Knowledge Work is a pattern of activity that can continue over time before producing an outcome. It is a stream of activity and/or interactions between individuals which generates (or supports the generation of) a high value outcome in the eyes of the organization.
Seven Characteristics of Knowledge Work
1 - Higher Value, Often Complex, Outcomes
There is a strategic nature to knowledge work. The intent behind knowledge work is fundamental to the organization’s mission and success, whether it is patient safety and satisfaction, guest satisfaction, or technology, market, product or service development.
2 - Future Focused – Building the Future State
Because the intent is strategic, the time horizon is often future-focused, and knowledge work serves to enhance the capability of the enterprise to survive and prosper over a number of years. Whether it is creating a patient who will be inclined to contribute financially to the hospital, or a guest who will remain loyal for a lifetime, or a product or service which can represent years of higher margins (and secure employment), knowledge work builds up an organization.
3 - Observable Activities and Interactions
Knowledge work it is composed of activities and interactions between individuals – and can be observed over time. Here are a few examples: responding well to a customer, mentoring a junior manager for a few minutes a month, washing hands prior to starting to work on a new patient, responding positively to an employee’s new idea, or resolving issues with a technology/ product development team. The difference between a typical nurse and an outstanding one normally doesn’t involve seeing three times the number of patients per shift, but rather the way the nurse treats each patient. Like a coach, who can see players’ level of effort, managers can see these interactions occurring and see knowledge work’s impact over time.
4 - Less Measurable - Lack of Transactions
Each of the above examples of knowledge work would be difficult to numerically measure throughout a work day without some additional recording effort. In fact, by adding superfluous recording tasks, management can extinguish or fatigue the target behavior (it’s what Peter Drucker was referring to above). This is the ‘soft’, culture side of business which is ignored as brokers buy and sell stock but absolutely contributes to business performance. This ultimately leads to a management choice – expend effort trying to measure these interactions or devote resources to encouraging these interactions.
5 - Less Decision Structure
The activities and interactions are usually not set out in great detail by management because of the spontaneous nature of the interchanges and/ or the expertise involved resides with the employees’ (in the case of experienced specialists). SMG research found unstructured activities and interactions to be responsible for the majority of future business revenue (e.g. leadership, development, customer service, innovation, etc.).
6 - More Personal Judgment
As there is less structure provided by the corporation when compared with other activities, knowledge work is dependent on the personal judgment of employees as they navigate daily activities and interactions. Again, this forces an elemental management choice: to trust employee decision-making (and all that entails) or to trust management and prescribe every possible interaction. The cultural and performance implication of this decision echoes for years within an organization.
7 - Sensitive to Work Environment (Culture, Leadership)
Since personal judgment is so important to knowledge work, it is extremely sensitive to the work environment. The prevailing culture involves what behaviors are encouraged or tolerated (there is little difference) and what behaviors are discouraged. Knowledge work involves people investing their creativity, passion, and intellect in daily interactions. If an organization lets individuals (really, leaders) treat these investments as trivial by allowing political manipulation, then the most promising innovators and service providers de-subscribe and purpose to do only what’s required. The result is a mediocre, hollowed-out workplace.
Implication: Knowledge Work Requires a New Approach
Not surprisingly, knowledge work doesn’t respond well to traditional management tools, which originated in manufacturing. While the productivity of earlier production functions could be evaluated by looking at quantity and quality, complex development roles can juggle 15 or more competing factors in an effort to produce a satisfactory outcome. Industry leaders are surprised that techniques from a less-complex and less-competitive time are still applied to sophisticated knowledge work environments. Doug Cooper, Canada Country Leader for Intel observed, "There is still an industrial-age, widgets per hour approach to managing knowledge workers that is prevalent in many organizations."
A new approach is needed – more about this in future articles.
(c) Streamlined Management Group Inc. 2007 - All rights reserved
