Retaining and Transferring Knowledge
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Retaining and Transferring Knowledge

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People are always TALKING about the problems of losing knowledge, but doing little about mitigating it. This presentation to the Australian HR Institute highlights what CAN be DONE to make ...

People are always TALKING about the problems of losing knowledge, but doing little about mitigating it. This presentation to the Australian HR Institute highlights what CAN be DONE to make opportunities from this problem. It highlights organisations that are successfully transferring knowledge to stimulate a more productive future.

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Retaining and Transferring Knowledge Retaining and Transferring Knowledge Presentation Transcript

  • Metaphor Behavioural InteractionsHow can we retain the key knowledge our organization needs for future success? Arthur Shelley, Intelligent Answers & OZAN* Beverley Lloyd-Walker, Victoria University AHRI 28th August 2012* OZAN is the Organizational Zoo Ambassadors network An international professional development group collaborating on application of metaphor to enhance performance outcomes © Arthur Shelley 2012 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use. 1
  • Insightful Thoughts“Sustaining organisational success isn’t just about survival in thepresent, it is about preparing for the future.”AmZure Consulting 2008“The best way to way to predict the future is to create it.”Abraham LincolnThe Knowing-Doing Gap: How smart companies turn knowledge intoaction. (Book title) Pfeffer & Sutton 2000Use it or lose it… The best way to keep anything alive is toexercise it and keep it in shape. © Arthur Shelley 2012 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use. 2
  • Start with the value…What can we no longer do ifwe lose this knowledge? Desired Outcomes WHY WHO VALUE WHAT HOW PEOPLE WHEN PROCESS TOOLS Shelley 2011 www.organizationalzoo.com/blog © Arthur Shelley 2012 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use. 3
  • Start “Conversations that Matter” © Arthur Shelley 2012 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use. 4
  • Focus on CORE knowledge• Identify what knowledge needs to be transferred – stuff you can‟t buy elsewhere and is difficult to replace (“competitive advantage” or critical)• Transfer not “capture” – people to people tacit transfer is more effective and richer (retains aspects of experience and context)• Target unique individual knowledge hat is aligned with the future needs of the organisation• Make pleasurable for the knowledge owner• START NOW!Andrews 2009 © Arthur Shelley 2012 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use. 5
  • Activity: List ACTIONS (or inaction)to mitigate against knowledge loss 1. More attention to desired future state (outcomes) 2. Once barriers defined, start to 3. Prioritise actions build actionable items that develop into strategic plan foundations for the long term goalsActual output from shortened conversation (continue to complete board) © Arthur Shelley 2012 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use. 6
  • Quick reflection on the activity• The main focus was on describing the “problems” – Note focus on BARRIERS, this is normal but not productive• Need to do this - but then quickly refocus the conversation around the OPPORTUNITY to resolving the problems and restate as actions that align with long term goals• Actions need some short term benefits to enable long term changes (more conversation time could have generated other interdependent activities and prioritised them into a strategy)• Important to start actions immediately• Five actionable items listed that can be done tomorrow without budget that will start the change – Need to highlight both long and short term, tangible outputs and intangible outcomes to engage participants and decision makers © Arthur Shelley 2012 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use. 7
  • Not rocket science… just takes time Interactive collaborative learning Mentoring & Alumni Apprenticeships Explicit Transfer by Experiential learning & projects Knowledge formal Profession networks & community Transfer methods Conversation/dialogue/reflection Metaphor & analogiesKnowledge Visualisation & Symbols Transfer Story & Anecdote sharing Games, competitions & events Professional relationships Tacit Transfer by Social networks Knowledge formal and Town Hall meetings Transfer informal Socialisation & externalisation methods Interview (with recording?) Case studies Brainstorming, prospecting Blogs, forums, wikis, Yammer Extended from Krishnaveni & Sujatha, R 2012 E-Learning & E-Collaboration © Arthur Shelley 2012 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use. 8
