Difference between revisions of "Knowledge sharing culture"
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<!-- '''Source:''' [[Process oriented knowledge management for nuclear organizations]] --> | <!-- '''Source:''' [[Process oriented knowledge management for nuclear organizations]] --> | ||
Latest revision as of 16:22, 21 December 2015
Contents
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.
