The cliché is, “The most interesting part of the meeting was the breaks.” Common Knowledge Associates designs meetings that are as interactive as the breaks!
Before Nancy guided us through the Appreciative Inquire summit to develop our knowledge management strategy, I was still thinking of some more scientific way of managing collective knowledge by matrix, curves, formula and not surprisingly, a powerful software. But after the two-day-summit, I realized that conversation, face to face, with both telling and listening, is the essence of collective knowledge management. In just two days, my perception of some of my colleagues has been changed forever. - Liu Xuehui, Knowledge Management Engineer at Strategy Planning Department of Huawei Technologies.
70% of all change efforts fail! That failure rate has been consistent for decades in spite of the availability of extensive research, books (thousands) and courses on managing change. The long-held advice on change is to have strong leadership on board, a clear vision, enrollment, rewards, and training events designed to get the message across. Leaders seek “buy-in” to predetermined solutions. It is a selling strategy with leaders in the role of salesmen and employees as the targets of the pitch.
Our approach to change at Common Knowledge Associates turns that around. We draw on the wealth of interactive large group processes to structure change initiatives. These include, Appreciative Inquiry, Future Search Conferences, Open Space Technology, World Café, Conference Model and Real Time Strategic change.
The elements that all of these approaches have in common are:
New ideas become visible and old ideas are open to influence when groups of people are gathered in the same room.