The objective of this phase is to evaluate critically your personal know-how development needs in relation to organization’s knowledge management practices. Evaluate what possible changes are needed in order to meet your personal development needs.
Knowledge management practices at my most recent workplace included Zoom video meetings and in-person classes, video and print media resources on the firm’s intranet pages, and in-person or email/text/telephone peer mentoring. This mix of modalities conveyed a wealth of explicit and tacit knowledge to me, the new hire without experience in hospice nursing, during the 90-day introductory/probationary period. My manager had a truly wonderful transformational leadership style, which helped me learn and engage fully as an employee (Miller 2022; Virolainen 2024). As reflected by Mirski & Bersteiner (2012) during the early part of the millennium, management theory was focused on employees’ learning styles (Mirski & Bernsteiner 2012). Today, in my experience, this focus seems to have fully shifted toward management styles, and there is less attention to, or accommodation of, employees’ learning styles. It is true that a variety of knowledge resources is made available to each employee, and it is up to each person how they acquire the needed expertise – as long as they can fluidly use modern electronic technology tools.
Unfortunately, my manager’s superiors used a transactional leadership style, overriding his skillful managerial approach (Miller 2022). Our mutual learning plan came to an abrupt halt when I was suddenly fired without explicit reason; definitely not for harmful malpractice or for unwillingness to embrace ICT (Internet Communication Technology), but likely for failure to identify with and internalize key concepts of hospice nursing in the expected time frame (Stenius 2016; MindTools s.a.). As stated in an earlier blog segment, ICT and HRM (Human Resource Management) practices must work in harmony to achieve optimal workforce performance (Andreeva & Kianto 2012). Through my personal experience I further learned that all managerial activities must be embedded in an HRM environment supportive of their leadership style, in order to be effective. I shall make sure I observe for this tacit piece of information when becoming a manager myself.
As described in the previous pages, I see a definite need to enhance and practice my social and interpersonal leadership skills, as well as my knowledge of business models and product/service-specific expertise. I envision continuing coaching on a personal, as well as professional level to help me master these skills until they feel natural. Specifically, I realized through this course that I would like to master these skills and practices:
- pay attention to unspoken/tacit information regarding company culture
- speak less; ask, observe, and listen more
- pause and think before speaking (curb impulses)
- provide constructive feedback in a quiet, thoughtful, and kind manner
- perceive myself as a servant to the people and situations around me
- utilize a variety of knowledge sharing avenues, tailored to the situation and audience
- elicit people’s engagement and cooperation, instead of giving orders
- become an expert at what I want my employees to do
- become an expert at the market(s) I interact with
- become familiar with possible business models
- advocate successfully for my employees as well as for company leadership
Reflect back on the topics covered during this course. Describe your personal learning process and revelations during this course. Also identify topics that you need to be learning more about.
This course was uncexpectedly time-consuming and work-intensive. Most of the time it felt uncomfortably complex. The beginning was appealing; I liked taking a personality test and finding out more about me. However, I didn’t feel like reading so many long books and articles and periodically experienced very frustrating writer’s block.
After initially resisting and fighting some of the assignments, they all gave me amazing insights, and I started taking detailed notes and thinking day and night about what I was learning from the books, articles, and YouTubes. I enthusiastically shared some of the resources and concepts with friends to elicit their thoughts and began researching other resources related to the topics on my own.
This course taught me a lot, and I am very grateful to the instructor, Ilkka Virolainen. In fact, it feels like it was crucial to starting to see myself as a manager or leader in the field of digital health; something I had been struggling to achieve throughout my 2.5 years of study at Savonia. I am glad it was the final course before writing my thesis and would like to acknowledge and thank the instructor sincerely for an excellent job of consistently providing thought-provoking materials and challenging assignments.
If I may make one suggestion, it would be to consider creating two courses out of this interesting material. It would allow for even more excellent self-finding work, as students could take more time to let the concepts sink in and take a hold in their mind and soul.
Further topics to learn about will reveal themselves to me, as I am currently job searching, not sure yet where I will land. As I pay attention to signs and hints from the people and environment around me, it will become evident what I will need to develop next. Life is an adventure, and I am ready.
Please leave me your comments. Kiitos. Mahalo. Danke. Thank you.
References:
Andreeva, Tatiana & Kianto, Aino 2012. Does knowledge management really matter? Linking knowledge management practices, competitiveness and economic performance. March 2012. https://moodleold.savonia.fi/pluginfile.php/2112078/mod_resource/content/1/10-1108_13673271211246185.pdf. Accessed 19.3.2024.
Miller, Hannah L. 2022. Learn the 7 Distinct Leadership Styles. Leaders. 16. December 2022. https://leaders.com/articles/leadership/leadership-styles/. Accessed 17.3.2024.
MindTools s.a. The Nonaka Takeuchi Knowledge Spiral. https://www.mindtools.com/aqwn9zx/the-nonaka-takeuchi-knowledge-spiral. Accessed 31.3.2024.
Mirski, Peter & Bernsteiner, Reinhard 2012. Relationship between Learning Styles and Leadership Styles: A New Perspective to Encourage Learning in the Workplace. June 2012. https://www.researchgate.net/publication/260068439_Relationship_between_Learning_Styles_and_Leadership_Styles_A_New_Perspective_to_Encourage_Learning_in_the_Workplace. Accessed 21.4.2024.
Stenius, Minna 2016. Why share? Motivational predictors of individual knowledge sharing expert work. 12. December 2016. Academic dissertation. Publications of the Faculty of Social Sciences 33 (2016) Social Psychology. Department of Social Research University of Helsinki, Helsinki. ISSN 2343-2748 (online). https://helda.helsinki.fi/bitstream/handle/10138/169204/WHYSHARE.pdf?sequence=1&isAllowed=y. Accessed 24.3.2024.
Virolainen, Ilkka 2024. Evaluate Transformative Leadership. What Kind of Manager/Leader Am I? Course material from: Expertise and Leadership 2023-2024. Savonia University of Applied Sciences. https://moodleold.savonia.fi/course/view.php?id=17866#section-1. Accessed 8.2.2024.