  • Examples from “good companies”• Fluor: KNOWember program• Ratheon: SNA when acquiring/restructuring• NASA: APPEL Master Forums• CSIRO: Retirees/Alumni remaining with access• Buckman Labs: Retirees remain on line for Q&A• Henley Business School: Knowledge Forum (extend…)• Sellafield: Knowledge categorisation/preservation• Shell: ROCK (Retention Of Critical Knowledge)• Cadbury: Stories, communities and two-way mentoring• Royal Australian Navy: K- Risk assessments © Arthur Shelley 2012 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use. 9
  • FLUOR: KNOWvember competition © Arthur Shelley 2012 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use. 10
  • Raytheon: SNA case studies © Arthur Shelley 2012 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use. 11
  • NASA APPEL Masters programs © Arthur Shelley 2012 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use. 12
  • CSIRO Alumni- lifelong involvement © Arthur Shelley 2012 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use. 13
  • Buckman Labs Alumni & Forums © Arthur Shelley 2012 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use. 14
  • Sellafield: knowledge asset preservation © Arthur Shelley 2012 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use. 15
  • Knowledge without borders © Arthur Shelley 2012 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use. 16
  • SHELL: System (eg. ROCK) © Arthur Shelley 2012 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use. 17
  • Cadbury: Stories, Communities and 2 Way Mentoring © Arthur Shelley 2012 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use. 18
  • Royal Australian Navy Massingham 2010© Arthur Shelley 2012 under Creative Commons License. Available for public use provided source isacknowledged. Permission of the author required for commercial use. 19
  • Medical Symbols: Immediate Transfer Tracking patient condition is critical and requires intuitive, fast and accurate knowledge transfer © Arthur Shelley 2012 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use. 20
  • Start doing rather than (just) talking “The Knowing Doing Gap” (Pfeffer & Sutton, 2000) How Smart Companies Turn Knowledge into Action It is not that we don‟t know what to do… … it is that we choose to avoid the issues … the outcome is to suffer the consequences © Arthur Shelley 2012 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use. 21
  • Useful ReferencesAndrews, K 2008, Knowledge assets, targeted transfer to mitigate risk. Key Issues Risk Management Nov.Bollinger, AS & Smith, DR 2001, Managing Organizational Knowledge as a Strategic Asset, Journal of Knowledge Management 5 (1) pp. 8-18.Beazley, H Boenisch, J & Harden, D 2002, Continuity Management. Preserving corporate knowledge and productivity when employees leave. John Wiley & Sons, NY.Busch, P 2008, Tacit Knowledge in Organizational Learning, IGI Publishing.Krishnaveni, R & Sujatha, R 2012, Communities of Practice: An Influencing Factor for Effective Knowledge Transfer in Organizations, IUP Journal of Knowledge Management, 10 (1) pp. 26-40.Linnenluecke M, Griffiths A (2010), Corporate Sustainability and Organizational Culture, Journal of World Business, 45Massingham, P, 2010, „Knowledge risk management: a framework‟, Journal of Knowledge Management, 14(3), 464-485.McDermott, R & van Winkelen, C 2008, Retaining Knowledge & Developing Expertise. Henley Knowledge Management Forum. Henley Business School, Reading UK.Rivera-Vazquez, JC, Ortiz-Fournier, LV, & Flores, FR 2009, „Overcoming cultural barriers for innovation and knowledge sharing‟, Journal of Knowledge Management, vol.13, no.5 pp. 257 – 270.Shelley, AW 2009, Being a successful knowledge leader. What knowledge practitioners need to know to make a difference. ARK Publishing, Sydney.Swap, W Leonard, D Shields, M & Abrams, L 2001, Using Mentoring and Storytelling to Transfer Knowledge in the Workplace, Journal of Management Information Systems, Summer 2001, 18 (1) 95-114Vuori, V & Okkonen, J 2012, Knowledge sharing motivational factors of using an intra-organizational social media platform, Journal of Knowledge Management 16 (4) pp.592 – 603 © Arthur Shelley 2012 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use. 22
  • Contact: Always happy to chat… Arthur Shelley arthur@organizationalzoo.com FREE behavioural profile www.organizationalzoo.com/profiler Insights into behaviours www.organizationalzoo.com/blog www.organizationalzoo.com/ZooTube Consulting and mentoring www.intelligentanswers.com.au Ph +61 413 047 408 @Metaphorage #OrgZoo © Arthur Shelley 2012 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use. 23