Changing performance evaluation cri

Changing performance evaluation criteria to reflect and assess knowledge-
sharing competencies and accomplishments.
Censuring knowledge hoarders and rewarding effective knowledge sharers.
Redesigning workplaces to allow for gathering places (e.g., Cotter, 2000;

Chiem, 2001; Gladwell, 2000).

The redesign of workplaces extends beyond simple physical office layout
designs to a process of facilitating more effective knowledge sharing. Owen
(1997) developed the notion of Open Space Technology (OST) as a large-group
facilitation process. In practice, Open Space Technology meetings take on many
forms and variations, but they follow the same general guidelines. OST meet-
ings begin with all the participants sitting in a circle and no items on the
agenda. The meeting opens with an agenda-setting exercise, following which
the group self-organizes into smaller discussion groups. Discussion group con-
veners are responsible for providing a report of the discussions, which is imme-
diately added to a book of proceedings. At the conclusion of the meeting,
or very shortly thereafter, participants receive a copy of the proceedings in-
cluding all of the discussion groups’ reports and any action plans that were
developed.
Open Space Technology meetings operate on four principles and one law.
The principles are:


s
s
s
s


Whoever comes is the right person.
Whatever happens is the only thing that could have happened.
When it starts is the right time.
When it’s over it’s over.


The law is known as the Law of Two Feet (sometimes referred to as the Law
of Mobility). It states that “If you find yourself in a situation where you are
not learning or contributing, go somewhere where you can.”
Gladwell (2000) discusses how the setup and character of offices can influ-
ence innovation and knowledge sharing. He notes the importance of frequent
interaction among colleagues and how far basic office layout goes in shaping
the human relationships within the workplace. Gladwell states that innovation
is at the heart of the knowledge economy and that it is a fundamentally social
phenomenon. Companies will therefore need to design for public and semi-
public spaces to promote employee interaction. Many companies provide com-
fortable seating and access to the knowledge repository via a few workstations
to promote both tacit and explicit knowledge sharing.
The cultural approach to Open Space Technology creates an environment
for innovation, teamwork, and rapid change. Open space offers a chance to
gather the members of the organization in an open setting and have the work
done efficiently and creatively. Open space involves much brainstorming, but
it is not just brainstorming. It is the process through which people have the
urge to raise the topic they are passionate about, and they are willing to share
their own knowledge, especially tacit knowledge.
Whether the open space can be successful depends on the extent to which
the participants are willing to share the knowledge, which is influenced by their