Difference between revisions of "Knowledge sharing culture"
From NKM WIKIDOC
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== Definition == | == Definition == | ||
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'''Source:''' [[Process oriented knowledge management]] | '''Source:''' [[Process oriented knowledge management]] | ||
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== Summary == | == Summary == | ||
Cutlure which stimulates knowledge sharing is a key element of a successful [[Knowledge Management]]. | Cutlure which stimulates knowledge sharing is a key element of a successful [[Knowledge Management]]. | ||
== Description == | == Description == | ||
| − | + | Knowledge sharing culture is about making [[Sharing|knowledge sharing]] the norm. [[Learning]] to make knowledge productive is at least as important as sharing knowledge. | |
| − | Knowledge sharing culture is about making knowledge sharing the norm. Learning to make knowledge productive is at least as important as sharing knowledge. | + | |
===Elements=== | ===Elements=== | ||
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====[[Trust]]==== | ====[[Trust]]==== | ||
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If the trust level is high, people feel that: | If the trust level is high, people feel that: | ||
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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 | * 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 | * 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=== | ===Challenges=== | ||
* Understanding and fighting the paradigm that knowledge is often power. | * Understanding and fighting the paradigm that knowledge is often power. | ||
* Share all knowledge is not necessary, sometimes it might be harmful or not valuable | * Share all knowledge is not necessary, sometimes it might be harmful or not valuable | ||
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==References== | ==References== | ||
| + | [1] | ||
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==Related articles== | ==Related articles== | ||
| + | [[Sharing]] | ||
| + | [[Culture]] | ||
[[Category:Tools]] | [[Category:Tools]] | ||
[[Category:Culture]] | [[Category:Culture]] | ||
Revision as of 12:44, 16 August 2013
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Contents
Definition
Knowledge sharing culture is That part of the organizational culture that facilitates and rewards knowledge sharing. Source: Process oriented knowledge management
Summary
Cutlure which stimulates knowledge sharing is a key element of a successful Knowledge Management.
Description
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
Source: NKM School Pre-training course
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
References
[1]
