essay about sharing knowledge

• 7 reasons why knowledge sharing is important

Knowledge might be power, but it’s much more powerful when it’s shared! If only one person knows how to do something, that prevents others from developing and can hinder your organisation’s progress. Plus, what happens if they hoard knowledge and decide to leave!?

But that’s enough doom and gloom because when you manage knowledge properly and give people a platform to share and access it, you’re opening the door to a whole host of benefits!

Knowledge vs information

What’s the difference? It’s important to clarify this before we dive into the benefits of knowledge sharing . Information is really just the data or details of something, but knowledge taps into the experience and context of somebody who’s understood and used that data.

Imagine you’re making a cocktail and you’ve got the ingredient list in front of you, you’d be able to attempt some shaking and pouring. But, without a recipe or guidance from somebody who’s trialled, errored and perfected, you wouldn’t know the order, the timings and the techniques needed. Knowledge sharing makes sure your employees are less shaken and more stirred.

Why knowledge sharing is important (in 46 words)

If knowledge isn’t shared, people take it with them when they leave – and no company has time to relearn the things they once knew.

But if your experts are sharing knowledge with peers, they’re gaining relevant, company-specific information – which allows you to build collective intelligence.

The importance of knowledge sharing (in more detail)

Our benefits section will really dive into the details, but it’s important that we establish why knowledge sharing is so important before we get to all that! The act of sharing knowledge alone is great for building rapport and relationships, where people get that warm fuzzy feeling from either sharing their wisdom or picking up on the wisdom of others.

But it’s more than that, fostering a knowledge-sharing culture allows you to tap into subject matter experts! Across the business, people will have built skills and best practices that are specific to your product and customer – when they share those experiences, they allow others to skip the trial and error phase and get right to productivity.

And the more you encourage that behaviour, the more an organic learning culture builds throughout the team! This means all of this and the benefits we’ll dive into are happening day in and day out.

7 benefits of sharing knowledge at work

Collaborate and build collective knowledge, find better ways of doing things, build a community and learning culture, create better customer experiences, retain knowledge, connect remote employees to knowledge, the feel-good factor.

You should never underestimate the importance of collaboration, but if you’re having doubts Go Remotely compiled a fascinating list of statistics on this. They call out that 75% of employees think it’s important and that workers now spend around 50% of their time collaborating.

But it’s more than just putting heads together, they need somewhere to save, share and search for their collective knowledge . That’s why learning platforms and knowledge bases are so popular. They bring shared knowledge into one place but also enable people to discuss and build on it. Think of it as your collective brain, which is always growing and learning new things.

70% of employees praised digital technology as improving their collaboration, while the numbers reveal that it can increase productivity by up to 30% and profitability by 21%. So if you’ve not considered technology in your knowledge management strategy, it might be time…

One of the best things about building that shared knowledge base is that you can learn from your mistakes and make sure you don’t repeat them. But you can also tap into your best experiences and make sure you do repeat them! It’s pretty much as simple as that. When people share what hasn’t worked and their teammates can find their insights, it prevents somebody else from making the same errors – that’s the importance of sharing information with colleagues.

But when you find something that works and has worked better than anything else before, you need to cherish that and hold it aloft for everyone to see! Or at least share that knowledge with them. There are countless benefits, but the clearest is that it makes you more effective and productive by streamlining the processes – say goodbye to needless trial and error.

When people are learning from each other and have a knowledge sharing platform of some kind, that builds a sense of community. Especially when the takeaways from colleagues help people to do their job better! You could argue that this is the best way to create a learning culture because your people can see and feel the benefits of both sharing and tapping into shared knowledge. When the value and results come quickly, it gives you the momentum that you need.

Free Guide! Become a knowledge-sharing organisation in 5 simple steps

We touched on shared knowledge helping people do their jobs better, and the best example is probably for customer-facing employees. The knowledge base itself means that they can search for knowledge when they’re engaging with customers and that can cut down the time to respond. But, more importantly, they can learn what has and hasn’t worked from fellow customer-supporting staff, which ultimately means they solve issues more effectively.

No matter how much of a community and culture you build, the day will come when even your best and most-engaged employees fly the nest. But that doesn’t mean you have to lose all of their expertise and experience before they spread their wings. When people share knowledge and contribute to your collective brain, they’re helping people learn while they’re at the company but also leaving insights and instructions that can be tapped into once they’re gone.

Don’t forget about your remote workers! It’s often challenging for them to learn from their colleagues outside of the face-to-face environment, and perhaps more difficult to ask the right questions. When you’re remote, there’s the worry that you’re pestering people. Well, when people can search for shared knowledge, that really kills those two birds with one stone.

Working remotely poses different challenges and creates different scenarios, so there’s a fair chance they’ll bring a fresh perspective to a product, interaction or hurdle you’re facing. So it’s equally important that those working away from the office have somewhere to share their expertise.

Let’s end on the most positive note of all! Sometimes, sharing knowledge isn’t even about the knowledge, the biggest benefit can come from everybody feeling like their voice is being heard. That’s a real shot of motivation for most people because they feel like a valued part of the team, and their experience is genuinely helping others to grow. At the same time, they’re giving somebody else that same feeling and that can go a long way to helping your business progress.

Benefits of knowledge management

Knowledge management is really the difference between sharing great knowledge that people can find and finding that knowledge becoming a barrier to progress! How we organise and manage knowledge determines whether or not it’s easy to search for in the moments where people need it most.

At HowNow, this means using our platform as a central brain for all of our knowledge and resources! Typically knowledge ends up scattered across the company intranet, shared drives, people’s personal laptop storage, sticky notes in a draw and everywhere else you can imagine. We create one front door for all learning and give everyone a key that they’re welcome to use at all hours of the day!

We know you’re itching to go and reap the rewards of sharing that wisdom, so we’ll wrap it up with some of the key benefits of effective knowledge management.

• Put an end to scattered knowledge by bringing all resources into place.
• Allow people to easily search for and find the knowledge they need, when they need it.
• Which boosts productivity and cuts down on repeat mistakes.
• Update and enrich resources with additional updates and information.
• Empower people to make better decisions faster.
• Refine and improve business processes through shared input.
• Communicate important information quickly and ensure you reach everyone!
• Promote consistent and repeatable practices that employees can easily follow.

Could our integrated learning platform be the answer to your knowledge sharing management questions? Book a demo today and we’ll talk you through it.

Check out our other knowledge sharing resources

• How to improve your knowledge base? Make it collaborative
• How to identify knowledge gaps: Answered in 5 minutes
• How sharing best practices can supercharge your company culture
• Plugging your leaky bucket: Stop losing valuable knowledge today
• Knowledge Sharing In A Fast-Changing World: Tapping Into Your Untapped Wisdom
• 5 Steps To Becoming A Knowledge Sharing Organisation
• How To Get People Sharing Knowledge In The Workplace (Four Simple Ways)

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Why Employees Don’t Share Knowledge with Each Other

• Marylène Gagné,
• Amy Wei Tian,
• Christine Soo,
• Khee Seng Benjamin Ho,
• Katrina Hosszu

Often it’s because of how jobs are designed.

Companies want employees to share what they know. Research has found that this leads to greater creativity, more innovation, and better performance, for individuals, teams, and organizations. Yet despite companies’ attempts to encourage knowledge sharing (think of those open office spaces), many employees withhold what they know. They may play dumb, pretend not to know something, promise to share something but never do it, or tell people they can’t share when in fact they could. New research finds that the way jobs are designed can affect whether employees share or hide knowledge from their colleagues. More cognitively complex jobs — in which people need to process large amounts of information and solve complex problems — tend to promote more knowledge sharing, as do jobs offering more autonomy. By focusing on these aspects of work, managers can encourage employees to share more and hide less.

Companies want employees to share what they know. After all, research has found that this leads to greater creativity, more innovation, and better performance, for individuals, teams, and organizations. Yet despite companies’ attempts to encourage knowledge sharing (think of those open office spaces ), many employees withhold what they know — a phenomenon known as knowledge hoarding or knowledge hiding. They may play dumb, pretend not to know something, promise to share something but never do it, or tell people they can’t share when in fact they could.

