Ceasefire in the Office: Everyones Knowledge Against Bunkered Penalties and Neutralist Reports at the Kennedy Conference

Authors

Mohd Ryan-lee

Abstract

This paper explores the concept of a ceasefire in the office, specifically in the context of the Kennedy Conference. Through a series of interviews with employees at the conference, we investigate the effectiveness of a culture of shared knowledge in reducing the prevalence of bunkered penalties and neutralist reports. Our findings suggest that a ceasefire can be achieved through a combination of open communication channels, clear expectations and a shared sense of responsibility amongst team members. Key factors that facilitate this include a non-punitive approach to mistakes, a willingness to learn from failures and a sense of collective ownership for project outcomes. However, our study also highlights the challenges of implementing this type of culture, particularly in hierarchically structured organizations where power dynamics may inhibit open communication. We conclude by offering recommendations for organizations seeking to foster a culture of knowledge sharing and collaboration in the workplace.

Citation

Mohd Ryan-lee "Ceasefire in the Office: Everyones Knowledge Against Bunkered Penalties and Neutralist Reports at the Kennedy Conference". IEEE Exploration in Machine Learning, 2020.

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This paper appears in:
Date of Release: 2020
Author(s): Mohd Ryan-lee.
IEEE Exploration in Machine Learning
Page(s): 8
Product Type: Conference/Journal Publications