2. 1 KNOWLEDGE TRANSFER By Ellen Schwindaman

3. 2 The Power is in Sharing the Knowledge Changing the behavior of knowledge holders is the biggest challenge in transferring knowledge Power should be shifted from the organization to the knowledge seekers and solvers Results are the co-creation of new knowledge and better understanding

4. 3 Main Processes involved in Transferring Knowledge Identifying the Key Knowledge Holders with the Organization Motivating them to Share Designing a sharing mechanism to facilitate the transfer

5. 4 Barriers or Factors Complicating Knowledge Transfer Identifying areas of expertise Knowledge is constantly changing and therefore hard to find and pinpoint Knowledge is usually created in practice for a particular use

6. 5 Barriers (continued) Lack of Trust Most employees raised with phrase “knowledge is power” In hierarchical structured organizations knowledge use is means of advancement Need to build relationships through

7. 6 Barriers (continued) Lack of absorption on Part of recipient Educate employees for flexibility Hire for openness to new ideas Lack of time and opportunity Employers have narrow ideas of productive work Fairs, talk rooms, water cooler conversations

8. 7 Barriers (continued) Difference in culture and/or vocabulary Internal Organizational Conflicts Intolerance for mistakes or need for help

9. 8 Strategies used for Knowledge Management/Transfer Apprenticeships, Internships, and Traineeships: Formal training programs where experienced persona passes along knowledge & skill Best Practices: Identification and use of process an/or practices that result in excellent products or services

10. 9 Best Practices Strategies Codification strategy is used by companies that follow standardized products that do not vary much knowledge is codified and stored in databases to be accessed by anyone in the company Must invest heavily in IT Hire people who are well suited in reuse of knowledge Personalization strategy is used by companies who sell customized products or services with unique needs. Requires person to person contact Computer are used to help in communication rather than storage Invest moderately in IT, focusing on linking groups of people. Hire people who like problem solving and train by one-on- one mentoring

11. 10 Strategies used for KM/Transfer (Continued ) Communities of Practice: Groups of individuals who share knowledge about a common work practice, though not a part of a formal work team. These communities enable individuals to acquire new knowledge faster as they generally cut across traditional organization boundaries Documenting Processes: Develop a written or electronic record of specific work processes.

12. 11 Strategies used for KM/Transfer (Continued ) Document Repositories: Collections of documents that can be viewed, retrieved and interpreted by anyone in the system. Key word search is necessity. Expert Interviews: Sessions where one or more people who are considered experts on a particular subject. Mentoring: Paring an experienced, skilled person with a lesser skilled person.

13. 12 Organizational Structure essential to Knowledge Management and Transfer Structure should be fairly flat Should have apprenticeship programs and on-the-job training Risk taking is encouraged Employees are selected for their ability and attitude about learning Generous profit sharing plan Active support from top management

14. 13 Technology: Role in Knowledge Transfer Main focus is to capture, store and disseminate knowledge for future use. Collaborative platforms such as Lotus Notes World Wide Web based platforms such as intranets best for tacit knowledge Artificial intelligence based systems such as expert systems and case based reasoning are best for explicit knowledge

15. 14 Technology: Role in Knowledge Transfer (Cont) It cannot do the following: Make an expert share knowledge Motivate an employee to seek knowledge Enhance knowledge use Has no role in knowledge creation

16. 15 Implementing the Knowledge Management/Transfer System Requires an in-house “champion” responsible for promoting merits to management and employees Start with “high-value knowledge” area where information and knowledge is critical Start on a small scale with pilot project Work along multiple fronts of people, technology and structure Provide help through out the organization quickly to increase understanding and commitment.