I heard a sad but instructive story this week. The moral of the story is about the credibility of knowledge, and how seeing knowledge for yourself, in context, establishes the necessary credibility for re-use.
This organisation had an effective approach to knowledge sharing. They would identifying those parts of the business which had knowledge to share (the “supplier” business units), and they would set up knowledge visits from the other business units to come and see for themselves what the supplier business unit had to offer. The people who came on these learning visits were the operators, the foreman, and the knowledge workers. They could watch how the supplier business unit did things, they could identify new knowledge and new practices that they could use, and they could see for themselves how things were done.(They could also suggest, and sometimes demonstrate, better practices they used at their own sites, so that knowledge transfer was two-way)
Via jeroen thibaut