Comment reconnaissez-vous et récompensez-vous les comportements et les contributions en matière de partage des connaissances?

Create a "knowledge marketplace" within the organization, where both producers and consumers are incentivized to transact with one another. Leaders must clearly denounce the hoarding of knowledge in both word and deed. Promotions and advancements should be influenced, in some measurable way, by a worker's sharing and using of value-adding knowledge. In this "knowledge marketplace": - Subject matter experts must be willing to share. - Those who need said expertise must be willing to seek it out. - Leaders must enable the exchange of knowledge by creating a culture that normalizes collaborative problem solving, investing in appropriate knowledge sharing technologies, and adjusting the organizational infrastructure to support this vision.

Employees react well to a clear Knowledge Management Plan. You can't expect good KM practices if you don't specify for employees what "good" practices look like. Employees respond to perceived expectations. An official plan would communicate that KM is important, and they will pay attention.

Ensure your knowledge workers truly understand and care about the 'why' of knowledge management. Involve them in process design decisions based on them making connections for how their work leads to desired outcomes for customer experience and ultimately employee experience improvements.

Implement awards like "Top Knowledge sharing Contributor of the Month" or provide financial incentives for significant contributions to knowledge repositories or platforms.

Once the goals and expectations are set, it's crucial to establish a culture that values and rewards knowledge sharing. This involves creating an environment where employees feel safe to share their insights without fear of criticism or repercussions. Encouraging open communication and collaboration through regular meetings, brainstorming sessions, and collaborative tools can help embed knowledge sharing into daily routines. Also, recognizing and rewarding those who actively contribute to the knowledge pool reinforces the importance of this practice. By celebrating successes and learning from challenges together, organizations can foster a sense of community and continuous improvement, driving innovation and efficiency across all levels.

Having democratized, unmoderated access to a platform for exchanging knowledge is important because people naturally like to share (why not use time spent on Instagram or Facebook for a professional purpose?) When choosing the correct tool, ensure that it's intuitive, easy, and efficient so that employees don't spend hours digging if it's unorganized. Making sure that the information stays relevant also prevents it from becoming a dumping site for content.

Platforms I use to share knowledge are social media platforms, SharePoint, and email. I prefer to share knowledge with other on the phone and in person. An organized way to share knowledge is through lunch-and-learns where knowledge sharing is more comfortable to people rather than pulling people into a meeting.

Knowledge sharing is a great way to find synergies across departments and programs. One team might be struggling to address a challenge that another team has already faced. Knowledge management specialists should actively look for opportunities to bring together groups with key touch points in common.

El conocimiento no se puede gestionar sin tecnología, ya que esta garantiza la centralización de este activo para su almacenamiento, retención y consulta. La organización debe brindar una plataforma que opere como repositorio de todos los objetos de conocimiento (presentaciones, videos, informes, artículos, normas, libros, estándares, fotos, registros de propiedad intelectual, manuales, guías, mapas conceptuales, páginas web, lecciones aprendidas, entre otros), que se generan mediante el uso de herramientas de conocimiento como webinars, cafés de conocimientos, wikis, foros y demás herramientas. Lo anterior con el fin de compartir y usar el conocimiento.

Having a dedicated platform for knowledge management is an effective way to distribute knowledge to a large number of employees. The employees must have a channel on which they can have an impact on its development, so their involvement will increase significantly

Knowledge sharing is hard. People tend to hoard their knowledge, believing it accords them expert and reference power. However, in modern organisations, we do not need employees who "know" something; we need people who learn, acquire knowledge, can teach others, and relearn. Without this cycle, modern teams cannot deliver. However, knowledge sharing is hard and does not come easy to most people. Therefore, it becomes the prerogative of the organization to build a knowledge-sharing culture, one that encourages learning and sharing through nudging. The nudges should be consistent, immediate, positive, and linked to the overall growth objectives of the employee. Badges can be an interesting way of recognising employees for knowledge sharing.

Recognition can be executed by various methods, including: Sending an e-mail to top contributors, publishing a spotlight on the internal company portal, providing rewards, etc. The important part is to make sure the employees know it is a continuous process and it is key for the development of the organization

Acknowledging that their willingness to share knowledge and best practices has organizational impact is the first step - being able to measure this impact also highlights the importance of this sharing behavior. Having more than one type of reward system is also key to addressing different types of personalities when it comes to sharing.

Gamification can be used to recognise participation and outcomes in Knowledge Management. Knowledge Workers are volunteers, so it is important to design a scorecard that captures the desired behaviours. Adopt KPIs that measure outcomes rather than just activities. For example, focus on the usage and citation of knowledge articles by others, rather than the sheer number of articles created. Recognize and reward collaboration while discouraging a "hero mentality." Address the "What's in it for me" (WIIIFM) aspect to motivate individuals. It is inevitable that a few individuals may abuse the system to achieve numbers, but it is important to identify and address their incorrect behaviours through coaching for better outcomes.

I believe that motivational approaches are completely dependent on the nature, culture and other motivational frameworks of the organization. The best method for this issue is to use gamification approaches and calculate the gamification score of each employee and provide a basket of financial and non-financial rewards. I remember in one of the organizations that we were a consultant for, the reward for the best was a parking space because the parking space around that organization was very limited! Although in one of the other organizations, the top knowledge management users were rewarded, the promotion was in a shorter period of time than usual.

Give everyone the visibility they deserve. This can be achieved when sharing their knowledge or successful initiatives is democratized. The company needs to explicitly encourage and foster such a culture, otherwise they won't feel comfortable sharing.