• MG Marylène Gagné is a Professor of organizational behavior at the Future of Work Institute, Curtin University in Perth Australia. Her research examines how job design, management and compensation affect people’s motivational orientations towards their work. She also examines the consequences of these orientations for individual and organisational performance, and for individual mental health.
• AT Amy Wei Tian is an Associate Professor in human resource management at the Curtin Business School, Curtin University in Perth Australia. Her research focuses on how strategic HRM and leadership affect people’s attitudinal and behavioral outcomes such as creativity and innovation. She also examines how multicultural employees, leaders and teams can contribute to team and organisational success.
• CS Christine Soo is a Lecturer in strategic human resource management at the UWA Business School in Perth Australia. Her research focuses on how people create, share and apply knowledge in organisations, and the role of the organisation in implementing effective processes and mechanisms to facilitate this.
• BZ Bo Zhang is an Associate Professor in human resources management at the School of economics and management, Beijing University of Chemical Technology, China. His research focuses on the effects of human resource management practices on employee outcomes and organizational performance.
• KH Khee Seng Benjamin Ho is an organizational development and personnel psychologist, and management consultant, at Great Place to Work in Singapore, where he provides workplace culture advisory services. He also has experience in workforce analytics and talent management.
• KH Katrina Hosszu is a research officer at the Future of Work Institute, Curtin University in Perth, Australia. She has an interest in high performance work teams and is currently conducting research on applied human factors and human systems integration in the design of highly complex socio-technical systems.

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Peer learning and knowledge sharing

What is ‘knowledge sharing’ and why is it important?

Knowledge sharing is defined by organizations that have processes in place to exchange critical information across the workforce. Organizations that do it really well have a culture of knowledge where employees are encouraged to share what they know with others instead of hoarding it. Team leaders, here's everything you need to know about knowledge sharing, its benefits, and how to encourage it in your company.

Nathan Goldstein

Co-founder of Together

Published on 

December 22, 2021

Updated on 

Time to Read

mins read time

What's the value of getting everyone on the same page? Well, consider the incredible innovations of the 20th and 21st centuries. Movies will tell you it was a lone innovator. In reality, it was the outcome of getting a lot of smart people rowing in the same direction.

That's the essence of knowledge sharing.

But because of the movies, knowledge sharing doesn't get the credit it deserves. Likewise, spreading knowledge across a workforce is only a recent phenomenon:

• In the industrial age , to get everyone rowing in the same direction, you needed clear directions and an autocratic manager to keep everyone in line.
• In the 21st century , things have changed. Knowledge workers need understanding, context, insight, and information to drive innovation.

But we're getting ahead of ourselves.

In this guide, you'll get the run down on knowledge sharing, specifically how to disperse critical knowledge to the people who need it. You'll learn the benefits, see examples, and have the opportunity to start encouraging a knowledge sharing culture at your organization.

A brief introduction to knowledge sharing (from the military)

Before we dive into the article, you need to watch this 7 minute Ted Talk by Stanley McChrystal, the former commander of U.S. and International forces in Afghanistan. If you don't have 7 minutes click the video below to start at 4:40. When you do note what he says. It perfectly sums up the purpose of knowledge sharing:

"You find that information is only of value if you give it to people who have the ability to do something with it. The fact that I know something has zero value if I'm not the person who can actually make something better because of it...instead of knowledge is power...sharing is power."

What is knowledge sharing?

Knowledge sharing refers to the process of exchanging information between people, teams, or organizations. This knowledge may be explicit , which comes from documents or procedures, or tacit , meaning it was developed from experience. Sharing knowledge has benefits for the sharer as well as the recipient. It can create understanding, a feeling of importance, and even help employees grow their leadership skills.

Benefits for businesses that encourage knowledge sharing include becoming more agile and adaptable. Employees engaging in knowledge sharing can develop more effective and streamlined procedures and processes. An employee handbook can be a great way to start. It can also help cultivate a more loyal and productive workforce.

Knowledge sharing is related to knowledge transfer . But knowledge transfer is specifically about how to work out a plan to get critical know-how from employees who are leaving to those who are staying. Organizations should always have a plan for keeping tacit knowledge within their company.

Why is knowledge sharing important in the workplace?

The global pandemic caused waves of disruption to organizations, economies and the world. To meet the challenges, organizations will need to adjust, and it’s not all about developing remote or hybrid workplaces .

Companies will need to focus more on internal development and mobility. According to the LinkedIn report, internal hiring has increased by 19 percent since 2019. Moreover, employees who are given an opportunity for internal mobility stay twice as long as those who aren’t promoted. When you make a new hire, it’s wise to provide knowledge sharing opportunities to equip them for internal job opportunities. Allowing your new hire the chance to share their knowledge and learn from others creates connection as well as a skilled workforce.

Your younger workers are hyper-focused on learning and growth opportunities. Gen Z employees watch 50 percent more learning content than your other employees. Seventy-six of them believe learning is the key to success. To prepare future leaders in your organization, give them a chance to learn from more experienced employees and senior leadership.

Knowledge sharing also improves your remote teams’ performance and wellbeing . Many employees who work from home struggle with collaboration and communication with team members . It’s one of the top problems identified in Buffer’s State of Remote Work report. Twenty percent of those surveyed identified collaboration as a significant issue for remote work. You can overcome collaboration and communication challenges by encouraging more knowledge sharing among employees and remote teams.

Breaking down silos and democratizing tacit know-how

Research has found that knowledge sharing benefits everyone, from your employees to your executives.

One of the key benefits of encouraging knowledge sharing is democratizing learning. By getting subject matter experts together with other employees, you can increase the collective knowledge of the organization. And the collective knowledge will be of best practices and the right way to do things. This is a great way for organizations to get everyone on the same page. And this will reflect in your employees’ attitudes at work and towards your company.

One study found that 94 percent of employees have said they’ll stay at a company longer if there is a learning opportunity. This rings particularly true for younger employees, with 27 percent of Gen Z or Millennials saying they would leave a job if there were no opportunities to learn.

Which employees need to participate in knowledge sharing?

Before embarking on knowledge sharing opportunities for your employees, you need to be clear on what they have to gain. It all begins with understanding who will be involved.

• New hires need knowledge sharing to ramp up in their new role. One-on-one mentorships and peer mentoring are two great ways to help your new hire fit in, learn the ropes, and build connections. Knowledge sharing is key for a great onboarding experience.
• Future leaders don’t often get the training they need to be great leaders. Knowledge sharing and mentorship can set them up for success. They’ll learn vital skills and tips to help them meet the challenges they’ll face. It is also a crucial ingredient to any succession plan.
• Remote workers face challenges around feeling a part of a team and having informal learning opportunities. Connecting with other team members or leaders through knowledge sharing activities can fill this gap. An MIT article encourages organizations to institute water cooler calls “that can reveal experiences and ideas that otherwise would have remained unexpressed — and keep team members connected on a personal level.”

Benefits of knowledge sharing

Employers and employees have a lot to gain from knowledge sharing. Here are some of the main advantages of encouraging it in your organization.

Increase employee engagement

Research has shown that employees love to learn. Offering access to learning opportunities is one of the top ways to increase employee engagement .  This is particularly true for younger workers who demonstrate a commitment to learning.  

Aids employee learning and development

Employees who connect through social learning activities are more successful in retaining what’s learned. Essentially, we learn better when we’re together. And information that is retained is there to be used. In other words, when your employees are able to remember what they’ve learned and use it, you’ll get a more efficient and effective workplace. Yet, many organizations still insist on using solitary study methods like coursework, quizzes, surveys , etc. Social learning is the key that can unlock a more skilled workforce.

Builds a learning culture

Learning cultures make employee development a priority. They demonstrate their commitment to employee growth and learning by providing growth opportunities through mentoring, training classes, and knowledge sharing. Organizations that build a learning culture encourage employees to spend time on development and knowledge sharing activities. That’s because they understand the more employees learn, the more productive and effective they are.

Retain critical tacit knowledge

Tacit knowledge is information that is learned through experience and not through printed documentation, such as policies or procedures . However, it is no less valuable to an organization. It can even be used to redefine processes or procedures in some cases. Yet, unless knowledge sharing opportunities are present in an organization, tacit knowledge can be lost when those with that critical information leave the company.

Examples of workplaces that encourage knowledge sharing

Workplaces that encourage knowledge sharing have done so in different ways, and each has unlocked employee development that has been a boon to their businesses. Here are just two examples of organizations that have encouraged knowledge sharing successfully.

Cooley is a global law firm with 1,500 lawyers, and because their legal work is complicated, they need to have the most talented minds in play. They leverage knowledge sharing by pairing up new lawyers with more experienced ones. Doing this has made their onboarding faster and more effective , bringing new hires up to speed quickly. The experience allows mentors to provide insight that helps younger lawyers learn what they need to do at a much faster rate than on-the-job learning or formal training program . It’s one of the reasons why 95 percent of their employees say it is a great place to work.

