: Cooper and Sawaf (1996); Cherniss and Goleman (2001)
• Organizational culture: Kotter and Heskett (1992); Kotter (2002); Cox (1993)
• Leadership: Zand (1997)
4* Total of 75 authors referenced
5. Literature Survey Results
• 1,200 terms and phrases found
• 90% used only once; 5% used twice
• Only a handful used 5 times or more
• Little consensus in the literature
• Little holistic understanding
• Little help for describing KM social context
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7. Organizing Process
• Create lists of terms by author
• Find related terms (similar, contrasting, sequential)
• Classify terms (attributes, indicators, actions)
• Organize into named groups
• Add terms to small groups
• Split and rename large groups
• Organize into framework
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8. Definitions
• Criteria: Name of a group of terms that captures the essence of
what makes the group a whole.
• Attribute: Characteristic of a criteria that is normally not observable
or manageable.
• Indicator: Characteristic of a criteria that is normally observable and
manageable.
• Action: Executing a management decision to undertake an activity
that affects an indicator.
Individual criteria are not defined (what they are). They are
described (what they look like) through the set of terms that are
associated with the criteria.
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10. Organizational Social Context Framework
Organization
Group
Individual
Trust
Factors
Criteria
Indicators
Management
10
Leadership
11. Prioritizing Decision Model
Holistic approach, one criteria at a time
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Flow
through
Action
?
Yes
No
Legend
Start
End
Ind. Mgt.
Ind.
Ind.
Mgt.
Mgt.
16. Organizational Scale Context
Prioritization
Organizational
Culture Actions
Controlling Culture
Actions
Enabling Culture
Actions
Culture Change
Actions
Management
Organizational
Culture Indicators
Controlling Culture
Indicators
Enabling Culture
Indicators
Culture Change
Indicators
Indicator
Culture
Change
Criteria
Organizational
Culture
Controlling
Culture
Enabling
Culture
Next
Component
low
low
high
high
high
low
low
high
Previous
Component
Priority
Employee
Practices
Cultural
Leadership
Cultural Leadership
Indicators
Cultural Leadership
Actions
low
low
Employee Practice
Indicators
Employee Practice
Actions
high
high
17. Organizational Scale Attributes, Indicators & Management (1)
Criteria / Attributes Indicators* Management*
Organizational Culture
Shared values, norms, attitudes
Shared vision, ideology, beliefs
Shared assumptions, models
Shared principles, practices
Organizational memory, essence
Common direction
Diversity, differences
Social environment, context
Symbols have meaning
Perceptions
Social differentiation
Social behavior
Rituals, artifacts
Transmitted through stories
Social practices, pressure
Corporate understanding
Symbolic actions
Leaders provide cues
Decisions communicate values
Leaders telegraph values
Rewards send messages
Praise / criticism show values
Reward desired behavior
Practice espoused values
Promote shared values
Promote desired behavior
Match words and practices
Model values and behavior
Increase cultural awareness
Increase understanding
Communicate values
Recognize accomplishments
Mentor new employees
Controlling Culture
Authoritative hierarchy
Resistant to change
Laws, rules, policies
Inflexible structure
Institutions
Morality
Intergroup conflict
Prejudice, ethnocentricity
Common responsibility
Organizational structure
Central goals
Stability, order
Institutional bias
Command, control
Compliance, enforcement
Security
Pluralism / monolithic
Bureaucracy
Mercenary
Fragmented
Arrogance
Insular, intolerance
Discrimination, stereotyping
Social contract, moral pressure
Institutional pressure
Loopholes, interpretation
Implement rules, codes
Match strategy to culture
Develop policies, Guidelines
Balance pressures
Apply proportional penalties
Clarify expectations
Require compliance
Issue regulations
Prevention, coercion
Detection
Intervention
Recovery
Punish, penalize wrongdoing 17
18. Organizational Scale Attributes, Indicators & Management (2)
Criteria / Attributes Indicators* Management*
Enabling Culture
Responsible autonomy
Adaptive, agile
Values, ethics
Social responsibility
Environmental responsibility
Continuous learning
Social development
Sense-making mechanism
Binds the organization
Stable but not static
Culture evolves naturally
Good corporate citizenship
Delegated decisions
Negotiated agreements
Creative, innovative
Holistic perspective
Multicultural, diverse
Network structure
Consensus building
Freely shared information
Frequent input, feedback
Collaborative work
Informal integration
