More Agile with Knowledge Sharing
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The document discusses the critical role of knowledge sharing in enhancing the agility and adaptability of individuals and organizations, emphasizing its importance for growth and survival. It highlights challenges such as resistance to sharing knowledge due to ownership perceptions and cultural barriers, and outlines the various ways knowledge can be effectively shared. Furthermore, the document notes that a strong culture of knowledge sharing can lead to improved decision-making, innovation, and retention of institutional knowledge, while also identifying the need for structured knowledge management systems to facilitate this process.
More Agile with Knowledge Sharing
- 1. KNOWLEDGE SHARING Seta A. Wicaksana Founder and Managing Director of www.humanikaconsulting.com Individuals and Businesses Be More Agile:
- 2. “The concept of knowledge sharing is important because it helps individuals and businesses be more agile and adaptable in the face of change and helps ensure continued growth and survival.” - Seta A. Wicaksana, 2021
- 3. Seta A. Wicaksana 0811 19 53 43 wicaksana@humanikaconsulting.com • Managing Director of Humanika Amanah Indonesia – Humanika Consulting • Managing Director of Humanika Bisnis Digital – hipotest.com • Wakil Ketua Asosiasi Psikologi Forensik Indonesia wilayah DKI • Business Psychologist • Certified of Assessor Talent Management • Certified of Human Resources as a Business Partner • Certified of Risk Professional • Certified of HR Audit • Certified of I/O Psychologist • Dosen Tetap Fakultas Psikologi Universitas Pancasila • Pembina Yayasan Humanika Edukasi Indonesia • Penulis Buku : “SOBAT WAY: Mengubah Potensi menjadi kompetensi” Elexmedia Gramedia 2016, Industri dan Organisasi: Pendekatan Integratif menghadapi perubahan, DD Publishing, 2020. Human Factor Engineering: Manusia dan Lingkungan Kerja. DD Publishing, 2021, Psikologi Industri dan Organisasi, DD Publishing, 2021 • Organizational Development Expertise • Sedang mengikuti tugas belajar Doktoral (S3) di Fakultas Ilmu Ekonomi dan Bisnis Universitas Pancasila Bidang MSDM Disertasi Peran Utama Budaya Organisasi dalam Agilitas Organisasi di Lembaga Pemerintah Non Kementrian XYZ • Fakultas Psikologi S1 dan S2 Universitas Indonesia • Mathematics: Cryptology sekolah ikatan dinas Akademi Sandi Negara
- 4. Can You Imagine… • Think about it this way: If you're the only person at work who understands the company's filing system, and something happens to you (for example, you become ill, lose your job, or relocate), who will have knowledge of the filing system? The answer is no one, unless you've engaged in the process of knowledge sharing to pass along what you know. • Knowledge sharing can be achieved in a number of ways, from writing a book or manual to delivering a presentation to having an informal chat during lunch or offering mentoring or job shadowing opportunities.
- 5. Challenges • Knowledge sharing can sometimes constitute a major challenge in the field of knowledge management. • The difficulty of knowledge sharing resides in the transference of knowledge from one entity to another. Some employees and team leaders tend to resist sharing their knowledge because of the notion that knowledge is property; ownership, therefore, it becomes very important. Leaders and supervisors tend to hoard information in order to demonstrate power and supremacy over their employees. • Supervisors and managers have a key role in this – they need to create a work culture which encourages employees to share their knowledge. However, Dalkir (2005) demonstrated that individuals are most commonly rewarded for what they know, not what they share. Negative consequences, such as isolation and resistance to ideas, occur when knowledge sharing is impeded. • Sometimes the problem is that a part of an employee's knowledge can be subconscious and therefore it may be difficult to share information. To promote knowledge sharing and remove knowledge sharing obstacles, the organizational culture of an entity should encourage discovery and innovation. Members who trust each other are willing to exchange knowledge and at the same time want to embrace knowledge from other members as well. • National culture is also one of the common barriers of knowledge sharing because culture has a huge effect on how people are tend to share knowledge between each other. In some cultures, people share everything, in other cultures people share when asked, and in some cultures, people don't share even if it would help to achieve common goals. • Pinho et al. (2012) have made comprehensive literature review of knowledge management barriers and facilitators. Barriers are considered to be obstacles that hinder knowledge acquisition, creation, sharing and transfer in and between organizations based on individual, socio-organizational or technological reasons. Respectively facilitators are seen as enabling factors that improve, stimulate or promote the flow of knowledge. According to Maier et al. (2002) understanding of the process supporting knowledge management enables further consideration of the obstacles and facilitating factors.
