Though information dissemination is widely viewed within organizations as an outdated method for initiating behavior change, this study aims to suggest that it can still be…
Abstract
Purpose
Though information dissemination is widely viewed within organizations as an outdated method for initiating behavior change, this study aims to suggest that it can still be effective if done strategically. The study proposes and implements the knowing model, which suggests that an individual must be aware of information about a target behavior change, integrate that information as knowledge, and be motivated to act on that knowledge. The study highlights several barriers and strategies for overcoming those barriers.
Design/methodology/approach
The model was implemented in a case study within a religious organization that wanted to increase giving behavior. Leadership and members engaged in several focus groups both before and after a three-month information campaign.
Findings
Results show that members had a better understanding of the target behavior, a gradual shift in beliefs about the target behavior, and an increase in perceived susceptibility to consequences related to inaction. As a result, members and leadership indicated an increase in giving behavior in unexpected and beneficial ways.
Originality/value
The knowing model is a low-resource approach useful as a first step in change management. It is helpful when organizations acknowledge the need for change in a given area without knowing how that change should look.
Details
Keywords
The purpose of this paper is to introduce a Knowledge Lens for information literacy. This lens shifts the focus and potential outcomes of information literacy in three ways…
Abstract
Purpose
The purpose of this paper is to introduce a Knowledge Lens for information literacy. This lens shifts the focus and potential outcomes of information literacy in three ways. First, it promotes self-reflection as a means of integrating information. Second, it promotes creation, emphasizing it as a social process. Third, it promotes the ability and value of working with imprecision and lack of direction.
Design/methodology/approach
The author designed a Community of Practice (CoP) with a loosely structured guidebook to operationalize the Knowledge Lens. The initial stated purpose of the CoP was to provide innovative solutions to issues of race relations in South Carolina. A group of 19 participants – representing four churches – met twice a month for one year. After one year, a core group of 6 participants were interviewed to identify elements of this new lens.
Findings
Participants indicated that they changed in many ways after the CoP, suggesting that the Knowledge Lens increases the impact of literacy work. In particular, they were able to utilize internal tension to spark innovation, found value in direct engagement with one another without the need to first codify their thinking, and increased their reliance on information encountering.
Originality/value
Information literacy has attempted to move beyond stale concepts, and the Knowledge Lens facilitates this movement. It takes information literacy beyond the mere provision of access to existing information. It recognizes barriers to information integration. And it involves individuals in co-creation to solve problems that lack an existing codified solution.