Thoughts on leveraging a person’s “Knowledge Power”
As I read this New Year’s newspapers, headlines of an employment drain and the globalization of the manufacturing industry catch my eye. Japan can no longer compete with emerging countries on manufacturing costs. Japan should compete by differentiating through value-added technologies. In this volume, which is based on my experiences managing my division, I would like to consider the stance that management should take with regards to the various types of knowledge and wisdom which are generated in the workplace and becoming more and more important in this modern age.
GLOBIS University began offering English classes in 2006 and inaugurated a part-time MBA program in 2009. In 2012, we plan to open a full-time MBA program in English. For the full-time program, we plan to accept agroup of students from Asia and the rest of the world, a big step towards our goal of becoming the No. 1 MBA program in Asia.
My job is to integrate the English programs not only in GLOBIS University, but also in our global training sessions for our corporate clients. My division is multinational, with members from the U.S., Belgium and Japan, including several returnees (Japanese who have lived abroad). Many also have MBAs or master’s degrees. With differing cultures and backgrounds, opinions can clash when we work together as a group.
Last fall, there was a confrontation regarding task assignments. There was a difference between what the manager suggested for the task assignment and what the member thought was suitable.
In general, a company is managed based on the power from one’s position. “Position Power” assigns greater power to persons in higher positions in the company. In a hierarchy that clearly delineates the president, directors, managers, senior associates, and staff, the higher positions assume higher decision-making authority, influence, and direction for the organization. Here, as one moves up the ranks, it is naturally assumed that skills and leadership also increase.
Now, in this age of great change, when it becomes difficult even to predict the immediate future, is it really possible to continue to manage divisions based on position power? After all, my organization is in the knowledge industry, which deals with the study of management! Management comprises many subject areas, such as strategy, marketing, operations, accounting, finance, leadership, and entrepreneurship. In this environment, people with the rank of manager may well be outperformed by subordinates who have received master’s degrees or doctorates in their specialty.
In contemplating this issue, I received some advice from my colleague, Mr. Hirofumi Matsubashi (who lectures in Creativity and Organization Management), reflected my own Ki (intuition), and came to the following decision. In addition to recognizing position power for what it is, I would create a new concept called “Knowledge Power,” and seek to actively leverage the subject knowledge of my senior associates. (I define knowledge power as curiosity, action, knowledge or wisdom in a certain subject.) That is, I would prioritize position power for routine work that requires experience. However, for work in new subjects that require knowledge and wisdom creation, I would value knowledge power more than position power.
Now, I have come to understand that valuing knowledge power had a far greater impact than just changing my work style. For example, a person with an MBA with a concentration in marketing may also have developed a deep understanding through a hobby such as music. In this case, this person would be assigned mainly marketing tasks but could also greatly contribute by applying his or her skills in music. In other words, valuing knowledge power means considering a person’s personality, lifestyle, and desires for growth, and then somehow creating opportunities to make his/her fulfilling contributions.
For the tasks that value knowledge and wisdom creation, I then decided to lay out the tasks on a table and let the members volunteer for them based on their possible contribution, work situation, and desires for growth.
In this manner, is it possible to really assign tasks properly? I am sure you readers have doubts. To be frank with you, I was also concerned. However, as I made a decision to utilize knowledge power, I had to seek a way to let members express their opinions freely and to choose the tasks that they believed could bring out their best. Of course, I can play the role of referee in order to adjust any imbalances in work distribution. However, in showing respect for knowledge power, I try to minimize the times in which I intervene.
GLOBIS University began offering English classes in 2006 and inaugurated a part-time MBA program in 2009. In 2012, we plan to open a full-time MBA program in English. For the full-time program, we plan to accept agroup of students from Asia and the rest of the world, a big step towards our goal of becoming the No. 1 MBA program in Asia.
My job is to integrate the English programs not only in GLOBIS University, but also in our global training sessions for our corporate clients. My division is multinational, with members from the U.S., Belgium and Japan, including several returnees (Japanese who have lived abroad). Many also have MBAs or master’s degrees. With differing cultures and backgrounds, opinions can clash when we work together as a group.
Last fall, there was a confrontation regarding task assignments. There was a difference between what the manager suggested for the task assignment and what the member thought was suitable.
In general, a company is managed based on the power from one’s position. “Position Power” assigns greater power to persons in higher positions in the company. In a hierarchy that clearly delineates the president, directors, managers, senior associates, and staff, the higher positions assume higher decision-making authority, influence, and direction for the organization. Here, as one moves up the ranks, it is naturally assumed that skills and leadership also increase.
Now, in this age of great change, when it becomes difficult even to predict the immediate future, is it really possible to continue to manage divisions based on position power? After all, my organization is in the knowledge industry, which deals with the study of management! Management comprises many subject areas, such as strategy, marketing, operations, accounting, finance, leadership, and entrepreneurship. In this environment, people with the rank of manager may well be outperformed by subordinates who have received master’s degrees or doctorates in their specialty.
In contemplating this issue, I received some advice from my colleague, Mr. Hirofumi Matsubashi (who lectures in Creativity and Organization Management), reflected my own Ki (intuition), and came to the following decision. In addition to recognizing position power for what it is, I would create a new concept called “Knowledge Power,” and seek to actively leverage the subject knowledge of my senior associates. (I define knowledge power as curiosity, action, knowledge or wisdom in a certain subject.) That is, I would prioritize position power for routine work that requires experience. However, for work in new subjects that require knowledge and wisdom creation, I would value knowledge power more than position power.
Now, I have come to understand that valuing knowledge power had a far greater impact than just changing my work style. For example, a person with an MBA with a concentration in marketing may also have developed a deep understanding through a hobby such as music. In this case, this person would be assigned mainly marketing tasks but could also greatly contribute by applying his or her skills in music. In other words, valuing knowledge power means considering a person’s personality, lifestyle, and desires for growth, and then somehow creating opportunities to make his/her fulfilling contributions.
For the tasks that value knowledge and wisdom creation, I then decided to lay out the tasks on a table and let the members volunteer for them based on their possible contribution, work situation, and desires for growth.
In this manner, is it possible to really assign tasks properly? I am sure you readers have doubts. To be frank with you, I was also concerned. However, as I made a decision to utilize knowledge power, I had to seek a way to let members express their opinions freely and to choose the tasks that they believed could bring out their best. Of course, I can play the role of referee in order to adjust any imbalances in work distribution. However, in showing respect for knowledge power, I try to minimize the times in which I intervene.
Tomoya Nakamura
