KNOWLEDGE MANAGEMENT / TRANSFER
Overview of Knowledge Management/Transfer

Knowledge Management (KM) is a systematic approach to finding, understanding, and using knowledge to achieve organizational objectives. Many organizations today are putting a great deal of emphasis on the discipline of knowledge management. They are developing tools, systems, and awareness among employees that capturing and sharing knowledge is an important organizational practice. Knowledge management creates value when knowledge is shared and reused. While KM is a systematic approach, many KM practices and strategies can be implemented without establishing a formal KM program. And often this is the best approach.

The goal of KM is not to manage all knowledge, but to manage the knowledge that is most important to the organization. It involves applying the collective knowledge and abilities of the entire workforce to achieve specific organizational objectives. It involves getting the right information to the right people at the right time, and helping people create and share knowledge and act in ways that will measurably improve individual and organizational performance.

The discipline of knowledge management has three major components:

• People - who create, share, and use knowledge, and who collectively comprise the organizational culture that nurtures and stimulates knowledge sharing.
  
• Processes - the methods to acquire, create, organize, share and transfer knowledge.
  
• Technology - the mechanisms that store and provide access to data, information, and knowledge created by people in various locations.

Managing knowledge consists of deciding

• What is to be shared.
• With whom it is to be shared.
• How it is to be shared.
  

The People Component

While all three elements are necessary for a successful Knowledge management venture, the people component is the most vital. Overall success is dependent upon people's willingness to share their years of accumulated knowledge so that others can reuse it. The willingness to share is heavily dependent upon building an atmosphere of trust. Trust, or lack of it, can make or break a KM effort.

Smaller organizations - those with fewer than 150 employees - have had an easier time adapting to KM than their larger counterparts. Generally, employees in smaller organizations share information more easily because they tend to know more co-workers, contact is easier and more frequent, and is most often face-to-face. In this atmosphere, there is a stronger sense of trust and connection to each other; thus, knowledge sharing is better facilitated. In larger organizations, knowledge sharing is more difficult because people are more apt to organize into small groups that tend to cluster their interactions among themselves. People across the organization are less likely to know each other; trust is harder to build among strangers. This does not mean that KM is impossible in large organizations. Rather, the organization must work toward creating an environment that fosters knowledge management as an organizational principle and stresses the importance of sharing information across organizational boundaries. Processes and technology become more important in larger organizations.

Being able to trust the source of information is critical. A well-respected member of the organization is likely to be looked to first for information, based on his or her expertise, rather than a newer or younger employee. Also, studies have shown that, in general, people will contact their co-workers before tapping into a database or calling technical support staff when they need knowledge.

The success of KM initiatives depends upon people's willingness to share knowledge and use the knowledge of others. The commonly held belief that knowledge is power can undermine knowledge sharing. Many people are reluctant to share knowledge because they fear they are relinquishing their power. This can translate into perceived lower marketability, job threat, and loss of organizational status. Low morale, conflict, and mistrust also act as barriers to people's willingness to share. Finally, people want credit for their ideas. If they suspect they will not be acknowledged, they will be more reluctant to share information.

Managers must be attuned to the organizational dynamics and act appropriately to ensure that negativity is minimized. Organizations must create an atmosphere that encourages and rewards KM. Some organizations acknowledge employees who have shared valuable knowledge at a recognition function or in some other public venue.

The Process Component

Organizations create and implement processes to acquire, create, organize, share, and transfer knowledge. These processes (more fully described under the strategies) include the following:

• Performing knowledge audits to determine and locate the knowledge that is needed.
• Creating knowledge maps to allow quick access to knowledge.
• Creating communities of practice or interest to share tacit knowledge.
• Collecting best practices and lessons learned to share knowledge.
• Managing content to keep knowledge current and ensure that the knowledge being retained is relevant.
• Telling stories to convey knowledge.
• Encouraging learning to facilitate the transfer and use of knowledge.

The Technology Component

Computer and telecommunications technology is probably how most organizations will choose to store and manage their information. It allows for easy access, reduces time and effort, and literally saves space.

Technology provides the means for people to gather, organize, store, and access explicit knowledge. It can also enable people to share their tacit knowledge without being face to face. It can increase the accessibility of knowledge, reduce the time and effort to record and keep it current, and facilitate interaction with citizens, customers, and stakeholders.

Networks and computers are able to connect people and store information that can be retrieved quickly. Technology can be used to research and point the seeker to a source for knowledge sharing. Chat rooms can be useful because of the interactivity. The information seeker can use the Internet to locate research documents and obtain information on the path to gaining knowledge.

There are many technological tools available to help facilitate knowledge transfer; however, they are beyond the scope of this research. The focus here is on more practical tools and strategies that do not require sophisticated technology.

In summary, knowledge transfer is the process of sharing knowledge between one person and another. Knowledge must be transmitted and absorbed/ learned before another person can use it. If knowledge is not absorbed, then knowledge is not transferred. To most effectively transfer knowledge, it is essential to have willing givers/providers and interested recipients.

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