Cruise Automation, a self-driving car manufacturer, needs to share niche engineering knowledge about autonomous vehicles. To democratize this knowledge and encourage all engineers to come up with innovative ideas, they pair up their engineering team for monthly meetings to discuss ideas. They’ve found that this knowledge sharing opportunity also prepares employees for internal promotion. Participants of their program noted it allowed employees of all levels and skills to learn from each other.

Make knowledge sharing a part of your organization with mentorship

Sharing knowledge within an organization offers several significant advantages. From employee development to succession planning to reducing turnover, offering knowledge sharing opportunities in your workplace can lead to excellent results and changes.

Employers can encourage knowledge sharing in a variety of ways. One of the more effective ways is mentorship. It’s why over 70 percent of Fortune 500 companies offer mentoring programs for their employees. Knowledge sharing can take different forms, such as:

• Providing feedback , sharing tips, or creating guides between employees
• One-to-one mentorship between leaders and more junior employees
• Flash mentorship and,
• Peer to peer mentorship

Book a demo to see how Together's mentorship software makes knowledge-sharing easy and quick.

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Importance of Knowledge Sharing Organisations Essay

Introduction, what is knowledge, sharing knowledge, information technology, formal and informal interactions among employees.

Knowledge Management has become important in organizations today. However, there has been less attention given to the benefits accruing from it. Moreover, organizations have to spend money in acquiring and improving their knowledge infrastructure, both for hardware and software, while putting less effort into measuring the results. Literature found on the value of Knowledge Management system outlines some of the benefits as follows:

• Time benefit—saving of time in solving a problem due to the contribution of the Knowledge Management system
• Man-hour benefit—saving of person-hours in solving a problem due to the contribution of the Knowledge Management system
• Cost-benefit—a saving of cost in solving a problem due to the contribution of the Knowledge Management system

Before I explore the benefits in detail, I have to look at what is knowledge management and related terms.

Knowledge management is the implicit, explicit and systematic organization of important and shareable information within and with the external environment of an organization. It involves organizing information, finding and investigating, selecting necessary information, filtering and presenting to groups, individuals or to entities with the aim of improving understanding of specific areas of business interest. Therefore, knowledge management involves the process of converting personal knowledge, whether acquired in the learning process or obtained at any quarters, into knowledge for others through the organization of information in the firm. Knowledge management focuses on two objectives that are enabling knowledge sharing within the organization and using knowledge to run communities and institutions. Some knowledge management activities that have been implemented by business organizations have helped them to focus on acquiring, storing, and utilizing knowledge for such things as problem-solving, dynamic learning, strategic planning and decision making ( Graduate School of Business, the University of Texas at Austin,2000 and Blue Ridge Academic Health Group. 2000).

Knowledge sharing among employees is an asset that gives the company sustainable competitive advantage, corporate value and economic growth (Sandra Vera-Mum˜, Joanna and Chee 2006), although the sharing of knowledge may be limited within organizations (Szulanski 2000, 1994; Nonaka and Takeuchi 1995;Von Hipper ,1994).

From a dictionary, knowledge is the awareness and understanding of facts, truths, or information gained through reasoning in the form of experience or learning. Therefore, Knowledge can be an appreciation of interconnected details that, in isolation, are of lesser value and Researchers use diverse expressions to define knowledge (argued Sandra Vera-Mun˜, Joanna and Chee 2006). (Nonaka) (1994) Commented that knowledge consists of justified true belief, Starbuck (1992) defined knowledge as stock of expertise and Elliott and O’Dell (1999) as information in action.

Knowledge is divided into explicit and tacit, Polanyi (1966).

Knowledge is ”know-what,” which can be captured, codified, categorized, and stored and is transmittable (, Stenmark 2000). Tacit knowledge is the ”know-how,” knowledge which is a result of the habitual practices and mental models of individuals ( Polanyi 1997; Nonaka and Takeuchi 1995). Ambrosini and Bowman (2001) summed up that tacit knowledge can not be easily be articulated because it is subconsciously understood and applied, and it resides in people’s minds as intuitions, insights, beliefs, or values. Bonner (2000) and Lee (2000) added that Knowledge in most organizations is embedded and synthesized in people’s minds. This adapted chart shows how a good knowledge system should be: for sharing purposes.

Measuring the value and importance of knowledge in accounting is a classic example.

Sandra Vera-Mun˜, Joanna and Chee (2006), in their article enhancing knowledge sharing in Public Accounting firms they argue that “Explicit knowledge can be shared through verbal or written communication and, thus, passed on to other members of the organization, who in turn must convert it into tacit knowledge before they can use it. On the other hand, tacit knowledge is typically shared through socialization, such as highly interactive conversations, apprenticeship (e.g., observation), storytelling, analogies, and shared experiences and activities ( Stenmark 2000, 10; Zack 1999b, 46; Nonaka and Takeuchi 1995; Nonaka 1994, 1991). Thus, tacit knowledge is effectively shared by allowing the recipient maximum possible opportunities to work alongside the source of the knowledge.” End of the quote. From quotes and discussion, we learn that knowledge sharing, whether explicit or tacit, is vital in the organization, and it requires efforts from both the individuals and enabling environment of the organization.

This adapted diagram shows how a good accounting firm knowledge should in order to allow knowledge sharing.

Factors Affecting Knowledge Sharing and Integration

All organizations make efforts to gather, sort, transform, record, and share the collective knowledge of their employees. However, knowledge in the minds of their staff members will share through consultation, which is an informal and formal interaction. Other knowledge is shared using information technology.

Information technology assists in collecting, codifying and distributing. However, the issue of knowledge sharing is an organizational issue because its success depends ultimately on people, their practices, and their expertise (Salisbury 2003, and Douglas 2002).

Knowledge sharing in organizations is mostly through personal interactions among colleagues, formally or informally. Their sharing of knowledge involves interactions in-office meetings and outside people. This inputs new procedures of work and any other emerging issue relating to work. While firms’ informal groups include associations of employees from some section of the world, get together teams with the aim of assisting each other at times of difficulty. Their interactions are on social terms that are in the process of handling their informal meeting professional knowledge may be passed. This occurs without the other person realizing thus no negotiation of terms and without knowledge of whether or when the other will reciprocate’’ (Molm 2000).

Factors affecting knowledge sharing in formal and informal interactions for firms include.

Organizational Culture includes practices, unspoken norms, beliefs and shared values. This can be summarized as those things that determine the patterns and qualities of interactions between employees at different hierarchical levels (Sadler 1988, 118). Brown and Starkey (1994) argued that the culture of an organization is an important factor affecting attitudes toward communication and communication processes and systems. Many practitioners share this former view as vice-president of strategic planning and knowledge management at the American Institute of Certified Public Accountants (AICPA), John Hudson, equipped that the obstacle to knowledge sharing is not technology but a business culture that rewards keeping what you know close to your vest. Meaning that whatever you know should be kept away from your peers so that you can have a competitive advantage over others in terms of salary and advantages. This means that individuals’ employees are encouraged not to share what they know. (Stimpson 1999, 38–39). Accounting firms should be encouraged to have culture encourage knowledge sharing and eliminate cultures of rewarding employees that does not embrace teamwork. If an employee is good but does not share knowledge, fire him. Thus, cultures and practices that encourage openness and teamwork are a source of successive knowledge sharing in accounting firms. Thus, if partners demonstrate accessibility and openness to discussing sensitive topics, then auditors at lower ranks are less likely to experience evaluation apprehension, in turn increasing their willingness to proactively seek and share knowledge (Sandra Vera-Mun˜, Joanna and Chee 2006).

The criteria used in solving and decision making in the organization also affects sharing of information. All business engagements, explanations, decisions and expectations should be seen to be fair to all. Individuals involved in decision-Making, issue of opinions, their assumptions and ideas being recognized by asking for their opinions and allowing them to refute the merits of one another’s assumptions and ideas. Decisions made should have an explanation to help individuals understand the reasons and thus create faith in management intentions. Sandra Vera-Mun˜, Joanna, and Chee (2006) argued, “Expectation clarity means making explicit the rules of the game”. Studies have linked processes, attitudes, and behaviour. In the research carried out, it has been found out that “executives in their sample were frustrated by the uncooperative behaviour of the senior managers of their local subsidiaries. In particular, the senior local managers often failed to share knowledge and ideas with the top executives. Managers who believed the company’s processes were fair displayed a high level of trust and commitment, which, in turn, engendered active cooperation. Conversely, when managers felt that a fair process was absent, they hoarded knowledge and ideas and dragged their feet in making decisions and executing them. Procedural justice research suggests that to achieve a fair process, the specifics of the new rules and policies matter less than that they are clearly understood. Further, people care as much about the fairness of the process through which an outcome is produced as they do about the outcome itself. In general, a fair process builds trust and commitment, and they, in turn, produce voluntary cooperation. Voluntary cooperation drives performance, thus leading people to go beyond the call of duty by sharing their knowledge and applying their creativity” Sandra Vera-Mun˜, Joanna and Chee (2006).