- 6. Importance to organizations • Knowledge is transferred in organizations whether it is a managed process or not since everyday knowledge transfer is a key part of organizational life. • However, finding the best expert to share their knowledge in a specific matter could be hard, especially in larger organizations. Therefore, a structured strategy for knowledge transfer is required for the organization to thrive. Larger companies have a higher tendency to invest more on knowledge management processes, although competitive benefits are gained regardless of organization size. • In an organizational context, tacit knowledge refers to a kind of knowledge that human beings develop by the experience they gain over years. At present the employees’ experience and knowledge can be seen as the most important and most valuable source that organizations have to protect. • Knowledge constitutes a valuable, intangible asset for creating and sustaining competitive advantages within organizations. Several factors affect knowledge sharing in organizations, such as organizational culture, trust, incentives, and technology. • Concerning the communication and coordination between groups condition, the organizations that are centralized with a bureaucratic management style can hinder the creation of new knowledge whereas a flexible decentralized organizational structure encourages knowledge-sharing. • Knowledge sharing activities are commonly supported by knowledge management systems, a form of information technology (IT) that facilitates and organizes information within a company or organization.
- 7. Knowledge sharing • Knowledge sharing is an activity through which knowledge (namely, information, skills, or expertise) is exchanged among people, friends, peers, families, communities (for example, Wikipedia), or within or between organizations. Knowledge sharing is part of the Knowledge management process. • Knowledge sharing is the act of exchanging information or understanding between individuals, teams, communities, or organizations. Knowledge may be explicit (meaning procedures and documents) or tacit (meaning intuitive and experience-based). Sharing knowledge is an intentional process that not only bolsters an individual's understanding but helps create or enhance an archive of accessible knowledge for others. • Knowledge sharing has been recognized as the most important factor in the success of KM. Knowledge sharing means the exchange of employees' knowledge, skills, and experiences. It ensures that the knowledge within an organization is available for employees whenever they need it, and its benefits include retaining intellectual assets and improving productivity.
- 8. “Knowledge sharing is the most important factor in the success of KM, exchanging information (knowledge, skill, experiences) may be explicit or tacit, intentional process, and It ensures that the knowledge within an organization is available for employees whenever they need it, and its benefits include retaining intellectual assets and improving productivity.” - Seta A. Wicaksana, 2021
- 9. Knowledge sharing as flow or transfer Although knowledge is commonly treated as an object, Dave Snowden has argued it is more appropriate to teach it as both a flow and a thing. Knowledge as a flow can be related to the concept of tacit knowledge. While the difficulty of sharing knowledge is in transferring knowledge from one entity to another, it may prove profitable for organizations to acknowledge the difficulties of knowledge transfer and adopt new knowledge management strategies accordingly.
- 10. Knowledge Sharing Levels • Explicit knowledge is documented information that is easily stored, organized, searched and applied. • Explicit knowledge sharing occurs when explicit knowledge is made available to be shared between entities. • Explicit knowledge sharing can happen successfully when the following criteria are met: • Articulation: the knowledge provider can describe the information. • Awareness: the recipient must be aware that knowledge is available. • Access: the knowledge recipient can access the knowledge provider. • Guidance: the body of knowledge must be defined and differentiated into different topics or domains so as to avoid information overload, and to provide easy access to appropriate material. Knowledge managers are often considered key figures in the creation of an effective knowledge sharing system. • Completeness: the holistic approach to knowledge sharing in the form of both centrally managed and self-published knowledge.
