Do’s and Dont’s forCritical Knowledge Retentionin an Organisation

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As business environments become increasingly embroiled in uncertainty and ambiguity the necessity for critical knowledge retention takes center stage. This is especially so in the knowledge age where people drown in information are starved of critical knowledge of how to continually improve.

In the knowledge age, the terrain of critical knowledge changes with time. Determination of critical knowledge is a dynamic phenomenon. It changes with circumstances and time. Many organizations spend time, money and resources acquiring knowledge that is supposedly critical but in reality, is not. Consequently, the applicability of knowledge retained in knowledge repositories declines with time. This short article seeks to provide ideas on how retention of knowledge has to be undertaken to arrest this decline.

Retention of such knowledge in the knowledge age requires consideration of a number of issues. They include the value it brings, the support it delivers and the process of retrieval that is required insofar as ensuring that the knowledge retained is applicable in practice.

Value Proposition of Knowledge

For any retained knowledge to be fervently consumed, it has to be knowledge that people value. Such knowledge helps employees work better, resolve issues and problems they face and make informed decisions. The higher the value this knowledge brings, the more readily it is acquired and applied in practice.

To establish what knowledge is critical requires a consideration of value it brings to the recipient of that knowledge from the perspective of the recipient. This highly valued knowledge for the specific targeted recipients has to be first determined. Only after this is established, the source of the required knowledge is determined. The knowledge source could include new hires, retirees, experienced managers or subject matter experts who have the critical knowledge required by the targeted knowledge recipients.

Social network mapping and technical support

Given the volatility of knowledge applicability in practice in the knowledge age, critical knowledge has to be analyzed in two primary context, know how or technical based and know who or social based. People need to be supported in terms of what they need to do as well as whom they need to refer to when this knowledge is required and applied.

Developing a checklist of what to do based on input received from a subject matter expert is insufficient. In addition, a social network mapping of who else possess this knowledge, why should this person be referred to, whom to avoid etc. enables a valuable ecosystem of social interactions required for knowledge acquisition to be developed as well.

When developing a framework for retaining critical knowledge that remains valuable over time, it is necessary to make adequate considerations for both technical know-how and know-what as well as mapping the flow of accessing knowledge from the right sources within specific domains that relate to the knowledge required.

Ease of Knowledge content retrieval

Critical knowledge has to be stored in a way that enables the best knowledge to be assessed by the right people at the right time to accomplish a specific goal. This requires knowledge to be stored in a condensed form and remain easily accessible to whosoever requires it when it is required.

Making this possible requires developing readily consumable knowledge nuggets developed based on the existing taxonomy in use. In addition, a process of content validation of knowledge from the source is required so that it may be readily accessible by knowledge recipients. The process of tagging key words or phrases and linking these to the specific content that has been stored is crucial in this regard.

In summary for iteratively improving business processes and delivering better products and services over time, critical knowledge required has to be retained and applied in practice. The knowledge retained will be of value only if it incorporates both know how as well as know who to get work done better. In addition, such knowledge should be structured in a way that remains easily accessible to whomsoever needs it whenever it is needed.

by,
Dr Rumesh Kumar DBA MBA PMP CKM CST

Do’s and Dont’s forCritical Knowledge Retentionin an Organisation

Value Proposition of Knowledge

Social network mapping and technical support

Ease of Knowledge content retrieval

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