Knowledge-sharing Techniques

Those involved in the transfer of knowledge need to share the same language, education and experience if they are to understand and benefit from knowledge sharing (Snowden, 2002). This suggests value will be lost if the knowledge shared does not have meaning for those to whom the knowledge is intended. Experts can be guilty of using technical language and industry-specific acronyms that may unwittingly generate lack of understanding and confusion for the recipient of knowledge ostensibly being shared. Although the educational level and knowledge of recipients is important when knowledge is shared, experts skilled in assessing the level of an audience can impart knowledge in a way that will enable an audience to gain an understanding of the topic, and in doing so have increased their knowledge.

The value of stories as a means through which knowledge sharing can take place is frequently referred to by authors such as Brown and Duguid (1991), Boje (1991) and Connell, Klein and Meyer (2003). The telling of stories in primitive societies is a valuable approach for passing knowledge through generations. In today‟s business environment stories are powerful tools that can illuminate the minds of listeners and drive home an important point. Stories reveal experiences that are used to illustrate situations and experiences to engender desired behaviour, or point to the non- acceptance of undesirable behaviour.

Stories may be subtle or forthright depending on the importance of the message and the knowledge being imparted. They present a powerful medium through which to share knowledge, because the context in which the knowledge is presented can provide recipients with greater understanding of what is being said and therefore of putting the knowledge into practice. Story telling has an added advantage in that stories beget stories. As one person tells a story so others will tell of their experiences resulting in a wider sharing and gaining of knowledge. From an organisational perspective Boje (1991) refers to story telling as being the “preferred sense-making currency of human relationships among internal and external stakeholders” (p. 106). Organisations should look to the value of stories as an approach for knowledge sharing.

Although there have always been groups that have come together as a result of a common interest and to share experiences and knowledge, nowadays organisations recognise that there is considerable value to be gained from encouraging the setting up of interest groups. One major example is Communities of Practice, which go back to the “guilds” of the Middle Ages, that brought together self-employed individuals through the common thread of plying the same craft to discuss their business, and to socialise (Wenger and Snyder, 2000, Brown and Duguid, 1998).

The power of communities lies in the common specialist language and passion of participants for their field of work that strengthens the desire to enrich their own development through the sharing of their knowledge. Those involved may not regard themselves as part of a community, but through working together, and sharing their knowledge and know-how, they generate a considerable knowledge base that can lead to the spiral of knowledge and creativity. The value of social interaction within communities is emphasised by Brown and Duguid (2000).

Recognising the importance of communities of practice for knowledge share, they are being encouraged by organisations. People join a group because they have a specific expertise that they wish to share with others, or they simply have an interest in its activities. Knowledge and practice is discussed and shared. However, a feature of them is that people tend to enter and leave a community of practice at will, for example when a person‟s expertise is no longer has valid, or interest has waned. If organisations are looking to formally develop communities of practice they may not reap the return anticipated, especially if they are unaware of the fluidity of membership traditionally associated with them. They also need to accept the trade off between input (resources provided) and output (resources not measurable), and it is important insularity does not lead to outdated knowledge.

Although not identified as communities of practice per se, cross-functional teams and work groups enabling personnel to work collaboratively, and to share knowledge and know-how, may be loosely termed communities of practice. The interaction occurring amongst team members has a high potential for sharing knowledge, generating ideas, and resolving problems, and their value is greater than the sum of the parts.

A more informal approach for knowledge sharing is the network of contacts people develop throughout their working life. There will often be no pattern to the network, instead it will be an

amalgamation of people encountered while operating in a wide variety of activities, and work associated events, through which knowledge sharing has taken place.

Knowledge from external sources can make an important contribution to an organisation‟s intellectual capital. Customer and supplier knowledge is extremely important and there are benefits to be gained by working closely with both groups, and learning from them (Kanter, 1996; OECD, 1996; Teece, 1998). Working collaboratively with other organisations, provides the opportunity for exchange of knowledge not previously accessible that may well have the potential to add considerable value to an organisation. Building good relationships with external parties is critical.

The act of sharing knowledge develops a more dynamic environment. It has the ability to create its own momentum, and provide the opportunity for knowledge creation upon which the future success of an organisation is determined (Mitchell, 2005).