- 11. Knowledge Sharing Levels • Tacit knowledge, encompasses the experiences, skills, intuitions, observations and methods stored primarily in the minds of your employees—the way they work. • Tacit knowledge sharing occurs through different types of socialization. Although tacit knowledge is difficult to identify and codify, relevant factors that influence tacit knowledge sharing include: • Informal networks such as daily interactions between people within a defined environment (work, school, home, etc.). These networks span hierarchies and functions. • The provision of space where people can engage in unstructured or unmonitored discussions, thereby fostering informal networks. • Unstructured, less-structured or experimental work practices that encourage creative problem solving, and the development of social networks. • An organizational culture which is based on trust. This encourages employees to share their knowledge. • Employees’ strong organizational commitment and loyalty to their employers supports tacit knowledge sharing.
- 12. Knowledge Sharing Levels • Embedded knowledge sharing occurs when knowledge is shared through clearly delineated products, processes, routines, etc. • This knowledge can be shared in different ways, such as: • Scenario planning and debriefing: providing a structured space to create possible scenarios, followed by a discussion of what happened, and how it could have been different. • Management training. • Knowledge transfer: deliberately integrating systems, processes, routines, etc., to combine and share relevant knowledge.
- 13. Antecedents • Previous studies have identified three elements that have a critical impact on knowledge sharing: a knowledge-sharing culture, information technology (IT), and employee motivation (Jones et al., 2006). • Knowledge residing in the minds of people has no value until it is utilized and shared among other employees of an organization, as Davenport et al. (1998) rightly stressed that “knowledge is created invisibly in the human brain and only right organizational climate can persuade people to create, reveal, share and use it.” Organizations and their authorities can provide a natural and friendly environment that may encourage employees to share their ideas and knowledge. IT capability is a necessary foundation for knowledge sharing. • Five distinct conditions of the organizational culture have a positive effect on knowledge-sharing: communication and coordination between groups, trust, top management support, the reward system, and openness.
- 14. How… • Communities of Practice: a group of people who share a craft or a profession; usually takes the form of cross organizational or inter-organizational workgroups, in physical, virtual or blended forms • Communities of Interest: Informal and voluntary gathering of individuals discussing on a regular basis, in many cases through defined digital channel • Workgroups: Task-oriented groups that may include project teams or employees from various departments, working and sharing knowledge together towards a specific goal such as product development or production • Knowledge cafe: a methodology to conduct knowledge sharing sessions using a combination of a large assembly and of small discussion groups of 3-5 persons, usually around small tables • Lessons learned techniques: techniques to learn from what has happened before and what could be done better the next time. • Mentoring: a way to share a wide range of knowledge from technical values to technical and operational skills. Via mentoring programs, it is possible to share tacit norms of behaviour and cultural values. • Chats: Informal sharing, using instant messaging platforms. The knowledge is accessible mainly in the present or by search. • Wikis: digital spaces to gather and share knowledge on specific topics. While discussion groups and chats are time-based. Wikis are topic-based. Wiki pages and topics link to form an intuitive network of accumulated knowledge. Categories are also used as a means to organize and present topics in wiki pages. • Storytelling: an informal way to share knowledge, where knowledge owner shares real life stories to other. • Shared Knowledge Bases: Shared organized content, containing information and knowledge. Can be formed as websites, intranets databases, file drives or any other form that enables the access to content by the various individuals. • Expert Maps: Organized lists or network of experts and corresponding expertise. Enables indirect access to the knowledge (via the expert).
- 15. Connection To Adjacent Disciplines Information technology systems • Information technology (IT) systems are common tools that help facilitate knowledge sharing and knowledge management. • The main role of IT systems is to help people share knowledge through common platforms and electronic storage to help make access simpler, encouraging economic reuse of knowledge. • IT systems can provide codification, personalization, electronic repositories for information and can help people locate each other to communicate directly. With appropriate training and education, IT systems can make it easier for organizations to acquire, store or disseminate knowledge.
