Difference between revisions of "Knowledge loss risk management"
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===Organizational knowledge loss risk management=== | ===Organizational knowledge loss risk management=== | ||
| − | The necessity to maintain organizational competency for NPPs has been widely recognized by Member States given the nature of the business ( | + | The necessity to maintain organizational competency for NPPs has been widely recognized by Member States given the nature of the business (high hazard low risk) and the 100 years or more life cycle. They recognize the importance in continuing the safe and efficient operation of existing [[Nuclear power plant operating organization|NPPs]], continued support for research and development and educational institutions, as well as the need to support the expansion of nuclear power. |
Experience accumulated in Member States demonstrates that transformations of nuclear organizations during it life cycle may turn to the potential [[Knowledge loss|loss of knowledge]] and skill in the nuclear industry. The common challenge is how to [[Maintenance|maintain]] and enhance institutional knowledge. | Experience accumulated in Member States demonstrates that transformations of nuclear organizations during it life cycle may turn to the potential [[Knowledge loss|loss of knowledge]] and skill in the nuclear industry. The common challenge is how to [[Maintenance|maintain]] and enhance institutional knowledge. | ||
Latest revision as of 12:38, 21 December 2015
Contents
Definition
The endeavour to understand the factors leading to knowledge loss in an organization and take appropriate countermeasures
Description
The methodology of knowledge loss risk management provides managers with an understanding of the level of risks in nuclear organizations, helps to develop sustainable strategies and plans aiming to mitigate risks to ensure business continuity and effective operations.
Organizational knowledge loss risk management
The necessity to maintain organizational competency for NPPs has been widely recognized by Member States given the nature of the business (high hazard low risk) and the 100 years or more life cycle. They recognize the importance in continuing the safe and efficient operation of existing NPPs, continued support for research and development and educational institutions, as well as the need to support the expansion of nuclear power.
Experience accumulated in Member States demonstrates that transformations of nuclear organizations during it life cycle may turn to the potential loss of knowledge and skill in the nuclear industry. The common challenge is how to maintain and enhance institutional knowledge. To mitigate risks managers of the nuclear organizations KLRM should be provided with two level analyses on a regular basis:
- Upper level analysis — competences loss risk assessment (up-to-bottom);
- Lover level analysis — knowledge loss risk assessment of individual experts (bottom-to-up).
These two approaches support each other and help to determine risks of organizational competences and individual knowledge loss within nuclear organization. Results of the assessments are reflected in actions aimed to mitigate the risks.
As a practical recommendation from NPPs which already have built successful KLRM, is importance from the early beginning to define main stakeholders of the process and to establish a KM team.
References
[1] Practical Approaches to Risk Management of Knowledge Loss in Nuclear Organizations - Draft
