Building Valued Culture Through Knowledge Sharing

1. Building Valued Culture Through Knowledge Sharing JPKN Workshop 2006 By Dr Mingu Jumaan Tuaran Beach Resort 8 December 2006

2. Agenda • Introduction • Valued Culture • Attributes of Valued Culture • Beliefs which Reflect Valued Culture • Knowledge Sharing • Hinder of Knowledge Sharing • Conclusions

3. Questions To Ask Ourselves • Why are we here today? • What is our purpose to be here ? • What do we intend to get/achieve? • Where should we go then ? • How should we go about ?

4. Introduction • JPKN has conducted 4 JPKN workshops since 2003 involved all staff. • Resolution much emphasized on teamwork among staff. • National - need to develop for human capital with first class mentality (not only on intellectuality but spirituality i.e. integrity and accountability) • People are the only real source of sustainable competitive advantage. • In JPKN, still exists officers/staff with negative values and practices. • Lacks of valued culture among staff.

5. Valued Culture What is Culture ? • Culture refers to patterns of human activity and the symbolic structures that give such activity significance. • Culture is regarded as the set of distinctive spiritual, material, intellectual and emotional features of society or a social group, and that it encompasses, in addition to art and literature, lifestyles, ways of living together, value systems, traditions and beliefs. (UNESCO) • Culture is the way of life for an entire society. It includes codes of manners, dress, language, religion, rituals, norms of behavior such as law and morality, and systems of belief. • In 1952, Alfred Kroeber and Clyde Kluckhohn compiled a list of more than 100 definitions of "culture" in Culture: A Critical Review of Concepts and Definitions. • Culture is “the way we do things around JPKN”

6. Competence Confidence Credibility Commitment Capability Courtesy Consistency Compassion Contact Communication Cooperation/Collaboration Coordination Constructive Criticism Correction Creativity Attributes of Valued Culture JPKN 15 C

7. Beliefs which Reflect Valued Culture • A belief in the importance of enjoying one’s work. • A belief in being the best. • A belief that people should be innovators and take risks, without feeling that they will be punished if they fail. • A belief in the importance of attending to details. • A belief in the importance of people as individuals. • A belief in superior quality and service. • A belief in the importance of informality to improve the flow of communication. • A belief in the importance of ‘hands on’ management; the notion that managers should be doers, not just planners and administrators. • A belief in the importance of a recognised organisational philosophy developed and supported by those at the top.

8. Building Valued Culture How to build valued culture ? • Need to build valued culture through knowledge sharing. • Based on the following model: Excellent JPKN Valued Culture Knowledge Sharing (JPKN 15Cs) • Not to build intellect/mind only but to be balanced with emotional/heart. Yang (rational intellect) & Yin (passion) • “Smile Singapore” - $6 billion just to build human feeling and values • (2002) Remaking of Singapore – 5C is not the only to aspire • Human energy is like the energy of light… Ken Blanchard

9. Knowledge Sharing What is Knowledge ? Knowledge is the combination of information and human context that enhances the capacity for action to be taken. Explicit or structured knowledge is represented in documents, databases, products, and processes. This is knowledge that can be codified and shared in formal, systematic languages or objects. Tacit or unstructured knowledge is more dependent on action, context and personal experience, which makes it difficult to formalize and communicate.

10. Knowledge Sharing Culture Knowledge Sharing Values Value Added From Knowledge Use Behaviors Norms Practices Linking Behaviors and Elements of Culture

11. Knowledge Sharing What hinder Knowledge Sharing ? • Functional Silos • Individualism • Internal Competition • Top-Down Decision Making • Weak teamwork

12. Conclusions • The real issue of organisational change and behind successful transformation lies with the people, i.e JPKN staff. • People can be placed in three classes: • The few who made things happen. • The many who watch things happen. • The overwhelming majority who have no idea what has happened. • JPKN staff with valued culture should make things happen. • Inculcate Knowledge Sharing to build Valued Culture.

13. THANK YOU