- 16. Connection to adjacent disciplines Economic theory • In economic theory, knowledge sharing has been studied in the field of industrial organization and in the field of contract theory. • In industrial organization, Bhattacharya, Glazer, and Sappington (1992) have emphasized the importance of knowledge sharing in research joint ventures in a context of imperfect competition. In the theory of incomplete contracts, Rosenkranz and Schmitz (1999, 2003) have used the Grossman-Hart-Moore property rights approach to study how knowledge sharing is affected by the underlying ownership structure.
- 17. Benefits Of Knowledge Sharing • Engage employees – Especially in larger organizations, employees may find it challenging to make their voices heard or play an important role in company decisions and initiatives. An effective knowledge-sharing culture works in two ways. It encourages employees to share their expertise and connect with other team members who can learn from or build upon that expertise. It also communicates how that knowledge contribution plays a role in big decisions or advancements. • Reduce rework and redundancy – Whether it’s a proven solution to a common customer problem, an especially effective training program or a faster way to complete complex financial calculations, making knowledge easily searchable or sharable promotes productivity by reducing the need for rework. • Make informed decisions – With the right knowledge at their fingertips, whether searched or sent, employees can make faster decisions based on relevant, verified, updated and often tried-and-true knowledge. Based on their unique experiences, they can also add to that knowledge, further enhancing their problem-solving and decision-making capacity. • Avoid knowledge loss – Institutional knowledge has value. When someone leaves your business, their valuable expertise and experience can be lost to your enterprise. A strong knowledge sharing culture enables you to preserve that experience and expertise for your team’s future access. • Spark innovation – By regularly engaging employees and reducing redundancies, you encourage employees (and free up their time) to contribute to company knowledge. This allows them to share areas of expertise you might not have otherwise uncovered and collaborate more innovatively and creatively with their colleagues. • Identify growth opportunities – With a strong knowledge-sharing culture, you can identify frequent or especially impactful contributors who may offer unique expertise or have the capacity to inspire and teach their colleagues. Opportunities for recognition and promotion of these employees as subject matter experts or managers may follow. • Improve client relationships – A well-informed employee, confident in their ability to find the right answers and deliver them to their customers, will provide better customer experiences. An employee who feels engaged and valued will also work harder to improve and expand customer relationships.
- 18. Knowledge Sharing System • A knowledge sharing system is a resource that allows employees to access, share, and reuse or apply knowledge stored throughout your organization. That knowledge may be documented (explicit) or housed within the mind of another employee or company leader (tacit). • A knowledge management system with intuitive search features and well- organized, tagged content ensures that employees who seek explicit knowledge can easily find it, be alerted to other relevant knowledge and share it with other members of the organization who could put it to beneficial use. • To promote the exchange of tacit knowledge, an effective knowledge management system and culture should also offer opportunities for formal and informal connections with experts and colleagues. From shadowing or mentoring arrangements and hands-on training to less-structured discussion spaces or messaging applications, these connections allow for a more-free flow of information.
- 19. Organizational Learning & Knowledge Sharing • Continuous organizational learning allows your enterprise to evolve to meet the needs of your customers and market and helps identify new opportunities for growth. But continuous organizational learning does not happen in a vacuum. Your organization must seek and create knowledge, encourage employees to contribute new ideas and offer opportunities for employee development and discussions that may spark new thoughts and practices. It requires that you find ways to retain knowledge, so it’s not lost if certain employees depart. It also calls for knowledge sharing with the right people at the right time through intuitive searches, direct communications, and a culture that encourages regular sharing and collaboration. • You can use knowledge management tools to maximize organizational learning. These tools enable employees (with the right permissions) to collaborate on creating or updating documents, protocols and training materials; easily search for and/or share relevant knowledge materials; and connect in ways that allow tacit knowledge stored in the minds of individual employees to be more widely understood and applied (more explicit). Organizations learn and improve by sharing knowledge and acting on the insights gained from that knowledge.