Introduction
Suggestions for improving knowledge sharing
According to Peter Flagstaff, the firm develops ideas inefficiently because the executives keep repeating what was done before. Lindsay Gibson points out the lack of systematic records that would show past client problems. The problem is poor information sharing in the organization.
In order to improve knowledge sharing in the organization, the top level management should strive to build strong and healthy relationships amongst the account executives. This can be done through social events, meetings or even virtually. Healthy relationships enhance sharing of ideas, experiences and skills.
The top level managers should put in place knowledge sharing processes. The processes should be incorporated into the workflow. Making knowledge sharing processes a company routine improves sharing greatly. Such processes include After Action Review (AAR), whereby people involved in a project come together after its completion for in-depth discussions.
The management should use technology as a tool for enhancing knowledge sharing in the organization. Brenda complains of use of complicated format to record good ideas. Technologies such as corporate intranets would help in improving knowledge sharing. Account executives would view past problems and their solutions.
The management should send a clear message to the account executives addressing the importance of knowledge sharing. The message should be actionable. This way, the executive would share since it would be a requirement.
A review of the process of evaluation should be done. Anne brings this up as her reason for not sharing with the rest. There should be ways of rewarding team work rather that just paying according to an executive’s creativity.
Validity of points made by account executives
In the focus group, the executives air their reasons for failing to share knowledge amongst themselves. Some are valid concerns while others may pass for mere excuses.
Gary’s concern about his best idea being fed right to the competition is not valid. He voices his concern in a way that it appears as a mere case of selfishness. He does not couple his concern with the effects it would have on him or the company thus it is not a valid point.
Brenda, however, has a valid concern. She points out use of cumbersome processes to record ideas in the past. Making write-ups of how they solved problems was busy work according to her. Her suggestion that they should use briefer methods of recording shows her willingness to share knowledge if the change is made. She supports her point factually.
Sharon’s point is not valid. This is for the clear fact that she acts out of fear. As an account executive, Sharon should not be afraid to ask for help. The laughter after her comment only confirms the invalidity of the point.
Jason has a valid point. Creativity is a key component of the marketing career. Using an already shared creative idea could translate to being incompetent.
Anne has a valid point. She suggests that since the evaluation is based on the level of originality, one has to look out for number one. It would only be natural for people to withhold information if it is what dictates their wages.
Cultural changes that could improve knowledge sharing
The power distance in the organization seems to be on a high score. A change towards the low score would be beneficial. This would mean all the executives in the organization feel equal thus free flow of information.
There is evidence of individualistic culture in the organization. The case of Flagstaff Marketing Group is a clear case of individualistic organizational culture. This culture is not working for the group. Important information is being withheld, and a lot of time wasted. A cultural change to collectivism would be most appropriate. This way, the executives would share information.
There are indicators of an aggressive culture in the organization. While this may give good individual results, it is not the best as far as all the employees’ performance is concerned. The company should adopt a constructive culture. This culture ensures people interact and perform tasks in a way that they achieve great results together.