Learning Organizations
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Learning Organizations
Organizational development, continuous learning, knowledge sharing, leadership ... applicable to the world of academic libraries.
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Rescooped by Margaret Driscoll, Learning Organization Librarian from 21st Century skills of critical and creative thinking

New Cambridge University study highlights six models for transformational change

New Cambridge University study highlights six models for transformational change | Learning Organizations | Scoop.it

Change remains one of the hardest things for any organization to achieve, and the studies documenting successful change over the years have reported a remarkably stable success rate that leans towards the dismal end of the scale.

Via Pantelis Chiotellis, Fred Zimny, Lynnette Van Dyke
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Scooped by Margaret Driscoll, Learning Organization Librarian

Knowledge Sharing: How ‘Business As Usual’ Is Killing Innovation

Knowledge Sharing: How ‘Business As Usual’ Is Killing Innovation | Learning Organizations | Scoop.it
Life is one ongoing, dynamic learning process; an evolutionary marathon superseding any one person or generation.  So how is it that we often forget to share our knowledge and pass our learned experiences, successes and failures down to the...
Dan Kirsch's curator insight, July 25, 2013 9:44 AM

This blog post discusses the impact of failure to share knowledge, but at the same time neatly summarizes the relationship between knowledge sharing, new knowledge and innovation.

"As Hong et al. 2011 put it: 'The main goal of knowledge sharing between individuals is to generate new knowledge, resulting in new combinations of existing individual, shared or organizational knowledge.’ Hence, it is important for an organization to focus on knowledge transfer, since it is a requirement to innovate, to stay competitive and to avoid duplication."


The post also outlines four stages in Knowledge Transfer:

  1. Initiation; recognizing the opportunity to share knowledge when a knowledge gap is discovered.
  2. Implementation; focuses on the exchange of information and resources between source and recipient and results in the decision to proceed.
  3. Ramp-up; the recipient will start to use the new knowledge when an unexpected problem opens a window of opportunity to put the transferred knowledge into practice.
  4. Integration; when the use of the new knowledge becomes routine and problems encountered are dealt with to achieve and preserve the new status quo.

Which I believe is expressed a bit differently from the typical "goals" of knowledge transfer:

  • Organize
  • Create
  • Capture or distribute
  • Ensure availability

A challenge of knowledge sharing or transfer of course is that it is not literally possible to directly "transfer" knowledge gained through experience (experiential knowledge), and so consideration must be given to how exactly that knowledge can be shared or transferred.

Steve Trautman presented a nice analysis of what knowledge transfer is and is not that I won't simply repeat here but it's definitely worth a read if your organization still struggles to understand.  But I think that one major impediment of innovation is that organizations still are not clear on the relationships between knowledge sharing/transfer and new knowledge and innovation.  

Absent that sense of need there may be little motivation to spend time trying to understand the challenges of knowledge sharing/transfer, much less trying to improve the organizational abilities to do so.

Mindy M Walker's curator insight, July 27, 2013 12:04 PM

KM without sharing, reflection and integration is ineffective.