Encourage open communication by fostering an environment where ideas and concerns are respected. Implement team-building activities that promote cooperation, such as group projects or cross-departmental initiatives. Show appreciation for diverse perspectives and create opportunities for everyone to contribute meaningfully. Over time, these efforts create a foundation of trust and teamwork essential for success.

Collaboration is key, I often encourage pairs of colleagues who attend a conference together to come back a buddy up on creating a deck of shared conference learnings together. There's power in these collaborative pieces.

Crear espacios de participación interdisciplinarios abiertos para todos los niveles de cargos, que permitan la integración y el trabajo colaborativo. Uno de estos espacios son las comunidades de prácticas y capacitaciones, ya que estos los ayuda a formarse en temas de interés corporativo y a compartir sus mejores prácticas. Otras herramientas excelentes para este fin son los cafés de conocimiento y los espacios de ideación.

To foster a culture of trust and collaboration, it is essential to create an environment where knowledge sharing is not just encouraged but celebrated. Transparency is the cornerstone of trust; hence, implementing open-door policies and promoting open communication channels can be instrumental. Collaboration can be enhanced by leveraging team-building activities and collaborative tools that allow real-time interaction and cooperation. Also recognizing employees for their contributions to knowledge sharing can reinforce its importance. Peer mentoring programs and 'knowledge sharing' days can further sustain this culture. By intertwining trust, collaboration, and knowledge sharing, we can cultivate a dynamic and innovative workplace.

At our organization we believe that knowledge sharing is the catalyst for learning and innovation. We encourage our employees to embark on a journey of continuous learning, where every interaction is an opportunity to acquire new knowledge. We foster a culture where ideas are freely exchanged, questions are welcomed, and innovation is the norm. We leverage state-of-the-art digital platforms and collaborative tools to facilitate this exchange, turning our workplace into a dynamic learning hub. We also recognize and celebrate those who contribute to this knowledge pool. By nurturing this culture of knowledge sharing, we are not just building a workforce for today, but also preparing leaders for tomorrow.

La organización debe identificar brechas de conocimiento y a partir de ellas estructurar capacitaciones que permitan el cierre de las mismas y la promoción, así como también para fortalecer competencias blandas. La gestión del conocimiento debe ser vista como una estrategia que impulse a la innovación en las organizaciones, ya que documenta experiencias que las hacen más rápidas porque no deben iniciar de cero. Para construir una cultura de compartir el conocimiento es indispensable anclar esta gestión en la estrategia del negocio para garantizar recursos que apalanquen actividades que aporten a fortalecer la cultura de compartir. Diseñar programas de ideación abiertos y específicos que ayuden a resolver desafíos organizacionales.

Setting up regular knowledge-sharing sessions or workshops where team members discuss recent projects or industry trends can spark innovative ideas. Recognizing and rewarding employees who contribute valuable insights further motivates knowledge sharing. Emphasizing continuous learning not only boosts individual growth but also cultivates a culture of creativity and problem-solving across teams.

To encourage learning the organisation has to also focus on teaching. Let us return to the famous SECI model. This can be by encouraging people to learn from explicit sources (documents, software codes, drawings, data etc) or from tacit sources i.e. experienced people in the organisation. The former will require good archiving and indexing system. The latter will require inspiring tacit knowledge silos to share. They have to see incentives for sharing the knowledge and not feel threatened.

How to do this? I have added some ideas below: a. Establish innovation labs where employees can experiment with new ideas, technologies, and processes in a dedicated, risk-free environment. b. Organise hackathons where teams compete to solve problems or develop new products, fostering creativity and collaboration. c. Implement regular "Knowledge Sharing Days" where employees present on new topics or projects they’re passionate about. d. Pair employees as learning buddies to explore new areas and share their findings with the team. e. Offer small grants or seed funding for employees to develop and test their innovative ideas, encouraging entrepreneurial thinking within the organisation.

This a typical AI article. Built from "know about" (in French, connaitre) not from "know-how" ( savoir faire). The French language has two words for knowledge. Clearly AI had one. Because AI does not "Do KM". My Chief Knowledge Management Officer said it best: "Knowledge Management is 80% about people, 20% about tools. How many organizations actually invest in staff to facilitate knowledge sharing? And your organization shouldn't be investing in knowledge sharing to facilitate better organizational performance. It should be investing in KM because learning faster than your competitor likely is your only significant competitive advantage.

You first have to understand how people WANT to be recognized. To some people, any kind of potentially public recognition would put them in a tail spin. Ask, observe and provide options to ensure that people feel the most comfortable while still be recognized for their great work!

One of the tricky points with KM Policy is what to do where there is a clear reluctance/ recalcitrance in sharing knowledge. Is that a dismissable offence??

In the KM project at the National Museum of Contemporary Art in Greece (see above), I led by example to inspire knowledge sharing. I regularly shared insights from industry conferences and my own experiences in weekly team meetings, showing how this knowledge improved our exhibits. I hosted "Storytelling Sessions" where I shared success stories of past projects. By coaching staff on using our KM tools and highlighting the benefits of shared knowledge, I demonstrated commitment and enthusiasm. This inspired my team to adopt a knowledge-sharing mindset, enhancing our collaborative efforts and innovation.

I fully embrace leading by example as I did in the Navy. It's so important when it comes to communicating the knowledge you have. When I have team meetings, everyone has an opportunity to talk and let everyone know what they are doing and where they may need support. Part of this is to plan for future events and to share what went right and wrong, along with the corrections done, during a previous event. I also send weekly emails that let my team know what's upcoming and walk around to talk to my team when I am not stuck to an online call.