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A Sense of oneness by Karen Bonanno,
Director, KB Enterprises (Aust) Pty Ltd, 2003.
The Concise Macquarie Dictionary (1982) defines one as ‘being a single
unit…single through union, agreement or harmony…a single kind, nature or
character’.
Often, in our work environment, we find ourselves in situations where
this is not our experience. All our endeavours to develop a unified
approach just do not seem to work. We need step back and re-consider our
purpose. What specifically are we trying to achieve, with whom and how?
In the case of a professional association, it steps back and reflects on
the objectives of the association. These goals become the guiding
framework for policy, procedure and practice. There are many and varied
ways that a professional association can address its objectives through
active participation of its members and its executive team.
Critical Success Factors
The success of any initiative is dependent on addressing Critical
Success Factors.
Farida Hasanali (2002) states, ‘critical success factors can be
categorised into five categories:
1. leadership;
2. culture;
3. structure, roles, and responsibilities;
4. information technology infrastructure; and
5. measurement.’
Even though Hasanali has attributed these categories to Knowledge
Management, they are just as pertinent to any situation, for example, a
conference.
Leadership
A conference program is an ideal opportunity for the sharing of
knowledge. Presenters are able to model leadership behaviour through the
sharing of their experience and promoting their content. Leaders tend to
develop themselves first and then inspire others to join them.
Culture
‘Where there is no vision, the people are unrestrained...’ (Proverbs
29:18) A shared and inspired vision can promote a common perspective,
especially when the heart and intellect are combined with passion and
persistence to facilitate the establishment of communities of practice.
Conferences provide the tools and environment for knowledge sharing and
engagement that can stimulate the evolution of changed behaviour.
Structure, roles and responsibilities
The scheduling and planning for conferences should begin 2 years before
the actual event, and involve the dedication and commitment of personnel
within the conference organising committee.
Conference Co-coordinators/Convenors initiate, direct and guide the
development of the conference event. Conference Organising Committees
support the initiative and action the program and related activities.
The presenters are stewards of relevant knowledge and experience, and
often volunteer to present and participate. All these people act as
change agents within their profession.
Information technology infrastructure
Not only is this important in the lead up to a conference, but it has
become an essential during the actual conference program. The tools of
information technology allow for the storage, retrieval and
dissemination of information and documentation.
For an online conference the stability and robustness of the
infrastructure is crucial in order to transact registrations, access to
papers, and engagement in discussion. It is imperative that ‘simple’
technology is utilised and support is provided so the user can feel
confident, competent and comfortable within this unique learning
environment.
Measurement
The business jargon of ROI (return on investment) needs to be
contextualised within the objective / purpose of the conference as well
as considered in a financial sense.
After the actual conference, time needs to be committed to reviewing and
evaluating the outcomes of the conference, and collating participant
feedback. This information is crucial to the success of future
conferences and making sure that the needs and desires of all conference
stakeholders is addressed.
Listening is an important attribute to creating a sense of oneness! When
seeking evaluation feedback from delegates who attend the conference be
sincere in the process and revise the conference guidelines to reflect
this response.
References:
Hasanali, F 2002, Critical success factors of knowledge management,
viewed 2 May 2003, http://www.kmadvantage.com/docs/km_articles/Critical_Success_Factors_of_KM.pdf
© 2003 |