A Social Constructionist Perspective
New Horizons in Management series
Think about a time when you shared something that you knew that enabled you or your company to do something better or achieve success. What happened? Tell us the story. Think about a time when one of your colleagues shared something with you that enabled you or your company to do something better or achieve success. What happened? What did you admire in your colleague? Tell us the story. Take a moment to think about the answers to these questions. Our guess is that you can easily come up with examples of when you felt overburdened, overwhelmed, or stressed at your job, but you may need a few minutes to think about when you appreciated how you work and how valuable your work is to those around you. This should not be surprising. Traditional applications of organizational change and knowledge sharing rely on ﬁnding and solving problems. While this sort of deﬁcit and critical thinking can be valuable in some contexts, it often leaves groups of people feeling frustrated, unsatisﬁed, and unappreciated. Appreciative Sharing of Knowledge (ASK) turns this upside down. We developed this model with the idea that it would take the best successes of organizations and attempt to reinforce and build upon them in a positive way while working within the existing culture of the organization. We illustrate the two contrasting approaches to knowledge sharing in Table 1.1 below. KNOWLEDGE SHARING As the 9/11 Commission Report stated, the most identiﬁable cause of the September 11,...