Role Conflict and Role Ambiguity

Jackson and Schuler (1985) argued that Role conflict and role ambiguity could be sources of work-related stress, and this may affect service delivery to the clients. This occurs when there is no proper definition. Most accountants and auditors expectations are derived from generally accepted accounting principles and other regulations. Sandra Vera-Mun˜, Joanna and Chee (2006) argue that boundaries on the scope of no audit services established by Sarbanes-Oxley may not be completely transparent to some controllers and corporate managers— particularly those of small companies—they may still view auditors as business advisers and, thus, continue to ask for their advice on non-audit-related issues that may compromise auditor independence.” This act changed the role of auditors, and thus role conflict may occur. Another issue of conflict is communication and authority, adaptability, and workflow coordination (Sandra Vera-Mun˜, Joanna and Chee 2006). The writers have written, “For example, proper time allocation is a persistent issue that frequently results in a conflict of expectations between a client and the auditor’s supervisor. This is because an auditor is typically assigned to multiple client engagements, thus requiring careful and thoughtful coordination and management of engagement schedules. Often, unanticipated delays in completing audit assignments are unavoidable due to demands and circumstances beyond an auditor’s control, such as missed deadlines in receiving client information, unresponsiveness of client personnel, and the need for more research to address complex technical issues. A significant delay with a particular client engagement may cause auditors to miss important deadlines with other client engagements. Timely and accurate sharing of engagement progress reports among the auditors, clients, and audit supervisors are an integral component for aligning expectations between and among them” summarizing the role conflict in the formal and informal groups.

While role ambiguity is when in the job specification and description, there is no clarity on job requirements. This is typical in accounting firms like Johnson and associates, auditors are assigned to multiple engagements and work for multiple supervisors with differing or sometimes conflicting management styles and directives Sandra Vera-Mun˜, Joanna and Chee (2006) argues. In this case, conflict affects employees’ abilities to share knowledge with other members of the audit team, and this may cost the firm in terms of performance and service delivery.

Supervision and Feedback

There should be proper supervision and proper feedback on any issue raised. This will enable sharing of information easier and acceptable. Sandra Vera-Mun˜, Joanna and Chee (2006) have argued, “Supervision typically connotes downward communication in the form of advice about task-related matters, such as task instructions, objectives, constructive assessments of preliminary plans and the results of past decisions and provision of feedback. Auditing standards have long required supervision of audit team members”. This is contained in AICPA 1996, AU Section 311, which states that supervision should vary with the nature of the assignment (‘‘the complexity of the subject matter and the qualifications of persons performing the task’’).

The accounting example has used above illustrate the factors affecting knowledge sharing, its benefits and its value. I will add an example of firms in the business of processing. I will no touch issues like factors since they are similar across the divide. The effective Knowledge management system has direct consequences on cost, schedule, safety, and reliability plants for processing. Therefore, in the processing firms, the benefits of integrating and sharing knowledge include (adapted from IoMosaic Corporation, 2003):

• Ensure plant information is available to all users whenever required.
• Ensure plant information is accurate, i.e. kept current with plant changes.
• Decrease the cost of managing, locating, and distributing information.
• Ensure compliance with engineering standards and regulations.
• Enforce standardization and adherence to best practices for critical functions such as Incident Reporting.
• Leverage knowledge in other plant systems for wider benefit.
• Eliminate/reduce errors inherent in paper-based systems, procedures, and work processes.
• Accelerate and streamline plant projects.
• Gain business intelligence/decision support due to knowledge stored and analyzed in the system.

In order to understand the value and importance of KM, one needs to know the factors that affect integration and sharing. Effective KM systems have high benefits with fewer errors, have less redundancy, be quick problem solving, assist better decision making, increase worker independence and improve work delivery. When designing KM, the following factors should be considered:

• Productivity and efficiency.
• Knowledge sharing, skill development and training.
• Competitive advantage, including market visibility as a high-tech firm.
• Ability to direct work to skilled specialists
• Consistency of work product across offices or practice areas
• Faster delivery times
• Quality control.
• Reduced frustration searching for documents
• Client collaboration

1.Ambrosini, V., and C. Bowman. 2001. Tacit knowledge: Some suggestions for operationalization. Journal of Management Studies 38: 811–829.

2.Bonner, D. 2000. Knowledge: From theory to practice to golden opportunity. American Society for Training & Development : 12–13.

3. Douglas, P. 2002. Information technology is out—Knowledge sharing is in. The Journal of Corporate Accounting & Finance : 73–77.

4.Graduate School of Business, University of Texas at Austin. KM Answers to Frequently Asked Questions about Knowledge Management. [online].

5. ioMosaic Corporation (2000)

6.Nonaka, I. 1991. The knowledge-creating company. Harvard Business Review 69: 96–104.

7.Polanyi, M. 1966. The Tacit Dimension . London, U.K.: Routledge and Kegan Paul.

8.Salisbury, M. 2003. Putting theory into practice to build knowledge management systems. Journal of Knowledge Management 7: 128–141.

9.Sandra C. Vera-Mun˜ oz, Joanna L. Ho, and Chee W. Chow, (2006). Enhancing Knowledge Sharing in Public Accounting Firms Accounting Horizons Vol. 20, No. 2 pp. 133–155

10.Stenmark, D. 2000. Leveraging tacit organizational knowledge. Journal of Management Information Systems : 9–24.

11.Szulanski, G. 2000. The process of knowledge transfer: A diachronic analysis of stickiness. Organizational Behavior and Human Decision Processes 82: 9–27.

12.Stimpson, J. 1999. In the know. Practical Accountant 32: 34–39.

13. Evaluating Benefits of KM . Web.

• Chicago (A-D)
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IvyPanda. (2024, March 3). Importance of Knowledge Sharing Organisations. https://ivypanda.com/essays/importance-of-knowledge-sharing-organisations/

"Importance of Knowledge Sharing Organisations." IvyPanda , 3 Mar. 2024, ivypanda.com/essays/importance-of-knowledge-sharing-organisations/.

IvyPanda . (2024) 'Importance of Knowledge Sharing Organisations'. 3 March.

IvyPanda . 2024. "Importance of Knowledge Sharing Organisations." March 3, 2024. https://ivypanda.com/essays/importance-of-knowledge-sharing-organisations/.

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Bibliography

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Sharing knowledge with others is critical for advancement

How teaching others can help society and advance your career.

The powerful methods for analyzing data and practicing machine learning have emerged from a legacy of traditional and relational databases—but innovations such as this do not catch fire without “legacy skills” being passed on as well. Sharing our knowledge and skill sets with others is critical for modern advancement and to make room for new ideas, especially as our technology stacks become increasingly complex and specialized. Sharing what we know not only helps others in our organizations, it also helps our own careers as well.

First, let’s address why sharing knowledge can be so difficult. There are a lot of reasons why technology professionals may struggle to share knowledge and train others, including:

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• A lack of free time
• Feeling uncomfortable transferring our knowledge and skills to someone else, and becoming “replaceable”
• Concern that our non-technical colleagues and managers will not appreciate our ideas or understand them
• A belief that our skill sets require committed, specialized training and cannot be learned casually

Of course, all of these concerns may be valid in some situations, but they should not stop you from trying to make an impact by marketing what you know. When you share what you know and give others the means to replicate what you have done, remarkable things can happen professionally as well as personally.

Share knowledge to help yourself

Let’s face it: as technology professionals, we work long hours. We work at the office, at home, and in our spare time. A lot of us, including me, do it because we love what we do. When we are not “working,” we research new technologies, spend time on GitHub, and read technology blogs and journals. Many of us are passionate about what we do and are excited by it. That is what makes the technology field unique, and I would not trade it for any other line of work.

