This document discusses knowledge management and transition within an organization. It addresses: 1) The objectives of knowledge management and ensuring a smooth transition at all levels of the organization. 2) Key aspects of an effective transition process, including preparation, delivery, and coaching for both outgoing and incoming teams. 3) The roles and responsibilities of outgoing and incoming leaders to work together to plan and implement the transition.

1. Transition Labratory 21.12.2009 1

2. Objectives The role of Knowledge Management in the organization Transition as the element of KM The importance of running transition at all the levels of the organization like AIESEC Designing the transition process on local/national level Division of responsibilities while running the transition Adjusting the transition process to national/local realities Impact of ITC on the network! 21.12.2009 2

3. Knowledge Management 21.12.2009 3 “The capabilities by which communities within an organisation capture the knowledge that is critical to them, constantly improve it and make it available in the most effective manner to those people who need it, so that they can exploit it creatively to add value as a normal part of their work” (From Royal/Dutch Shell)

4. Knowledge Management Flow 21.12.2009 4

5. Why Knowledge Management? 21.12.2009 5 Increased Efficiency Less Duplication (no more reinventing the wheel) Better Access to Information Savings in time and money As a result: To generate value from the intelectualand knowledge-basedassets

6. What is NOT KM? Knowledge Management is notequal to information systems. Knowledge Management is not folder management. 21.12.2009 6

7. Our GCPs/ideas – KM solutions Making the backup of all the needed information Wikis of myaiesec.net with links to the documents/materials Having a serwer for MC/LC Make standard structure for the documents you have, so it is easy to find Standarize names of files Store the documents on the office computer 21.12.2009 7

8. 21.12.2009 8 KM - references “Introductionto KM Guide”, 2002, Paul Coffey (AI), and others, AIESEC.net “KM Introfor AIESEC”, 2002, Paul Coffey (AI), CEMOS 2002 & AIESEC.net “The ABCs of Knowledge Management”, Megan Santosus & Jon Surmacz, 2002, “BilgiYonetimiBelge,YonetimiDegildir”, MeliksahKarakas, www.bilgiyonetimi.org BilgiYonetimi, IsmetBarutcugil, KariyerYayincilik, Istanbul

9. Transition The period of time when all knowledge, information, experience, attitude, global, national direction are trasfered to new people in charge. 21.12.2009 9

10. Keep in mind! Transition is an ethic responsibility towards the future well being and success of the incomers! It is not about judging you or your term, it is about preparing your successors! 21.12.2009 10

11. Transition Flow 21.12.2009 11 Evaluation/Feedback

13. Build the accountability of your team members – they have to support you with the delivery

15. What should be discussed?

16. Strategic and structural transition

17. What are the most effective methods of delivery?

18. Check on every EB/MC meeting how the transition is going

20. Offer your help in moments, which were the toughest in your term

23. Coaching: Ask for feedback Ask for more support/coaching/mentoring Be honnest about what you don’t understand Don’t become dependant Set expectations about what kind of the support you need (direct/indirect) 21.12.2009 17 Role of incomers – output of group discussion

24. Role of outgoers - output of group discussion Preparation: Gather expectations Set objectives Assess the level of knowledge and competencies of your successor, ensure common AIESEC understanding Plan the transition process Gather GCPs Delivery Support in building a new team Individual, team meetings Use diverse methods of delivery Evaluate and track the process and progress of incomers Give homework Pass all the files and documents 21.12.2009 18

25. Coaching: Provide the tools Support, motivate, give positive thinking Challenge the perspective Agree on what kind of the coaching the incomers need Help in planning 21.12.2009 19 Role of outgoers - output of group discussion

26. Role of an outgoing LCP/MCP Setting objectives and outcomes Developing the agenda and topics Defining timeline, roles and responsibilities Track the team if they are delivering the transition Designing the frame for functional transition plan Ensuring transition is happening at all organizational levels: MC, NST, EB, Coordinators, OCPs, other LC members Making sure evaluation and feedback are taken into consideration 21.12.2009 20

27. Role of incoming LCP/MCP Setting expectations Defining personal learning outcome and for the team Giving feedback to topics, esp. based on ideas and thoughts for the new team Giving feedback to delivery method based on personal learning style Checking with EB/MC members if they are satisfied with the transition that is being delivered 21.12.2009 21

28. 21.12.2009 22 BOTH: incoming and outgoing teams have to take responsibility for the transition process! Play an active role!