Monday, July 9, 2007

On The Train (Knowledge in Action), July 3 2007

The realization that we are actually in the fourth year of our project really surprised me today. From the inception and conceptualization of the idea, project scoping, RFP preparation, vendor evaluation to the current state of the implementation no wonder the sign of fatigue exist among the project team members. The faces in the project team changed overtime and the problems that we faced and currently facing came in almost several forms. Nevertheless most of us still believe in the project and the benefit that it would bring to the organization. We are still committed. The human dynamic and the learning journey that we are in now is something that I really want to talk about here. From the point of view of subject domain knowledge we have learned tremendously. Our contribution to the development of competency level of the subject matter I would say is at the highest level. We were involved through the entire value chain of the knowledge cycle. We acquire knowledge from different sources like reading, research, workshop, learning from the experts, benchmarking visits, on the job training. The whole bit of learning before, learning during and learning after. At the other end of the spectrum we also created a lot of knowledge to bring about collective organizational knowledge acquisition. The knowledge are embedded within our processes, systems, artifacts and collaborative mechanisms, like the taskforce, meetings, presentations and briefing, that we are part off. All these I believe, without us really account for them or even realization is valuable to the organization. Someone may ask what all these have got to do to the bottomline of the organization? On the surface probably no but on close scrutiny maybe worth the whole organization.

Mistakes and problems, issues if you term them as such, spread faster in the organization. People talked about them and would remember them better and would learn from them. Of course if we are not careful we created wrong perception. This is what happened to our project and hopefully the rest of the organization would indeed learn together with us. The pressure on us in our efforts to resolve the problems and be successful created an opportunity for us to be innovative and creative. By necessity the situation forces us to think and learn beyond what we know. In the end we learned in practice the idea of allowing room for ‘organized ‘chaos, if there is such a thing, to happen.

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