There are a number of ways in which new collaboration technology may be introduced into an organisation, including:
- An ‘inside-out’ approach which focuses first on the business needs and capabilities to be developed, then on identifying the technologies which can support those needs/capabilities (McAfee approach – “Mastering the Three Worlds of Information Technology” Harvard Business Review (2006)).
- Continuous scanning for innovations/new technology and matching promising innovations with relevant problems (Rogers’ approach – Diffusion of Innovations (1995) Free Press, New York).
- Operating a ‘me-too’ approach as a result of ambiguous goals and a volatile/uncertain environment, whereby the implementation of new technology is influenced by/modelled on what other organisations are implementing or the current technology adoption trends in the market (Mimetic Isomorphic approach – DiMaggio and Powell The Iron Cage Revisited American Sociological Review (1983)).
In an effort to determine which approach businesses favour and the consequence of the approach in terms of wiki adoption, I asked survey respondents to identify the drivers behind their wiki implementations and how they are actually using their wikis, to gauge if there was a correlation between the two. The key business ‘needs’ identified spanned three broad areas of supporting collaborative work practices (27.88% of responses), increasing the effectiveness/efficiency of existing tools (22.68%), and improing the ability to locate or retain information/knowledge (23.05%). Few responses indicated (or admitted?) that the wiki had been implemented simply because it represents something of a new trend in collaboration technology.
In terms of what the wiki is actually being used for in the workplace, responses indicated their primary use as knowledge bases (22.53%), for ideas generation (16.21%) and project collaboration (16.21%). With the primary need being to support collaborative work practices, higher actual uses for ideas sharing and project collaboration might have been expected instead of the wiki’s predominant use as a knowledge base. Of course, it could be inferred that the primary need is being satisfied through a variety of wiki uses, of which the knowledge base currently predominates, with actual uses for ideas sharing and project collaboration increasing as people discover other uses the for the wiki.
What’s intersting about this however, is that wikis are being employed mainly for internal purposes, and not for marketing and collaboration with clients (a mere 3.85% of responses indicating use for this purpose). On the one hand, given the relative newness of many wikis (remember that 47% of the 102 wiki implementations survey were under a year old) the responses may suggest that wikis and capabilities regarding their use/management are still being developed internally before being extended outside the organisation. Alternatively, given the importance of collaborations with customers, it may suggest that businesses are not in fact applying the wiki to key needs, which requires the development of capabilities so as to be better able to deliver what it is the customer wants. Integral to that is the ability communicate quickly and effectively with customers.
During the interviews I conducted, I asked Suw Charman what ‘needs’ were driving the implementations (e.g. inefficiency/ineffectiveness of existing tools, inability to locate/retain information and/or knowledge, better support for collaborative work practices, etc). She noted that “there is a difference between what businesses need and what they think they need”. She went on to indicate that due to their popular public uses (e.g. Wikipedia) businesses implement wikis to help employees find and access past/current information, instead of thinking about issues surrounding efficient work, and better collaborative, practices. Consequently, “they tend to look at the problem the wrong way around … since it is not about sharing knowledge and the introduction of a new technology per se, but about getting work done quickly and easily”. Her comments reflect the practicalities of the Rogers’ approach and the imitative selection processes that create a form of ‘pressure’ as a result of the Mimetic Isomorphic approach, which approaches may not in fact focus on the collaborative behaviours/capabilities which need to be developed and engender requisite/appropriate managerial support to do so.
In light of the reported barriers to wikis’ use (e.g. time to contribute/maintain content, reliance on email, lack of managerial support, culture, lack of clear purpose for the wiki and wiki not being integrated with other tools) it seems that reliance on the Rogers’ approach or the Mimetic Isomorphism approach is resulting in a lack of commitment to the change process integral to the adoption of this style of collaborative technology, undue reliance on voluntary adoption and insufficient support during the adoption process, and loss of opportunity to recognise why such tools like wikis are being introduced to the business and their potential to help resolve issues with existing knowledge management/work practices and develop collaborative capabilities both internally and externally. In other words, a more holistic ‘inside-out’ approach.
Think Much - by Penny Edwards 