Professional Documents
Culture Documents
To Grow Oaks You Need To Start With Nuts - MGRAY - v1.0
To Grow Oaks You Need To Start With Nuts - MGRAY - v1.0
To Grow Oaks You Need To Start With Nuts - MGRAY - v1.0
Nuts:
Adjective - informal term for mentally irregular.
Abstract
Lessons learned, knowledge development and networking are all key topics for project
managers. Why not combine them in a way that maximises the effect and at the same time
stimulates growth in project management excellence?
Project management forums or similar communities of practice are well recognised as
effective vehicles for transporting knowledge from one team to another – or one PM to
another. However, these Communities of Practice (CoP) do not just start and grow – there
needs to be a catalyst and there certainly needs to be a leader.
This paper looks at the key elements of creating and sustaining a CoP – and what specific
leadership characteristics are needed to help it grow and mature. In other words, how do we
find the right kind of “nuts” that will grow into massive “oaks?”
Introduction
“Knowledge transfer is one of the greatest challenges facing corporations.” (Kerzner, 2010,
p51)
One of the biggest problems facing project managers and their organisations today is how
best to get knowledge transferred from the experts (or at least experienced) project managers
to the rest of the organisation. Much has been written on lessons ignored and equally as
much has been written on having lessons learned as a value-added component in the toolbox
of project management. What seems to be missing is a sound approach for getting the
knowledge transmitted (the identified, captured, stored parts are all pretty obvious).
“Many companies are discovering that communities of practice are the ideal social structure
for ‘stewarding’ knowledge” (Wenger et al, 2002, p12)
Organisations that create an environment in which CoP’s can grow and flourish reap the
benefit of shared knowledge at a fundamental level – the practitioners themselves become
better at their job. But how to start these communities? What is needed? Who will lead them?
Wenger and others argue that there are many ways in which to get the CoP in place, including
the formal creation with management oversight as well as simply giving tacit support to the
ad-hoc communities as they grow.
In any case, the one key element is the need for a dynamic and energetic leader that can
stimulate and coordinate the community towards maturity, motivating the members to
actively contribute, keeping the community “on track” and helping to cultivate growth in
others.
All of these are analogous to planting the nut in good soil; watering regularly; making sure
the young tree receives a good share of sunshine and making sure that pests or disease don’t
damage it irreversibly.
Conclusion
“You don’t have to be crazy to work here, but it helps” (Bergier, circa 1968).
There’s the “crazy” of inspirational leaders that think outside the box.
There’s the “crazy” as in “crazy like a fox”
But in reality, the “nuts” that inspire leadership and stimulate CoP’s to develop and grow are
simply those people that have a high level of passion for the subject and the energy to get
things moving in the right direction. After that, it’s down to the natural growth (albeit
directed) of the community that produces results.
Disclaimers
• Oak trees in fact produce acorns (which are botanically referred to as nuts) – but that
does not have the same double meaning as nuts
• The author cannot be held responsible for any allergic reactions to the possible nut
content of this article…
Sources: