Some of the more common factors that can inhibit knowledge transfer within organisations, together with some possible ways of addressing these tensions are shown in Table 3.1.
Knowledge transfer tensions | Possible solutions |
---|---|
Lack of trust |
|
Different language and frames of reference |
|
Perspective held of productive work |
|
Rewards go to knowledge holders |
|
Absorptive capacity in receivers of knowledge |
|
Belief that knowledge relates to certain groups/positions |
|
Intolerance of mistakes and lack of support when help is needed |
|
Inflexible company structure
Fragmented organisation
Functional silo mentality
Failure to invest in the right systems
Inertia to change
Lack of time
Lack of motivation to share
Turnover of staff
Insufficient attention to inducting new people
Fear of giving up power
Difficulties of passing on power
Unwillingness to challenge company style
One of the other areas that needs to be considered when trying to encourage employees to participate in knowledge management projects is addressing the ‘ What is in it for me?’ question. Which if we unpack this requires thinking about the following questions:
How will knowledge management affect me in my current job?
Will it make my life at work any easier?
Will it affect how I am rewarded?
Will it affect my future employment prospects?
What will I need to do differently?
There are no simple ‘off the peg’ solutions. Many organisations are having to find solutions which work best for them, through experimentation. Some common themes include: allowing users to drive systems and practices, rather than imposing these from the top; encouraging a sense of playfulness and fun as a way of engaging individuals in knowledge management activities, as well as providing systems which help individuals feel part of a wider community.