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Knowledge management
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adigaskell
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PostPosted: Thu Apr 05, 2007 10:11 am    Post subject: Knowledge management Reply with quote

Does your company attempt to secure the knowledge of your employees to make the company as a whole smarter? If so, how do you achieve this?
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Neilson
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PostPosted: Thu Apr 05, 2007 5:50 pm    Post subject: Reply with quote

can you expand a little?
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adigaskell
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PostPosted: Thu Apr 05, 2007 9:15 pm    Post subject: Reply with quote

Well each employee has certain knowledge that they apply to their job at the outset. That employee will then learn many new things as they go, both from experience and more formal training.

Is that knowledge shared with the whole company to create ever improving quality standards for each position?

It's not uncommon for people to horde information because they believe that if they keep skills to themselves then it makes them look better and furthers their own career, but obviously this is bad for the company, so I wondered how the situation was in the company's present here.
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SITEchrome
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PostPosted: Thu Jul 12, 2007 4:09 pm    Post subject: Reply with quote

Knowledge base solutions are there to help you in this matter, actually indented as a customer relation support system, so that help desk queries can be addressed properly. on a much wider perspective, why not open a company forum/blog were employees are encouraged to participate, even points given for community involvement...
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Peter Bowen
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PostPosted: Thu Jul 12, 2007 6:53 pm    Post subject: Reply with quote

We encourage our customers to set up systems to incorporate the knowledge contained within the organization. It makes it faster to pass this "institutional memory" onto the new guy.

A wiki is a great way to store this kind of information.

Hope this helps

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PostPosted: Mon Jul 30, 2007 2:21 am    Post subject: Reply with quote

we must have solid knowledge foundation~~when wo deal with compangy affiars knowledge need be used every aspect
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PostPosted: Fri Dec 12, 2008 3:58 pm    Post subject: Reply with quote

Knowledge must share to grow with same level which
help to grow faster for the same level- same level terms as
same field, position, income etc....
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ladyflguru
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PostPosted: Thu Jan 08, 2009 5:00 pm    Post subject: Reply with quote

I would say it depends on what area the employee is. Knowledge is always best shared when the person who it came from is the one who gets acknowledgment for it. Shared ideas are always great, but i also feel that if need be there are other things that can be kept to yourself. This may seem bad for the company but in all reality i cant blame people for doing it.
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adigaskell
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PostPosted: Thu Jan 08, 2009 5:24 pm    Post subject: Reply with quote

ladyflguru wrote:
I would say it depends on what area the employee is. Knowledge is always best shared when the person who it came from is the one who gets acknowledgment for it. Shared ideas are always great, but i also feel that if need be there are other things that can be kept to yourself. This may seem bad for the company but in all reality i cant blame people for doing it.


Surely then as a company you have to provide adequate incentives to encourage knowledge sharing?
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Kay
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PostPosted: Thu Jan 08, 2009 5:50 pm    Post subject: Reply with quote

One organisation I worked for (an NGO) implemented a new initiative where they wanted us to create the equivalent of a user manual for each specific job within the org. Some people were horrified because they didn't know where to start on such a task. They were good at their jobs but they didn't feel able to write a manual about it.

I thought it was a good idea (perhaps badly approached) and we got there in the end by collaboration. Those who were comfortable with the writing side of the task got the info out of those who weren't and we created the manuals which HQ wanted. I believe this sharing of knowledge was very valuable because staff turnover is inevitable and it means the new person coming into the job doesn't have to start from scratch - as we all had to do originally Cool .

I can also understand why people are possessive of their knowledge. They need to feel indispensable for whatever reason.
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adigaskell
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PostPosted: Thu Jan 08, 2009 6:31 pm    Post subject: Reply with quote

That's the right approach. I've been meaning to write a blog about the standardization of tasks actually. The knowledge sharing cycle always involves creating a best practice standard that is always abided by because only when you have that can you then look to improve upon it still further. It's something however, epecially in service jobs, that is overlooked because people think their job is very creative and not something that can be standardized.

I've been reading a lot about the Toyota way recently and this is a big part of their philosophy. Indeed it is philosophy #6 and is broadly refered to as Kaizen.

Quote:
Principle 6

* Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.

Although Toyota has a bureaucratic system, the way that it is implemented allows for continuous improvement (kaizen) from the people affected by that system. It empowers the employee to aid in the growth and improvement of the company.


http://www.valuebasedmanagement.net/methods_kaizen.html
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PostPosted: Thu Jan 08, 2009 8:13 pm    Post subject: Reply with quote

If possible, job rotate, I worked for a company that needed to have 1 person able to do at least 3 other peoples jobs. It was done mainly for coverage holidays and sickness etc but it worked out that 3 people doing 1 job meant a shared resource of knowledge that actually helped the company perform better. If a member of staff left then there were 2 other people able to fill the post and share the knowledge and training with the new person. Worked great. Would be tricky for highly specialised roles that required particular qualifications and professional training.
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adigaskell
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PostPosted: Thu Jan 08, 2009 8:48 pm    Post subject: Reply with quote

Job rotation is something they do regularly at Semco.

http://semco.locaweb.com.br/en/content.asp?content=3&contentID=567

Quote:
Job Rotation
Whenever possible we rotate people: Some people change area and other people change business unit. This is another development opportunity offered by the company.

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Kay
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PostPosted: Thu Jan 08, 2009 9:07 pm    Post subject: Reply with quote

Quote:
I've been meaning to write a blog about the standardization of tasks...


The mention of standardisation is something that seems to make many people run for the hills, but I believe it's a good thing. Sure, you can improve on what's gone before but standards are a good way forward to set down best practice and a consistent way of doing things.

Job rotation is probably a good thing too. The NGO I mentioned earlier also did that. There were only three jobs not included in that policy - the Country Project Manager, the Finance Manager, and the mechanic for our fleet of cars. (I won't tell you which one I was. Very Happy ) Everyone else got swapped around from time to time and it probably did the organisation good as well as encouraging an environment of learning about how the whole organisation worked.
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adigaskell
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PostPosted: Thu Jan 08, 2009 9:18 pm    Post subject: Reply with quote

One of the key facets of crowdsourcing is the diversity of opinion that it encourages and you clearly get that in spades when you rotate jobs because you're getting people approaching things from a completely new perspective.
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