Using the maps emphasizes the importance of knowledge sharing and generates an effective tool for less-experienced staff. The process of creating the map forces lab managers to think critically about what knowledge is needed. There are several benefits of constructing knowledge maps. For many technical organizations, the knowledge map resembles other process maps that are familiar to technical staff. Knowledge mapping 4 enables the lab manager to choose a specific process important to the organization and follow who requires specific elements of knowledge, who has it, and when it is needed. Lessons learned enable the lab manager to establish a learning culture and take advantage of both positive and negative outcomes for learning for the whole organization. Writing internal wikis enables staff to explain pertinent details of the work and explain why different decisions are made. Mentoring provides the opportunity to pass not only tactical knowledge but also culture from experienced staff to younger people. In shadowing, the student watches the teacher execute a task, and in on-the-job training, the teacher watches the student work. On-the-job training and shadowing are related tools. Effective examples of how NASA uses storytelling to transfer knowledge are given in DeLong.
Storytelling enables senior staff to tell some of their favorite stories, and they usually talk about why in addition to what and how. Table 1: Knowledge retention tools for cross training Tacit Tools Lab managers should use the tools in Table 1 during cross-training to retain specific knowledge in the organization. Sharing knowledge with colleagues is an excellent way to retain knowledge within the organization. Retirement is not the only reason, as people often exit the organization for transfers, promotion, or personal reasons, so being aware of workforce transitions is critical. The lab manager can use the grid to document and manage knowledge transfer based on which staff have what levels of critical knowledge and when they might be expected to leave the organization. Tacit knowledge critical to going forward hard to find in the market Leave within 2 yearsĭuplicate skills exist in company or easy to get in market Figure 1: TVA’s critical knowledge grid, showing the criticality of the knowledgeĪnd the predicted risk of losing it. Figure 1 shows the TVA critical knowledge grid. The critical knowledge grid 2 used by the Tennessee Valley Authority (TVA) is an excellent tool to map who has the critical knowledge and how much risk there is of losing it. Knowledge management tools Critical knowledge grid
Familiar documents containing important knowledge include reports, notebooks, methods, databases, shared drives, and hard drives. Most labs are familiar with the variety of concrete knowledge or documented knowledge around the lab. The knowledge owned by an organization can be located in numerous places.
Collaboration tools examples knowledge management how to#
How to effectively share and transfer knowledge.New knowledge needed by the organization.This presents lab managers with several key knowledge management challenges, including how to identify:
The knowledge of the staff is also constantly changing, and the knowledge needed for the organization is constantly changing too. Their knowledge defines what the business knows and can accomplish. Steinmetz replied:įor every organization, people are the key asset. Ford, surprised, requested an itemized invoice. He submitted a bill for $10,000, a large sum in those days. After two days, he drew a line on the generator’s housing and asked the technicians to replace 16 wire windings. 1 Steinmetz arrived in Detroit and called for a pencil, paper, chalk, and a cot. The story goes that when Henry Ford had exhausted the Ford Motor Company’s resources trying to fix a large electrical generator, he called on Steinmetz for help. Charles Steinmetz, the wizard of Schenectady, was the most famous electrical engineer of his day.
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