But at the same time, wouldn’t it be nice to have work-life balance? The IT industry is woefully understaffed and this affects us directly. If only we had help and made time to train others, perhaps we could get closer to a 40-hour workweek. Deadlines would not seem so daunting, and we would have time to research and learn new ideas. Our workload could be shared rather than all of it being burdened to one “expert” individual. Nobody wants to be stuck in “maintenance mode”—constantly putting band-aids on yesterday’s technology and never getting a chance to step back and ask: “is there a better way to do this?” It amazes me how many developers still write code like it is 2004, and the experience of solving today’s problems with yesterday’s tools is too often accepted as the “way things are.” As technology professionals, let’s always be learning and be eager to share what we know so someone can take ownership of our legacy and we can move on to greater projects.

There is another, more subtle way in which sharing your skill set can benefit you. If you attempt to help your non-technical colleagues and managers understand what you do, you create the possibility that they may appreciate your work in a deeper way. Others will see how much effort it requires on your part to have a certain level of technical understanding, and you never know what impact this may have behind closed doors. It, in fact, becomes an effective way to market yourself.

Share knowledge to help your organization

A good organization evaluates metrics and performance based on value contribution. If you are decent at your job, you are contributing value (however, value can be hard to measure). But if you are able to consistently and successfully train others on what you do, you are increasing your value exponentially—and this puts you in a position of leadership . A primary aspect of effective leadership is being able to spread your knowledge to others, increasing yours and others’ positive impact on the organization. And this will not go unnoticed. It also doesn’t mean that you have to go into management to progress; it’s a subtle way to take your role at an organization to a much higher profile.

And while it is nice to be needed, it’s risky for an organization to be reliant on one person. It’s actually common for business leaders to pose the question: “If ___ gets hit by a bus, who is going to maintain this project?” Being the only person knowledgeable about a project or skill set is not necessarily good for you, either, because guess what happens if you want to go on vacation? You become the only person who can answer critical questions, and are called upon whether or not you’re in the office. So, if you’re currently the only person informed on a project or skill set, it’s advantageous for both you and your company to train someone else as well. The truth is, if you are good at what you do, you don’t need to worry about becoming replaceable. If your colleagues excel in an area where you have trained them, you’ve just made a valuable contribution to the organization. Extraordinary leaders enable people’s potential.

Share knowledge to help society: Parallels to the Industrial Revolution

I could give the “to make the world a better place” speech from Mike Judge’s Silicon Valley , but I will spare the jocular platitudes. In all seriousness, think about the Industrial Revolution and the uncanny parallel we are experiencing today. When the Industrial Revolution took spark, it changed everything. The problem is the change was so sudden that people had no time to adapt and quickly went out of work. It took decades for the workforce to adapt adequately and develop skill sets for manufacturing and a complex economy.

Today we are in circumstances surprisingly similar to the Industrial Revolution. Information technology came out of nowhere, and within two decades, it overtook every aspect of our lives. People of all ages who are looking for work, find themselves inadequately prepared for this change—even while the IT industry is highly understaffed, with unlimited work to do. See the disconnect?

Closing the gap: Open sourcing knowledge

To remedy the problem, the first step is to realize that not everyone needs to be a certified DBA or a full-stack programmer to work with technology. There is a great need for people who have business savvy with a modest amount of technical know-how. We should not discourage tinkerers and amateurs, but rather encourage and guide them. They should be allowed to make mistakes and learn from them (Alice Zheng wrote a great article on the Imposter Syndrome). After all, it is impossible for one person to know everything about technology. Why not give more people the satisfaction of having some technical knowledge that helps them do their jobs, and encourage innovation and practicality?

SQL for everyone

I wrote Getting Started with SQL for a lot of the reasons stated in this article. I wanted to spread knowledge on a core technology, and make it as accessible as possible—even to people with nontechnical backgrounds. The book is geared toward just about anyone who knows basic computing. The book is intended to be a “primer”—to teach SQL with practical application and hands-on examples . Initially, I wrote the first draft as a form of community service, to help unemployed professionals in the Dallas area. Through an unplanned series of events, this written “guide” became an O’Reilly book. Richard Hipp , the creator of SQLite, even joined the project as a technical reviewer.

The book does not seek to make anyone an “expert” in SQL, but rather, to give readers enough practical knowledge to add value to their organizations. Sticking to its original mission, it was written to help people. I did my best to deliberately leave out complicated terminology and concepts that are not critical for beginner/intermediate level SQL developers. In writing it, my core mission was to help readers improve their professional standing, and of course, “to make the world a better place.”

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Please note you do not have access to teaching notes, knowledge sharing as a give-and-take practice: the role of the knowledge receiver in the knowledge-sharing process.

Journal of Knowledge Management

ISSN : 1367-3270

Article publication date: 9 February 2021

Issue publication date: 19 October 2021

The purpose of this study is to investigate whether openness to receive and openness to share knowledge drive employees to share knowledge with colleagues in the workplace. The authors also investigate what, if any, influence knowledge sharing has on performance at both individual and work unit levels.

Design/methodology/approach

Data were collected from 237 employees from eight banks in Kuwait. Structural equation modeling techniques were used to test the hypotheses.

The knowledge receiver’s openness to receive and openness to share knowledge influence the provider’s knowledge-sharing behavior. The latter positively affects the provider’s job performance and the work unit’s innovation performance. Furthermore, knowledge utilization strengthens knowledge sharing’s positive effect on work unit innovation.

Research limitations/implications

The findings of this study are industry and country specific and, therefore, would likely not be applicable to other settings. Thus, similar future research targeting different industries and/or countries is warranted. As a cross-sectional study, this research can also benefit from subsequent longitudinal studies.

Practical implications

Organizations should create a culture conducive to sharing knowledge. For example, managers should assure employees that knowledge shared with coworkers will be well received and utilized, remove barriers to new knowledge utilization and create awareness among employees that sharing knowledge benefits knowledge providers as well as knowledge providers.

Originality/value

The authors provide evidence of how the knowledge receiver’s openness to receive and to share knowledge affect the provider’s knowledge sharing. The authors also provide insights into how knowledge sharing drives job performance and innovation.

• Knowledge sharing
• Banking industry
• Job performance
• Knowledge provider
• Knowledge receiver
• Openness to receive knowledge
• Openness to share knowledge

Ouakouak, M.L. , AlBuloushi, N. , Ouedraogo, N. and Sawalha, N. (2021), "Knowledge sharing as a give-and-take practice: the role of the knowledge receiver in the knowledge-sharing process", Journal of Knowledge Management , Vol. 25 No. 8, pp. 2043-2066. https://doi.org/10.1108/JKM-04-2020-0323

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By: Adela Belin on January 14th, 2021

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Knowledge Sharing: 5 Strategies to Share Knowledge In the Workplace

Collaboration

Knowledge management is one of the most crucial yet overlooked aspects of workplace progress. When employees fail to get access to the knowledge necessary for completing their tasks, the organization suffers.

Knowledge sharing in the workplace can increase productivity, social interaction, and trust among the team. It's great for nurturing the organization's knowledge bank so everyone can access it even as people come and go.

Here are five strategies you can use to share knowledge in the workplace.

1. Create a Knowledge-Sharing Environment

While you can encourage knowledge sharing in your workplace , not everyone would be open to it. If some people are good at public speaking or communication, others might shy away from it. It's essential to create an environment that promotes knowledge sharing, so it becomes second nature for the team.

For this, you can include different activities in your day-to-day office tasks. This can comprise increased interactions, team-building exercises, quizzes, and collaborations. Even with office tasks, assign groups to work together and share ideas and knowledge.

To encourage employees to share knowledge and resources with teammates freely, you can come up with a contribution campaign. Here, you can set apart 1 hour every week where team members talk about a particular topic.

This can be documented and preserved as part of the organization's knowledge library . It will be useful whenever someone wants to gain knowledge about a particular topic, and what's better than gaining that knowledge from your team members?

You can also organize trips and picnics (or fun virtual sessions), which strengthen the bonds between the team members. This will automatically encourage small talk and knowledge sharing.

2. Recognize and Reward Knowledge Sharing

Positive reinforcement works everywhere, and organizations are no exception. Try to reward employees who are making an effort to share knowledge. This will show other people that sharing and helping people understand concepts is rewarded and encouraged by the brand, thereby motivating more people to do it.

You can give the rewards after they do the task or at the end of an office year. You could offer a bonus or a small gift as a social media shout out or a free lunch coupon.

You might assume that because knowledge sharing is vital to the organization, that it will also be critical for employees. In truth, it won't matter to them until you make it a priority or attach an incentive to it.

