Handling People In Difficult Situtions

35 Pages 8844 Words

ed by the effectiveness of separate actions performed by individuals, groups and departments and in the aggregate, by the whole enterprise’s behavior. Organizational effectiveness is determined by many factors, the most important are the quality and availability of pertinent knowledge at points of- action used to handle situations, i.e., to make sense of information, decide what to do, innovate, act, and evaluate the implications of approaches and actions. Other factors, not covered here, include mentalities or motivations of individuals and organizational characteristics that shape and channel individual actions into desirable and effective enterprise actions. Important situations vary widely. Some are well known and require routine, even automatized knowledge. Others are complex and require extensive, at times abstract, knowledge and metaknowledge. In well-known routine cases, effective situation-handling involves many steps and requires different kinds of knowledge to support the primary tasks of Sensemaking, Decision- Making/Problem-Solving, Implementation and Monitoring. Similar steps are required for both simple and complex personal situation-handling cases and for organizational situation-handling. This paper presents a knowledge-focused situation-handling model for people and organizations.
Its purpose is to guide efforts to strengthen knowledge-related capabilities as they are built with the aid of deliberate and systematic management of knowledge-related practices and processes – Knowledge Management (KM). The model is based on feedback systems perspectives. Many business problems are appreciably knowledge-related as are many business opportunities. Unfortunately, there is a shortage of insights into business-related knowledge processes. The situation-handling model provides an aggregated framework to understand knowledge-based activities. Whereas enterprise success may rely on innovating faster than competitors, thi...