Hi, SIKM: I see Dan K just sent this note to the group :) Here’s the link to the book Sharing Hidden Know-how (Wiley, 2011), on using facilitation, conversation, and translation for getting out knowle

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Kate - ah, came to this thread late, and was reading backwards. I was wondering if your book was going to be mentioned! Great resource to use to methodically, but not... dryly I suppose is the best wo

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At the KM Institute we teach a course on what is no doubt the most rigorous K Transfer approach. It was developed dating back to about 2006, and implemented/perfected in a number of major organization

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Back when I was working I was hired by a major power utility to create a km solution to mitigate aging workforce risk. Employee populations included 10,000 staff in back office and plant engineering/o

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Hi Andrew, I work on KM with UNICEF. For me it would be too soon to share any learnings: I could only share what efforts we have been undertaking because of COVID-19. Having said that, I'd be really i

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Each October we have an internal ‘mini-conference’ on Knowledge Transfer (aging workforce, single point experts, etc.) and are looking for someone at a company who might be willing to spend 30-45 min

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Hello all, Happy to share my thoughts in a brainstorming session sometime - I had to deal with this a bit during my time at GE (and elsewhere), often using tips from Stan and others :) On the Stan art

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I have captured the discussion and items shared in a new Knowledge Retention topic in the KM Collection. The link above is accessible to everyone. Click here to register to access the rest of the KM C

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All, Thanks for all the extremely valuable comments, insights, resources, etc.! This is exactly why I enjoy being part of this group ... if there's ever a question or issue or challenge facing a membe

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No problem, Stan. Glad to elaborate. “Performance Analysis” is a practice long known to many trainers and most human performance improvement professionals (e.g., many of whom belong to ISPI (Internati

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Thanks to everyone who has posted in this thread. It's a great example of how this community works well. David, my article on this subject includes links to additional resources. See Knowledge Retenti

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So true, Arthur. Unfortunately, no amount of expressing concerns over the need to focus on long-term requirements of the business seems to nudge the Top Management to reconsider their priorities. Many

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This is a very valuable conversation that would be useful to have with the appropriate leaders and decision makers in every organisation. Upon reflection, I think that some people may have an incorrec

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It is heartening to see that you’ve already received several brilliant responses and links. So, just my two cents here. 1. You need to have a process that involves interacting with the knowledge “give

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These previous threads may be of interest: Knowledge Harvest Facilitation Knowledge Retention & Talent Mgt Alumni networks... Knowledge retention strategy or Social club? Knowledge Transfer Tool -- fo

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I agree with the strong communities of practice approach mentioned by Arthur below. This is something the Air Force and other military branches have used for many years to assist in handling knowledge

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David, This is not a recent issue it had been around for a Long Time. It’s just escalated recently because of the higher knowledge loss risk in crisis. The ultimate way to avoid this issue is to have

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David - all contributors have provided valuable information on this oft-talked subject of retaining critical knowledge. What I would add are two primitive yet useful points. 1) I like your initial com

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HI, David You have some wonderful examples here, including Tom’s and John’s. I designed knowledge-elicitation in various positions with Intel and Fidelity. The big headline is that you need to scaffol

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David: Tom and Derek have pointed you to some solutions they offer. I’d like to point you to another, one that been around since well before the advent of KM. It is known as “Performance Analysis” and

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