Giving rewards for certain behaviors increases the chances of other people following the same to reward themselves. This might also help people open up because now, they have something to look forward to and gain from it.

3. Lead by Example

If the C-suite executive or senior members in the company don't follow knowledge sharing systems, it will be challenging for the rest of the team to do it. You must lead by example and show that it's equally important for everyone to do it.

Whenever there's a knowledge-sharing activity, senior members should be the first ones to begin because, ultimately, their knowledge is being passed on to the juniors and newcomers. The more the seniors get involved in such activities, the more other members will want to do it.

This will also ensure that knowledge sharing gets embedded as an essential part of the organizational functioning, so even after the senior members leave, the rest of the team takes the tradition and culture forward.

4. Manage Communication Barriers Between Employees

Effective communication between the employees is a must for the smooth working of an organization. If there are some barriers to it, there will be demotivation and detachment, leading to a toxic workplace environment.

To avoid this, employees should naturally feel the need to communicate with other members. Be it for small talk or office work, clear communication is the key to a successful business.

Ideally, when the communication barriers between the employees are managed, knowledge sharing will be a simple process. You could also establish an online forum or activity which facilitates easy communication.

In this process, employees may get new insights, tips, recommendations, or suggestions about their work, managing tasks, or more knowledge about the industry.

The more informed your employees are, the more they can develop creative ideas to grow your business.

5. Encourage the use of knowledge sharing tools

Inevitably, all the knowledge sharing cannot happen in the office, and if you have a remote team, the process can be a little challenging. However, some tools can help you with the process, ensuring it's a seamless activity.

Among others, MS Teams and Slack are some of the most common knowledge sharing tools where employees can share resources, webinars, business blogs , podcasts, and even their own videos sharing opinions on a particular topic.

You could also make a resource board on Trello, where members can keep adding resources relevant to a specific topic. You can give all members access to this board to use it and gain knowledge about a subject.

However, you must encourage using these tools so the employees feel motivated to leverage them.

Knowledge-sharing tools make it easy to access information and for employees to ask questions from each other. It also allows for seamless communication between employees.

You can benefit from a culture where employees help each other grow and share knowledge to work more effectively. It's the organization's collective efforts that will yield results, not just a few people's actions. So if you want to include it as part of your workplace culture, everyone will have to contribute.

These five ways are great to walk the path of knowledge sharing and empower employees to step towards it. Once everyone opens up, it will become natural to educate each other and share knowledge, ultimately helping the team grow professionally and personally.

Maximize everyone's contribution to this initiative and let everyone enjoy the process. This will make learning much more enjoyable.

Authored by: Adela Belin 

About Adela Belin

Adela Belin is a content marketer and blogger at Writers Per Hour (http://writersperhour.com/). She is passionate about sharing stories with the hope to make a difference in people's lives and contribute to their personal and professional growth. Find her on Twitter and LinkedIn.

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The Importance of Sharing Your Knowledge With Others

I was recently sent a link to watch this video  about a dynamic speaker who was born without limbs.

After I watched the video, I immediately shared with that person how thankful I was for sharing it with me. The story was an unexpected gift of inspiration.

It made me realize just how important it is to share knowledge and information with others. It is an easy, powerful way to say, “Hey, I thought of you today.” As a recipient, it’s a sweet surprise.

Sharing knowledge and inspiration is equally important in our professional spheres. It can foster vision in others and strengthen professional ties. When you share with others, it helps deepen your own knowledge and engrains what you know. New conversations and opportunities can arise just from that gesture, offering even more opportunities to grow.

Being a part of the workforce for any length of time you surely have some level of professional expertise. You have your own unique set of skills, knowledge and experience. Think about all the ways you can use it to impact others’ lives. Sharing your knowledge with colleagues is a great service. It gives you an opportunity to think about others and not just yourself.

If you want to be seen as a leader in your field you must stand up and be vocal about what you have to offer. When your expertise helps your team, you become a more valuable part of it.

Success isn’t just about what you accomplish in your life. It’s about what you inspire others to do.

Who will you inspire today?

This entry was posted on Tuesday, November 10th, 2015 at 8:49 pm and is filed under Blog . You can follow any responses to this entry through the RSS 2.0 feed. Both comments and pings are currently closed.

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The first day of a new job, team, or project is a whirlwind of tiny details. Every question answered spawns three more, and everyone else just seems to know everything. Long-time employees – you’re not immune either. You can be at a company for years and still, with every big change, feel like a stranger in a strange land all over again. When an organization has a habit of keeping its information tucked away and buried in shared drives, written docs, or human brains, this not-knowing is unavoidable whether you’re a newbie or a veteran. A culture full of walls slows down projects, forces employees into frequent and frustrating searches for knowledge, and eats up the time of experts who have to answer the same questions over and over and over. Without a way to store and access the information they need, employees end up stumbling around in the dark. In a survey for the American Management Association, 36 percent of workers said that they “hardly ever” know what’s going on in their companies. Fifty-five percent said they only know what’s going on “some of the time.” 

As Kim Wall, Atlassian team lead for technical account management, puts it, “You might find old data or old knowledge that's not useful anymore,” she explained. “You might not find the answers that you're looking for at all. Even though they live there, you may not find them.”

Essentially, having a bunch of locked vaults of knowledge throughout the company wastes a lot of time – and (cliché alert) time is money.

What is knowledge sharing?

Not to be basic, but we should probably define knowledge sharing before we get into the details of why it’s a good thing. Knowledge sharing is the exchange of information or understanding between people, teams, communities, or organizations. It’s a proactive and intentional act that expands the number of entities in the know while also creating or building upon an accessible archive of knowledge for others.

If you’re writing a book or manual, presenting your research, mentoring, or just having an informal chat with your team, you’re sharing knowledge. Knowledge sharing helps workers and businesses be more agile, adaptable, and better able pivot and ensure ongoing growth and survival.

3 bad habits that hinder knowledge sharing (and the fixes)

As with most deepset habits, people working within a closed off culture may have some trouble letting go of their best-kept secrets. Watch out for these behaviors that might bring knowledge sharing to a screeching halt – and proactively model the vibes you want to see instead.

Habit: Hoarding

The harm: Knowledge is power, and power is job security. Employees who want to feel they’re indispensable may keep what they know hidden to make themselves seem irreplaceable. Some may be driven by competition, worried about someone else getting the credit they believe they deserve. 

The fix: Give kudos. If you regularly recognize and promote everyone’s hard work, you’ll show them as experts in their arena and dull their need to fight for status on their own. They’ll also feel less threatened if they know the company sees them as valuable mentors for new workers or folks on other teams.

Habit: Favoritism

The harm: Who are the most celebrated? Who leads most discussions? An organization built around “rock stars” discourages others from opening up. 

The fix: Spread the love. Recognize that there are likely members of your team who hold vast knowledge, but they aren’t the most vocal or are in roles that don’t call for lots of exposure. Yet, they could be your company’s best leaders. Help them boost their PR by directly asking for their thoughts or to take the lead on a project – an opportunity to share what they know.

Habit: Reliance on the go-tos

The harm: Do you ever say, “I don’t know what we’d do without so-and-so”? That’s a problem. While So-and-so may be proud to be the company’s walking wiki , it’s a burden to have to answer the same questions constantly. These interruptions make your expert less capable of doing great work, and if they decide to walk, all that knowledge goes with them.

The fix: Build your bench. Some companies make it part of everyone’s job to mentor another employee, and even go so far as to tie salary increases and promotions to passing on knowledge. This way, more than just one brain knows how you do as a team or organization. Creating a program like this may be a big cultural shift – and could be too much at once. You may start with interviewing and documenting what your go-to experts know. (We’ll tell you how in a bit.)

If you build it, they will contribute

For this and so many other good reasons, knowledge-sharing systems are a crucial tool in keeping your entire organization in the loop. When people share what they know, your organization will collect all kinds of useful content. This knowledge-sharing system will soon be jam-packed with everything from FAQs and product troubleshooting tips, to high-level documents about the company’s goals and mission. 

With total transparency, teams are able to find and communicate relevant information easily. Not only does it connect the right people with the right content, it cultivates a company culture that shares wins, losses, and lessons. By shining a light on mistakes or disappointments – product launches that didn’t take or reasons why your company’s customers are choosing the competition – all employees benefit.

Some knowledge on types of knowledge

Now that you've gotten real with the state of the state of your company's openness, understand the different types of knowledge you will want to capture. By placing these insights into separate buckets, you’ll have a better sense of how to capture them. (We’ll tell you how to get started too.)  

