Techniques for Tracking & Harnessing Organizational Knowledge
Every organization has significant knowledge that makes them gain a lead in the competition, but how is this recorded within your organization? When knowledge resides with some employees in an organization and is not recorded, it is referred to as “tribal knowledge,” and if this can be strength, it can be at risk of being forgotten when these persons leave the company.
Types of Knowledge
There are different types of organizational knowledge and these can be explained as given below:
- Tacit knowledge – These are knowledge that cannot be expressed and communicated.
- Implicit knowledge - These are knowledge that can be expressed and communicated but it has never been.
- Explicit knowledge - These are knowledge that is expressed and communicated, mostly recorded in the structure of tables, text, relationship etc.
- Procedural knowledge - These are knowledge expresses itself in the form of doing some process.
- Declarative knowledge - These are knowledge that comprises of methods, descriptions and things, and written procedures (declared and followed).
- Strategic knowledge - Knowing the time of doing something with the reason of doing it.
- Personal - This is a type of knowledge found within an individual, it is mostly tacit knowledge. It can also be both implicit and explicit, but it must be personal in nature.
- Community - This knowledge is found within communities but is not conveyed to the remaining organization. Companies normally comprise of different groups (normally casually formed) which are associated with each other by usual practice. These groups may have some common values, semantics, ways of doing work etc. These communities are also a bank of learning and a source for implicit, tacit, explicit, procedural knowledge.
- Structural - This knowledge is present in practices and culture of an organization. This knowledge might be understood by most of the members of the company or only by some. For instance the knowledge of the army schedules may not be acknowledged by the soldiers who carry out these schedules. Sometimes, structural knowledge may be the remainder of organizational history, else dis-remembered lessons, where the value of this knowledge exists solely in the process itself.
Tracking & Recording Organizational Knowledge
The following are some ways to record the knowledge of an organization:
- Work Instructions
Obviously, the best way to record this knowledge is with the help of written or pictorial instructions. If you have a process that needs to be done in a particular way in order to avoid problems, do so, and then, draft them on paper or in any other medium for comprehension of new recruits.
- Checklists
Checklists are a list of items required, things to be done, or points to be considered, used as a reminder. Organizational knowledge can also be considered using this means.
- Training Packages
At times, key points of the process needs to be recorded, and having this in a type of training package can be an excellent idea for capturing the knowledge.
- On-the-Job Training
When the knowledge just can’t be explained in black and white, it can be helpful to employ on-the-job training where a professional who is experienced on the job will convey the undocumented knowledge in an organization to others.
- Knowledge Database
Some concepts or things are learned during a project. This experience can be captured by creating a report that discusses the successes and failures of a project, which can then be logged in a knowledge database. Such records will help in completing such projects effectively.
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About the Author
Adebayo is a thought leader in continuous process improvement and manufacturing excellence. He is a Certified Six Sigma Master Black Belt (CSSMBB) Professional and Management Systems Lead Auditor (ISO 9001, 45001, ISO 22000/FSSC 22000 etc.) with strong experience leading various continuous improvement initiative in top manufacturing organizations.
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