Thursday Edition
Reward "DNK" When You DNK
Of course you don't want to reward "I didn't bother to ..." laziness, but you do want to reward—Big Time—truth-telling. Hence, cheer publicly the person who admits, in front of a boss, that he or she "does not know" the facts here, or the answer to this or that. In fact, per the above, make a game (serious game!) out of identifying the "DNKs" regarding any analysis or proposed action. Frankly, good inventories of DNKs may be far more important to success than inventories of DKs.
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Comments
Amen.
And the power of this is not just in keeping bad stuff from happening by acting like you know when you don't...I suspect that the act of acknowledging the DNK's stimulates curiosity as people get hungry to learn and explore more.
If we felt we knew all that there is to know, what's the purpose of putting energy towards innovation, discovery, and exploration?
Manoj
Posted by Manoj Pawar at December 8, 2007 1:28 AM
I think we need to look at this from a different dimension:
What you ought to know and what you know (or don’t know!) i.e. normative & positive aspect of ‘knowing a thing’. I cannot excuse anyone who says / admits “I DON’T KNOWâ€, if he is ‘EXPECTED’ to know something very much explicit (not tacit) in his domain. For eg: a financial analyst not knowing to develop a DCF/IRR model for a project / business / client…i.e. this task is expected out of him. However, he needn’t be fully aware of ‘ALL’ economic & other variables that may dramatically ‘affect’ / ‘alter’ his model…i.e. ensure completeness / conclusiveness – which only time can test!
Explicit knowledge can always be expressed in words, numbers, data, charts etc…and can be readily transmitted across individuals. However, tacit knowledge is highly personal and hard to formalize, making it therefore difficult to share with others PLUS tacit knowledge is deeply rooted in an individual's action and experience, as well as in the ideals, values or emotions he or she embraces.
Posted by Sriram at December 10, 2007 2:32 AM