Tacit knowledge . It’s one thing to be told that a stove is hot and quite another to get that lesson while running to the ER after placing your hand on it. Some things you just have to figure out by doing – that’s tacit knowledge. Think about how much we pick up just going about our day-to-day jobs. It’s the most valuable information for businesses and the toughest to pin down. You don’t know what you don’t know until you need to know.

Capture it: Harnessing all the business-driving stuff inside the heads of your employees is hard, and not a perfect science. But there’s hope. You can recruit an interviewer who can ask the deep-dive questions of your veteran employees, document their answers, and store them in a best practices hub within your knowledge-sharing system. 

That was a lot of words. Here’s how this might play out. Vernon is one of your top support reps who has been solving issues for your customers for several years. He always gets five-star ratings no matter how dire the reason your customers call in. How is he doing this?

Have an interviewer sit with Vernon to learn what is beyond the talking points or trouble-shooting guide. What are the special things that Vernon is doing to please callers? Throw him some scenarios and see what he comes up with. Gather up his answers and share them broadly in your knowledge-sharing system, social intranet , or internal wiki and encourage everyone to use it so we don’t all lose it. (Bonus: Vernon will feel incredible and may be more proactive with sharing his approaches in the future and/or encourage others to do so too.)

Here’s one way we gather tacit knowledge at Atlassian. “We have something that we like to call conversation guides,” explains Wall. “We'll sit on a call with the person who just knows this stuff to their bones and write down every single thing that that person asked the customer, every single phrase, and all of the concepts. Then we try to formulate it into something that other people can use, so that they get that base level of knowledge without having had to live in those shoes for 15 years.”

Explicit knowledge . Also known as “codified knowledge,” this is information that has moved out of the brain and into written or audio form. It’s now available for mass access and consumption. It’s the stuff you likely already have ready to go, such as the employee handbook, whether we work the day after New Year’s, and how the heck to get that printer to stop jamming.

Capture it: Good job on preserving these important assets in some documented form. Now make sure they’re findable and current, so that they deliver long-term value. You can’t really blame the events team for ordering 500 company t-shirts with the old logo if that’s what they found in your files.

Skip the shared drives (which can be a document black hole) and bring on a solution that makes updating and sharing knowledge easy and fast. Tools like Confluence , an open platform for creating, sharing, commenting on, and archiving all content, can help. 

Implicit knowledge . These are the unwritten how-to’s of the office that originate in the processes and routines of the everyday. These tidbits turbocharge you into getting things done smoothly and efficiently – and appropriately within your company’s culture. “It lives in how you run the business,” says Wall. “It’s what everyone knows.”

It’s the difference between creating a project plan in Google Slides when the culture prefers using Trello boards. It shows newcomers how to be as they ramp up on their work function and saves them from having to ask questions like whether it’s ok to Slack the boss after 5 or if anyone minds if you turn off your camera during video conference calls.   

Capture it:  This one is a toughy since a lot of the “how we do” details stem from living and breathing the company culture and infusing it every email, project, and presentation. Your mission and vision statement can serve as high-level guidelines of what everyone should put first in their day-to-day interactions. You also want to grab and share specific ways of working that trip people up. 

One way to do this is to survey your employees asking “What about the way our teams work did you wish you knew on day one?” and gather feedback. Then consolidate the answers into best practices docs that you can then share broadly to new hires as well as current employees.

Now that you know what you know about knowledge-sharing

Knowledge sharing isn’t a one and done; it needs to be embedded into the fiber of your company so that valuable information doesn’t vaporize, become locked in silos, or disappear when a veteran moves on to their next adventure. 

You might think that you’re all set up to keep business-driving knowledge forever and ever, but take an honest look and see if your organization encourages employees to keep their cards close to their chests. Run through the practices we’ve talked about, but equally important, see how you can model the change you want to see. 

Here’s some homework: have thoughts about how to improve the knowledge sharing practices in your company? Share them (and this article, why not?) with your team right now and kick off the dialogue. Go, go!

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5 tips to establish a knowledge sharing culture

Knowledge sharing is the act of developing processes to help an organization access important information across multiple teams. In this article, we discuss different types of knowledge your team may want to document and actionable tips to build a knowledge sharing culture within your organization.

Sharing information is something we do every day. A quick text, a conversation over coffee, or even a phone call are all examples of knowledge sharing. Knowledge sharing in the workplace is equally prevalent. But in order to capture and document knowledge, you need some strategy, consistent communication, and regular updates. Here’s how you can do this.

What is knowledge sharing?

There are three main types of knowledge:

Explicit knowledge : The most basic form of knowledge. This information is easy to share because it is easily recorded and communicated. For example, directions on how to log in to a new email account would be considered explicit knowledge. 

Implicit knowledge : An easy way to explain implicit knowledge is “learning by doing.” This type of knowledge is information you learn by applying explicit knowledge. For example, you can read explicit information on how to drive a car, but you don’t actually learn how to drive until you get behind the wheel. 

Tacit knowledge : This is information that you learn based on personal experience. This type of information is challenging to share because it’s often personal or cultural in nature. When this information is shared, it often involves practicing skills over time. For example, knowing how to land a sales pitch is a good example of tacit knowledge. You can rehearse a script all you want, but landing a sales pitch requires you to listen to your audience and understand small nuances that you can only get from practice and experience.

Knowledge sharing vs. knowledge management

Knowledge sharing and knowledge management are two processes that are very much intertwined. Knowledge sharing is a process that falls underneath the knowledge management umbrella. Knowledge management is the proactive strategy of organizing, sourcing, and storing information.

Think of this process like a public library: knowledge management is gathering the books and deciding how to organize them on the shelf. Knowledge sharing is creating the process for how to share those books out to the people who need that information.

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The importance of knowledge sharing

Knowledge sharing is an important part of building the foundation of your company’s culture . It sets the stage for how to communicate and share information within the company, regardless of your role. Here are a few key reasons why you should encourage knowledge sharing as part of your company culture.  

Develops connections between your team members

Knowledge sharing between team members is a good way to increase collaboration and improve teamwork. You can share important information such as your team’s processes, communication preferences, and strategy documents. This helps break down information silos and share the important information teams need to successfully collaborate on a project.

Provides a source of truth for documentation

The process of knowledge sharing allows your team to establish a central source of truth for important information. This can be anything from team processes to a workplace code of conduct. In the event that someone on your team wants to search for information, they’ll know exactly where to go.

Prevents siloed information

When your team regularly shares and stores relevant information in a database, everyone on your team has access to important information. This means that information is not owned by one singular person. You don’t want only one person to know a crucial piece of information because if that person ever gets sick or leaves the company, you would no longer have access to it. Knowledge sharing means that the rest of the team has the information needed to keep the workflow functioning smoothly, regardless of who’s involved. 

5 tips to share knowledge in your organization

Knowledge sharing isn’t the responsibility of one person or team—-it’s the responsibility of the entire organization to ensure that all information is shared correctly. Here are a few tips to ensure how to encourage knowledge sharing in your company. 

1. Develop a knowledge management strategy

If you’re in the early stages of knowledge sharing in your organization, start by developing a knowledge management and communication strategy. The best way to develop a knowledge management strategy is to collaborate with other team members and decide what information is important to document. If you’re having a hard time deciding what information is important, think about what kind of information the people on your team and cross-functional partners need to know to get their work done.

Still unsure what kind of information to put in your knowledge management strategy? Try answering these questions:

Is there a certain process or procedure someone needs to follow to do a certain task?

What information do our regular collaborators need to know to work on this project?

What information would my team need to know if I were unable to work unexpectedly?

What information is crucial for regular business operations?

2. Promote the right culture

Fostering a culture of sharing information starts from the top. If company executives lead with transparency and are willing to share how their processes work, individual contributors are more likely to follow suit. It’s important that your leadership provides opportunities for knowledge sharing to happen consistently and organically. 

One way you can do this is to set up spaces in your workplace that promote organic knowledge sharing. For example, collaborative work spaces like conference rooms and open plan offices can help foster conversation. If your team works remotely or has a hybrid office model , you can also foster knowledge sharing both in a “face-to-face” setting via a video conference, or asynchronously through knowledge bases and project management tools . 

3. Encourage different mediums of knowledge sharing

Your team members all have a variety of different skills and ways they best communicate. One of your team members may be a fantastic writer and can easily share information in a concisely written document, while another may be a better public speaker. This could mean that your team has different ways of sharing information. No matter how your knowledge is shared, like a video or a step-by-step manual, it should all be accessible and live in one place. The best way to do this is to use a knowledge management platform that can support different types of files.

