Sharing
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Definition
Sharing is The process of exchanging knowledge between individuals or organizations. Source: [[]]
Summary
One paragraph which summarises the main ideas of the article.
Description
Knowledge sharing within the organization is mainly the question of sharing principle within the culture of the organization. The following elements of the culture must be taken in account:
- handling of professional jealousy of the experts;
- motivation — de-motivation of individuals;
- handling of the conflicts of interests between organization elements.
- The knowledge sharing possibilities are unique for the nuclear industry as compared to other competitive industries. By application of the knowledge sharing principle, the organizations are able to:
- Review best practices of others and adopt improvements based on benchmarking;
- Review of industry guidance, including operating experience and meet with peers from other companies at workshops and conferences;
- The sharing principle has also allowed experts from many companies to organize and meet regularly to refine and analyse approaches, develop and test performance measures and share the knowledge of best or good practices.
- Knowledge sharing deals with the levels of access of knowledge. Key aspects are:
- The methodical approaches;
- The potential of support from IT tools.
“Sharing is Additional work” Sharing inside the organization, and outside the organization (e.g. contractors) and on national or international level. IAEA Fast Reactor Knowledge Preservation, WANO Peer Reviews, GRS- knowledge sharing communities, CoP. The Integrated Management Systems are one of the key tools for sharing information- to write some sentences about it- Thomas+ examples
Source: National approaches and strategies for Nuclear Knowledge Management
Description
Knowledge transfer, or more accurately ‘sharing’, in the context of a radioactive waste management programme requires some understanding of the characteristics and preferences of the intended knowledge recipient. Future decision makers will be recipients of knowledge, as will regulatory and external oversight organizations.
For decisions affecting the wider society, its representatives need to be informed. This must be planned as part of a knowledge management system. IAEA’s Safety Requirements for disposal of radioactive waste (see Ref. [10]) suggests the need to produce a safety case for disposal facilities. This safety case concept is equally valid for each stage of radioactive waste management, and covers the operational as well as the post-operational periods.
The safety case should be updated with information gained prior to each stage of the radioactive waste management programme. The basis for key decisions that have an importance in terms of providing safety should be discussed in the safety case as part of the knowledge transfer and management approach. The safety case can be, and should be, written at several levels: one to experts in the implementing organization and in the regulatory organization, and one less technical and abbreviated for more general audiences such as societal decision-makers, upper-level managers, and the general public — this is particularly important for the storage and disposal stages of the programme. In some instances this requires three tiers of documentation to be effective. The safety case also makes a significant contribution to the contextual information — what is known and what is uncertain. It provides the path forward to improving understanding for the next stage of the programme.
The knowledge management strategy must seek to not only preserve information and knowledge but to enable it to be continually updated as new information becomes available.
Source: Knowledge management for radioactive waste management organisations
References
[10] INTERNATIONAL ATOMIC ENERGY AGENCY, Classification of Radioactive Waste, IAEA Safety Standards Series No.GSG-1, IAEA, Vienna (2009).