Be environmentally responsible
Provide guidelines
Have mutual goals, expectations
Manage with empathy, honesty
Promote sharing, collaboration
Create safe-fail environment
Encourage innovation
Stress employee ownership
Match work to passions
Earn trust continuously
Seek feedback, listen to ideas
Ask for help & advice
Culture Change
Change weakens culture
Passed between generations
Generational differences
Cross-generation transfer
Interdependence
Culture perpetuates itself
Social interactions over time
Underlying drivers
Lengthy process
Evolution, cultural drift
Changing environment
Leadership is key
Change is hard, difficult
No pain, no change
Culture linked to power
Power is required
Must change everything
Management
Organizational readiness
Positive role models
Resistance to change
Create sense of urgency
Communicate need for change
Analyze need, research
Establish guiding coalition
Solicit political sponsorship
Create vision, strategy
Empower, involve employees
Short-term wins
Consolidate, reinforce gains, integrate in
systems
Anchor, institutionalize change 18
19. Organizational Scale Attributes, Indicators & Management (3)
Criteria / Attributes Indicators* Management*
Employee Practices
Worker relationships, attitudes
Diversity
Demographics, trends
Retention
Work experience
Organizational knowledge
Work-life balance
Employee well-being
Desire to learn
Worker interactions
Insight to attitudes
Hiring, staffing
Work environment
Organizational awareness
Involvement
Work assignments
Career advancement
Know demographics & trends
Gather employee input
Measure diversity, interactions
Employee retention practices
Engage employees
Match employees to culture
Match work to proficiency
Be interested in employees
Value, appreciate employees
Cultural Leadership
Emotional intelligence
Charisma, presence
Leadership style
Accountability, responsibility
Organizational role
Situational pressure
Broad view, vision
Leading, managing
Understanding, expertise
Confidence, trust
Risk tolerance
Previous experience
Belief system
Self-interest
Power, agenda
Decision making
Goal-setting
Approving
Endorsing, promoting
Guiding
Leading
Supporting, enabling
Challenging
Dictating, directing
Ordering, controlling
Commanding
Consulting
Concurring
Enforcing
Reviewing
Approve, endorse behavior
Lead by example, guidance
Promote desired behavior
Seek counsel, collaborate
Consider expert advice
Champion ongoing education
Personally interact with workers
Emphasize growth opportunities
Provide a safe-fail environment
Treat people with respect
Communicate honestly, often
Give people freedom
Be fair with everyone
Inspire employees
Provide incentives
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22. Criteria Indicators* Management*
Similarity Shared values
Shared mental models
Shared assumptions
Convergent interests
Consensus, agreement
Solidarity, cohesion
Create mutual agenda
Balance similarity / diversity
Promote teamwork, cooperation
Ensure participant equality
Encourage meritocracy of ideas
Validate models, assumptions
Positive Perception Perceived safety
Willingness to trust
Trustor / trustee views
Different perceptions
Provide a safe environment
Recognize different propensities
Adapt to different relationships
Positive Reputation Good reputation
Integrity, honesty
Reliable
High confidence
Integrity, trustworthiness
Accomplishments
High productivity
Competence, ability
Demonstrate respect
Establish feedback process
Recognize - act on feedback
Right wrongs
Deliver results, keep commitments
Practice accountability
Confront reality
Positive Trust Behavior Openness, honesty, candor
Participation, commitment
Dialogue, conversation
Loyalty, fidelity
Compassion, caring,
Benevolence, forgiving
Judgment
Dialogue, conversation
Be transparent, be open
Be honest, full disclosure
No hidden agenda, talk straight
Be caring
Don’t disclose private information
Show loyalty
Listen first
Reward good trust behavior
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Positive Individual Trust Indicators & Management
23. Using the Framework To
Identify Priority Issues
• Consider the whole, one criteria at a time
• Senior group may eliminate unimportant
groups and criteria
• Host a workshop to prioritize criteria
• Divide the criteria into multiple teams
• Each team prioritizes their criteria
• Teams report their priorities and reasons
• Workshop selects one to three top criteria
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24. To Summarize
• Terminology is highly diverse
• Holistic understanding is limited
• Social context is complex
• Social context can be structured
• Key issues can be identified
Framework is only a beginning;
much work is needed
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