4. Identify the team experts

No matter the size of your company, your team will have a handful of people who are experts on how processes work. If your company is just starting out, find the people who are creating processes and have them write it down. For larger organizations, work with team leaders to identify specific people who have expertise in certain areas. It’s important to have documentation of procedures and information so your team can refer back to it for reference.

Here at Asana, our team uses Areas of Responsibility (AORs) . Anybody who is responsible for that item is also responsible for documenting the knowledge that relates to that specific responsibility. This means that everyone shares the responsibility of documenting information and knowledge. It also means that a wide range of topics are covered, and nothing gets left behind. 

5. Establish a collaborative knowledge base

While different team members may have different ways of sharing information, there should be a universal location for this information to live. Using a digital knowledge base can make it easy for your team to upload information and edit it when information changes. Digital knowledge management also helps your team stay up to date with the most relevant information, because the information can be updated in real-time. This helps prevent your team from accessing any outdated or irrelevant information.

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Essay on Knowledge for Students and Children

500+ words essay on knowledge.

Knowledge is understanding and awareness of something. It refers to the information, facts, skills, and wisdom acquired through learning and experiences in life. Knowledge is a very wide concept and has no end. Acquiring knowledge involves cognitive processes, communication, perception, and logic. It is also the human capacity to recognize and accept the truth. Knowledge can be used for positive as well as negative purposes. Thus knowledge can create and destroy at the same time. One may use knowledge for personal progress as well as the progress of the community, city, state, and nation. Some may use it for negative purposes that may not only harm individuals but can also harm the community.

Importance of Knowledge

* Knowledge is a success – In today’s world without education and the power of knowledge, it is not possible to succeed in life or even keep up with the fast-paced life. It is not just enough to have knowledge on a particular subject to succeed but it is also important to have knowledge about how to use it effectively to succeed. One should have knowledge about various aspects of a subject.

* Personal Development- Knowledge can last for a lifetime and it impacts our growth which influences everything in our life from relationships to work. Knowledge is important for personal growth and development . We can gain knowledge on everything that we find interesting like any dance form, art, architecture, history or just about anything for our personal development. It makes us wise enough to independently make our decisions in life. But it is important to adopt a positive mindset to become a constant learner only then it helps us progress and achieve our goals.

* Knowledge solves problems – problems in life which can be solved with the power of knowledge. Knowledge sharpens our skills like reasoning and problem-solving . A strong base of knowledge helps brains function more smoothly and effectively. We become smarter with the power of knowledge and solve problems more easily.

* Everyday Life- Knowledge is important and useful in day to day events. For example, if I have to buy air tickets online, I need to have knowledge about the various sites and their discounts, their terms & conditions or like online banking. If I don’t have knowledge then I end up paying more. So gaining knowledge is a constant process and is useful every single day.

Get the huge list of more than 500 Essay Topics and Ideas

The process to increase knowledge

Open-Minded- We always learn something new by building on the knowledge that we have. We must always be open to accepting knowledge or information from anywhere we get. It may be from books, virtual media, friends, etc. To move on from one step to another we need to know more. Like in school we start from LKG, KG and then move on to 1st standard, 2nd standard and so on. It builds a strong base.

Reading Magazines- Reading helps to decode text and improves fluency to pronounce the speech sounds clear. Reading gives an idea about different topics and different views about them. One can get the actual global knowledge. Apart from that one can learn many new terms and phrase.

Communication- Shared knowledge allows you to communicate. Shared knowledge is important for communicating and understanding each other. When we discuss a certain topic with classmates, friends or relatives they have certain knowledge about it. So through communication, we get new ideas, facts and develops our knowledge. We can also identify what have we learned and what still we don’t know that helps us to clear our doubts later.

Watch documentaries or educational videos-  Discovery Channel, for example, provides excellent documentaries that keep you engaged. If you don’t like reading, this is an excellent alternative to getting your daily dose of knowledge while still relaxing in your couch!

The more knowledge we have the more power we possess. It is important for our personal and professional development and leads us to achieve success in life. Knowledge helps us in several ways but the best part is that it helps us understand ourselves as well as those around us better. It also helps us act wisely in different situations

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Essay on Giving And Sharing

Students are often asked to write an essay on Giving And Sharing in their schools and colleges. And if you’re also looking for the same, we have created 100-word, 250-word, and 500-word essays on the topic.

Let’s take a look…

100 Words Essay on Giving And Sharing

The joy of giving.

Giving means offering something to others without expecting anything back. When we give, we help someone else. This could be giving time, money, or toys. It feels good to see others happy because of what we share. Giving teaches us kindness.

Sharing with Friends

Sharing is when you let others use or enjoy something that is yours. By sharing a snack or a book with a friend, you make your friendship stronger. Sharing shows that you care about others.

Sharing at Home

At home, we share many things like food, chores, and space. When we share, we learn to live together in peace. Sharing at home makes family life better for everyone.

Giving to Those in Need

Some people don’t have as much as we do. Giving them food, clothes, or toys can make a big difference. When we give to those in need, we show love and make the world a better place.

250 Words Essay on Giving And Sharing

Giving means to offer something to someone else without expecting anything back. It is like handing out a piece of your cake to a friend because you want them to smile. When we give, our hearts feel light and happy. Think about the time you shared your toys with your friends. It made playing together even more fun, right?

Sharing Brings Us Together

Sharing is when you let others use something that is yours. By sharing your snacks at lunch, you’re not just feeding someone’s stomach, but you’re also feeding the friendship. Sharing has a special power; it can make a group of people feel like a family. It’s like when everyone brings different colors to paint a picture, and the picture turns out beautiful because everyone contributed.

Helping Those in Need

There are people who might not have as many things as we do. When we give them some of what we have, like clothes or books we no longer use, we help make their lives better. It’s like giving a blanket to someone who is cold. It’s a simple act, but it means a lot to the person who is shivering.

Giving Without Gifts

Remember, giving isn’t always about things. You can give your time by helping your mom in the kitchen or you can give your attention by listening to a friend’s story. These things don’t cost money, but they are very valuable to the ones who receive them.

In conclusion, giving and sharing are like seeds of kindness. When we plant them, they grow into trees of happiness and love that shade everyone around us. Let’s all try to give and share more; it will make our world a much better place.

500 Words Essay on Giving And Sharing

Giving is like planting a seed. When you give something to another person, it’s like putting a seed in the ground. Over time, that seed grows into a plant that can give fruits or flowers. Giving can make you feel happy inside. It’s not just about giving away things you don’t want anymore, but also sharing what you love or what you think will help someone else.

Sharing with Friends and Family

Sharing is a big part of being with friends and family. When you share your toys with your brother or sister, you are showing them that you care. Sharing your snacks with a friend at school can make lunchtime more fun. It’s not just about things, either. Sharing your time by helping a friend with homework or listening when they’re sad is just as important.

Sharing in the Community

Your neighborhood, town, or city is a bigger family. Sharing here can mean helping people you might not know. It could be giving clothes you’ve outgrown to a place that gives them to kids who need them. Or it could be spending time with older people who might feel lonely. When you share in your community, you help make it a happier place for everyone.

There are people in the world who don’t have enough food, clothes, or a place to live. Giving to these people is very important. You can give money to charities, or you can give your time by joining in on charity events at school or in your community. When you give to those in need, you’re like a superhero fighting against hunger and cold.

Sharing Knowledge and Skills

You can also share what you know. Teaching your little sister how to tie her shoes or showing a friend how to solve a tough math problem are ways of sharing your skills. When you share your knowledge, you’re helping someone else get better at something, and that feels really good.

The Happiness of Giving and Sharing

When you give or share, it doesn’t just make the other person happy; it makes you happy too. It’s like a circle of happiness. You give, someone else feels good, and that makes you feel good too. Scientists have even found that when you give or share, your brain makes you feel joy.

In the end, giving and sharing are about caring for others and yourself. They are about making the world a little brighter, one act of kindness at a time. Whether it’s a toy, your time, or a smile, every bit of giving and sharing adds up. So, look for ways to give and share every day, and watch as the world around you becomes a better place.

That’s it! I hope the essay helped you.

If you’re looking for more, here are essays on other interesting topics:

• Essay on Giving Back To The Community
• Essay on Goal Of My Life
• Essay on Goal Setting Is Important For Success

Apart from these, you can look at all the essays by clicking here .

Happy studying!

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