Knowledge Workers

Estimated Reading time: < 2 minutes. Readability: Grade 7 (Source: HemingwayApp.com)

Leaders and employees have trouble understanding the nature of knowledge based work. This is because knowledge work is not understood at a fundamental level.

People are not conscious of it, but we cling to the outdated "manager" -> "subordinate" mindset. This outdated concept does not work well in the age of knowledge workers.

A lack of understanding leads to miscues from both sides. Employees go to their leaders with problems. Leaders respond with solutions. Rather than coach the employee to solve their own problems.

Employees and leaders need to understand the concept of knowledge workers. This will make us more effective and efficient.

In his 1999 book, "Management Challenges for the 21st Century" Peter F. Drucker writes about Knowledge Workers. Peter describes that knowledge workers are not subordinates, rather they are associates. Knowledge workers, he says, "must know more about their job than their boss does." Or else, he goes on to say, "they are no good at all."

The premise of Peter's statement is that a knowledge worker, e.g., an engineer, is closer to the work. And so, must know more about the work than their boss does. The role of the boss, then, is to set "direction." And to define the "standards and values, performance and results"

Peter goes on to share that we must think of knowledge workers as volunteers. We may pay them, but they have mobility. They can leave an organization and take with them their own "means of production." Which is their knowledge.

Peter then goes on to share insights from Fredrick Herzberg's 1959 book "The motivation to Work." What motivates volunteers is what motivates knowledge workers. Volunteers need challenge. “They need to know the organization's mission and to believe in it. They need continuous training. They need to see results.”

Peter then talks about how to work with knowledge workers. He says to think of them as partners. He says you do not order a partner, you persuade them. Peter concludes by saying the task is to "Lead people." And the goal is to "make productive the specific strengths and knowledge of each individual."

These simple yet powerful insights are not easy to practice. A deep understanding of these concepts are critical. It will make leaders better at working with knowledge workers. It will make knowledge workers better contributors.