This question comes from my experiences as TTO, MSTPARK. I think all kinds of knowledge is not transferable in a same way. we need to experience different ways, for example formal and informal approaches we should take.
Here are some suggestions for implementing a system for knowledge management and transfer in your company(https://www.forbes.com/ Chris Cancialosi):
1. Make it formal. While water-cooler banter is better than nothing, you need consistent, clear processes and tools. As an aviator, I’m partial to lists.
My team creates documents that clearly outline how a process works. We also use checklists and sample templates to ensure that following the process is easy. This increases the confidence of the team members who know that they’re not expected to just “figure it out” when the time comes. Even something as simple as taking notes during meetings and sharing them will keep your employees in the loop.
2. Create duplication. I’m not suggesting that you need two people for every job, but you do need to plan for the worst. Cross-training can mitigate the risk of a key person leaving with a head full of knowledge. Ensure that there are at least two people who can step in during an emergency.
For example, imagine a football team. If the quarterback is injured, another player has to step into that position. But what if no one has practiced that role? Your team probably wouldn’t win the game.
3. Train, train, train. By providing your team members with formal training opportunities, you ensure that you have duplication of skills in the system. However, if you don’t have the resources for formal training, you can try this simulation: Remove a key person from the system temporarily so the team can see what happens. If things fall apart quickly, people will be eager to figure out how to prevent that failure from happening in the future.
For organizations that have effectively transferred knowledge to others, these situations present opportunities for employees to put their knowledge into practice and build their confidence.
4. Use systems. Technology can capture key information for later generations to use. They shouldn’t have to relearn what others discovered. By standing on the shoulders of those who have come before, newcomers can take the ball and run with it rather than spinning their wheels rehashing the same ground that’s already been covered.
5. Create opportunities. Set up informal gatherings where team members can exchange information and develop networks organically. Develop communities of practice so employees can work together to find and share information. This is a great way to capture and share knowledge with a broad audience.
6. Be smart when using consultants. While a consultant can be a valuable asset, keep in mind that they’ll leave after the work is through. Make sure you plan to have their knowledge transferred to internal personnel so you can carry on once they’ve departed.
Formal knowledge transfer is through education system and informal by, for example experience, self-learning..
Usually, formal knowledge transfer is part of a formal agreement, i.e. it is embedded into a kind of contract directly or indirectly specified in an official institutional framework. In contrast, informal knowledge transfer is not legally specified but "only" enforced through social arrangements. Put it somewhat oversimplified, if you sign something to make the knowledge transfer possible it is formal and with no signature it is informal.
Here are some suggestions for implementing a system for knowledge management and transfer in your company(https://www.forbes.com/ Chris Cancialosi):
1. Make it formal. While water-cooler banter is better than nothing, you need consistent, clear processes and tools. As an aviator, I’m partial to lists.
My team creates documents that clearly outline how a process works. We also use checklists and sample templates to ensure that following the process is easy. This increases the confidence of the team members who know that they’re not expected to just “figure it out” when the time comes. Even something as simple as taking notes during meetings and sharing them will keep your employees in the loop.
2. Create duplication. I’m not suggesting that you need two people for every job, but you do need to plan for the worst. Cross-training can mitigate the risk of a key person leaving with a head full of knowledge. Ensure that there are at least two people who can step in during an emergency.
For example, imagine a football team. If the quarterback is injured, another player has to step into that position. But what if no one has practiced that role? Your team probably wouldn’t win the game.
3. Train, train, train. By providing your team members with formal training opportunities, you ensure that you have duplication of skills in the system. However, if you don’t have the resources for formal training, you can try this simulation: Remove a key person from the system temporarily so the team can see what happens. If things fall apart quickly, people will be eager to figure out how to prevent that failure from happening in the future.
For organizations that have effectively transferred knowledge to others, these situations present opportunities for employees to put their knowledge into practice and build their confidence.
4. Use systems. Technology can capture key information for later generations to use. They shouldn’t have to relearn what others discovered. By standing on the shoulders of those who have come before, newcomers can take the ball and run with it rather than spinning their wheels rehashing the same ground that’s already been covered.
5. Create opportunities. Set up informal gatherings where team members can exchange information and develop networks organically. Develop communities of practice so employees can work together to find and share information. This is a great way to capture and share knowledge with a broad audience.
6. Be smart when using consultants. While a consultant can be a valuable asset, keep in mind that they’ll leave after the work is through. Make sure you plan to have their knowledge transferred to internal personnel so you can carry on once they’ve departed.
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