Difference between revisions of "Knowledge sharing culture"

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== Definition ==
 
== Definition ==
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<!-- '''Source:''' [[Process oriented knowledge management for nuclear organizations]] -->
  
 
== Description ==
 
== Description ==
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A culture which stimulates knowledge sharing is a key element of a successful [[Knowledge management|knowledge management]]. Knowledge Identification and Sharing requires a specific culture where information is freely exchanged and not regarded as a means for social manipulation or job security.  In addition, the conditioning of knowledge holders to accept the notion that sharing of knowledge is a duty and part of the overall job is essential.  This in turn requires a delicate combination of motivation by both positive, and even a certain amount of negative incentive for not sharing knowledge.  Such a culture may be hindered by the organization itself, and potentially conflicting goals.  This is combined with the basic work ethic and culture of nuclear workers, understanding that they are bound by a trust to work to the highest standards of safety and quality possible.  Such a culture ideally transcends personal ambition or rivalries in the pursuit of nuclear excellence.
  
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== Summary from NKM School pre-training course ==
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Knowledge sharing culture is about making [[Sharing|knowledge sharing]] the norm. [[Learning]] to make knowledge productive is at least as important as sharing knowledge.  
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Knowledge sharing culture is about making knowledge sharing the norm.  
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To create a knowledge sharing culture you need to encourage people to work together more effectively, to collaborate and to share - ultimately to make organisational knowledge more productive. But we need to remember a few things:
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◦We are talking about sharing knowledge and information – not just information.
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◦The purpose of knowledge sharing is to help an organisation as a whole to meet its business objectives. We are not doing it for its own sake.
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◦Learning to make knowledge productive is at least as important as sharing knowledge. Michael Schrage in a recent interview said that he thought, “knowledge management is a bullshit issue” as “most people in most organisations do not have the ability to act on the knowledge they possess”.
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◦Changing a culture is tough. Not only does it mean change – which has always been tough – it means seeing the world in a different way. It means revealing our hidden paradigms like the tacit acceptance that knowledge is power.
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===Elements===
 
===Elements===
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Key elements of building a knowledge sharing culture are
 
* exemplary leadership at every level
 
* exemplary leadership at every level
 
* celebrating successes of the organization
 
* celebrating successes of the organization
 
* provision of resources necessary for people to find the information and knowledge they need themselves
 
* provision of resources necessary for people to find the information and knowledge they need themselves
 
* clarification of the business case and value proposition in specific terms
 
* clarification of the business case and value proposition in specific terms
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<!-- '''Source:''' NKM School Pre-training course -->
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====[[Trust]]====
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If the trust level is high, people feel that:
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* [[Sharing|sharing their knowledge]] is safe and will not have negative consequences,
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* there is some reciprocal value (either immediately or at some point in future) that they get back for sharing their knowledge
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===Rationale===
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* [[Knowledge]] is perishable and increasingly short-lived. If you do not make use of your knowledge, it rapidly loses its value
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* Knowledge will eventually be put to use - Even with the low level of knowledge sharing that goes on today – if you do not make your knowledge productive then someone else with that same knowledge will. You can almost guarantee that whatever bright idea you have someone else somewhere in the organisation will be thinking along the same lines
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* By sharing your knowledge, you gain more then you lose - Sharing knowledge is a synergistic process – you get more out than you put in. If I share a product idea or a way of doing things with another person – then just the act of putting my idea into words or writing will help me shape and improve that idea. If I get into a dialogue with another person then I’ll benefit from their knowledge, and from their unique insights and improve my ideas further
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* Getting most things requires collaborative effort - If you try to work alone you are likely to fail – you need the input as well as other people's support and buy-in. Being open with them and sharing with them helps you achieve your objectives
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===Challenges===
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* Understanding and fighting the paradigm that knowledge is often power.
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* Share all knowledge is not necessary, sometimes it might be harmful or not valuable
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=== Actions for building knowledge sharing culture ===
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* Cooperation among the organizational units;
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* Motivation to serve in the organization long-term;
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* Young specialists carrier plan and promotion;
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* Key experts skills certification and rewards;
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* Teamwork rewards;
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* Implementation of social programmes.
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<!-- '''Source:''' [[Practical Approaches to Risk Management of Knowledge Loss in Nuclear Organizations]] -->
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==Related articles==
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[[Sharing]]
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[[Category:Organizational culture]]

Latest revision as of 16:22, 21 December 2015


Definition

That part of the organizational culture that facilitates and rewards knowledge sharing.

Description

A culture which stimulates knowledge sharing is a key element of a successful knowledge management. Knowledge Identification and Sharing requires a specific culture where information is freely exchanged and not regarded as a means for social manipulation or job security. In addition, the conditioning of knowledge holders to accept the notion that sharing of knowledge is a duty and part of the overall job is essential. This in turn requires a delicate combination of motivation by both positive, and even a certain amount of negative incentive for not sharing knowledge. Such a culture may be hindered by the organization itself, and potentially conflicting goals. This is combined with the basic work ethic and culture of nuclear workers, understanding that they are bound by a trust to work to the highest standards of safety and quality possible. Such a culture ideally transcends personal ambition or rivalries in the pursuit of nuclear excellence.

Knowledge sharing culture is about making knowledge sharing the norm. Learning to make knowledge productive is at least as important as sharing knowledge.

Elements

Key elements of building a knowledge sharing culture are

  • exemplary leadership at every level
  • celebrating successes of the organization
  • provision of resources necessary for people to find the information and knowledge they need themselves
  • clarification of the business case and value proposition in specific terms

Trust

If the trust level is high, people feel that:

  • sharing their knowledge is safe and will not have negative consequences,
  • there is some reciprocal value (either immediately or at some point in future) that they get back for sharing their knowledge

Rationale

  • Knowledge is perishable and increasingly short-lived. If you do not make use of your knowledge, it rapidly loses its value
  • Knowledge will eventually be put to use - Even with the low level of knowledge sharing that goes on today – if you do not make your knowledge productive then someone else with that same knowledge will. You can almost guarantee that whatever bright idea you have someone else somewhere in the organisation will be thinking along the same lines
  • By sharing your knowledge, you gain more then you lose - Sharing knowledge is a synergistic process – you get more out than you put in. If I share a product idea or a way of doing things with another person – then just the act of putting my idea into words or writing will help me shape and improve that idea. If I get into a dialogue with another person then I’ll benefit from their knowledge, and from their unique insights and improve my ideas further
  • Getting most things requires collaborative effort - If you try to work alone you are likely to fail – you need the input as well as other people's support and buy-in. Being open with them and sharing with them helps you achieve your objectives

Challenges

  • Understanding and fighting the paradigm that knowledge is often power.
  • Share all knowledge is not necessary, sometimes it might be harmful or not valuable

Actions for building knowledge sharing culture

  • Cooperation among the organizational units;
  • Motivation to serve in the organization long-term;
  • Young specialists carrier plan and promotion;
  • Key experts skills certification and rewards;
  • Teamwork rewards;
  • Implementation of social programmes.

Related articles

Sharing

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