Social and Behavioral Sciences Commons^™

Leadership is often responsible for behavior change in their organizations. This paper outlines a context-based model—utilizing existing theories and models in Knowledge Management and Library and Information Science—to increase leadership’s effectiveness in this area. The Knowing Model approaches behavior change as an issue of information content, dissemination, and use of that information—all within a complex environment with additional social barriers. A behavior—one that an organization has unsuccessfully attempted to change in the past—is identified by leadership. These previous attempts serve as a baseline from which to measure success of the proposed model. The target behavior change is one …

 The problems organizations face have varying degrees of

complexity. What is not often understood, however, is that

the knowledge needed to solve these problems also varies

in complexity, and should match the complexity of the

problem itself. The current study provides grounded theory

for how leaders in churches should approach problems

relating to Intellectual Capital (IC) assets. These intangible

assets are crucial to the ability of churches to create value

that enriches the lives of individuals in their communities.

In two, 90-minute focus groups, the leadership team of a

United Methodist Church in South Carolina, USA was

asked about their …