As KM practitioners, we’ve all heard users tell us, time and again, that the “old” way of doing something was better, and that our new tools take more time, have a steep learning curve, and do stuff that they don’t even want or need. Then, passive resistance starts. Nobody uses your solution(s), and it’s really difficult to get a do-over.
It’s easy to agree that we should embrace “applied technology,” and that software should be first and foremost, practical. But let’s not simply define what’s practical by whether it solves one problem, such as streamlining content classification. Rather, useful knowledge management tools must solve two problems: it must enable the user to do the task at hand, and it has to make their work easier than it was before.
User Testing: Increasing Knowledge Management Tools User Adoption
It’s true that what works beautifully in theory may well not work in practice. That’s why it’s important to develop or customize/configure KM tools based on:
- lots of user input
- beta testing
- observing people as they use the prototype (or Version 1)
By the way, building or buying an application that enables people to do something they could never do before isn’t necessarily solving a problem—because they might have no need to do whatever it is, nor any interest. Yes, it may be cool, but it’s not a tool.
Team Alignment Helps with User Adoption
To deliver a true KM tool based on an applied technology approach, you first need to achieve alignment:
- Stakeholders must agree that there is a problem to be solved
- Stakeholders must agree on exactly what the problem is
- Your KM solution has to make everyone’s work easier while solving the problem
Of course, sometimes even the most straightforward tools don’t have a chance. We once helped a user who had forgotten her password for the 100th time—and was trying to log in to a company resource using her personal email address. Single sign on (SSO) to the rescue?
Knowledge managers must establish links between different groups; this is boundary spanning; enabling discovery (learning from existing data) is key
Creating and executing a KM program plan involves implementing people, process, and technology knowledge flows that achieve objectives
How a KM program is governed is key to success. Knowledge managers should pay close attention to getting this right, and it will deliver results later.
Knowledge managers must define KM program governance, including team composition, virtual teams, and leader communities