People-focused knowledge management

Personal Incentives
Implementers who understand how they
When implementers do not understand how they 
benefit from successful Implementation —
benefit —
Will ascertain action-options success.
Implementation success is threatened.
Decision Maker Style
Decision makers who are engaged in
When the decision maker is detached or emotionally
Implementation, directly or indirectly —
removed from Implementation —
Ensure successful action-option Implementation.
Implementation effectivity will be reduced.
Decision Alignment 
Decisions that are aligned with strategy —
Decisions that do not support or are counter to 
with Strategy
Will generally receive enterprise support and
enterprise strategy —
commitment.
Will — and should — not be implemented.

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People-Focused Knowledge Management
and intents to project implications and different perspectives for the
processes and results from the other three tasks.
Monitoring relies on regular feedback from the Sensemaking,
Decision-Making/Problem-Solving, and Implementation tasks. This
executive function oversees and participates continuously in setting
the directions and framing of the other tasks. It is engaged from the
beginning and throughout the process, and not just after a task has
finished. For the most part, monitoring on the personal level occurs
tacitly within the knowledge worker’s mind. As situation-handling
progresses, Sensemaking, Decision-Making/Problem-Solving, and
Implementation are all monitored to ensure that the performances of
these tasks are acceptable to the enterprise goals and objectives as
the person understands them. Hence, the effectiveness of Monitoring
becomes a function of how well they have been communicated 
and how well the person has assimilated them. The success of 
Monitoring relies on many factors as indicated by the examples in
Table 5-5.
Table 5-5
Examples of conditions that improve or impede Monitoring.
Examples of Conditions that Affect Monitoring
Conditions
Positive Influences
Negative Influences