Practicality of KM for Meteorological Forecasting #question


 

I am helping the KM implementation endeavors' of the National Metrology Agency of Ethiopia.

how do you guys see the practicality of KM for Meteorological Forecasting?



Ashenafi Abera,

Certified Management Consultant

At Ethiopian Management Institute.

Senior Lecturer and

Ph.D. Student at the University of South Africa. 

Cell Phone: +251 912 16 21 08

 




On Friday, October 1, 2021, 08:36:58 PM GMT+3, Mohammad Hasanzadeh <hzadehm@...> wrote:


Douglas,
Your methodology sounds good, in my view, because it combines several techniques. Know-how knowledge always requires field experience, and apprenticeship to be transferred. However, know-why, know-what, and even know-where knowledge is transferred through discussion and training courses. 
Your emphasis on a blended framework seems to be applicable in many organizations. 
Moahmmad

On Fri, Oct 1, 2021 at 8:14 PM Douglas Weidner <douglas.weidner@...> wrote:
Hi Mohammad, et al

On the topic of exit interviews. There are much better solutions: both mentoring, and knowledge transfer and retention techniques (KT&R).
It was long thought that exit interviews were essential for many reasons, but they don't fully satisfy critical knowledge transfer needs...too late, and too little time, often only two weeks.

Mentoring during a person's tenure is better - about six times better in terms of transferring CRITICAL knowledge.

At the KM Institute (KMI) we teach a Certified Knowledge Specialist (CKS) course called Knowledge Transfer and Retention (KT&R) (Continuity could be added as well for extra clarity of purpose). 

That technique has become one of our most popular post CKM specialty courses, because it is about 1.5x times more effective than mentoring in transferring critical knowledge, and it has many other advantages as well. For example, KT&R is typically one-on-many (5 - 10) vs typically a one-on-one approach with mentoring.

Our description of an organization that probably needs KT&R is: 
Situation: Loss of expert (critical) knowledge due to retirement, turnover, role changes or downsizing. 
Goals: Capture and/or retain expert knowledge, which is being lost due to retirement or high turnover. 

This KM technique (or strategic application), has been proven to work, substantiated by university research, but confirmed as well by hundreds of graduates who have implemented KT&R.

We even use it in our Instructor Train-the-Trainer Programs, where we Rethink Learning.

We are using it now as we implement our HYBRID KM Learning Approach.
To us, HYBRID means not just F2F and virtual, or other such integrated delivery alternatives, but the combination of the English-language KMBOK   

Douglas Weidner
Chief CKM Instructor
KM Institute

On Fri, Oct 1, 2021 at 3:14 AM Mohammad Hasanzadeh <hzadehm@...> wrote:
Great!
An amalgam of so many factors affect the productivity of human resources. Their mental and social situation, internal and external relationships, and even their perspective on the future are crucial to how they think of the organization and to what extent they do their best.
This is the case on the knowledge sharing as well. People always see their knowledge and experience as their intellectual property and share it only in the situation that everything is encouraging.
Some times in some organizations an initiative so called exit interview was carried out. I was skeptic of that, because I believed that people who are leaving their workplace are not in that mood. They would be reluctant and even unable to remember their past experiences.
So, I proposed a work-long knowledge retention and knowledge sharing. As a result, individuals as building blocks of the organizations need to be supported and nurtured to fulfill their responsibilities and have an intention to share their lived experiences.
Mohammad


--
With best wishes
====================
Mohammad Hassanzadeh (Ph.D.)
Professor, Knowledge and Information Science (Knowledge Management)
Vice-Chancellor for Research and Technology Affairs, Faculty of Management and Economics, TMU
Editor-in-chief, Journal of Information Management. stim.qom.ac.ir
Editor-in-chief, International Journal of Digital Content Management (IJDCM). dcm.atu.ac.ir
Managing editor, International Journal of Knowledge Processing Studies (IJKPS) kps.artahub.ir 
Managing editor, International Journal of Learning Spaces Studies (IJLLS) lss.artahub.ir 
Head and Faculty member, Knowledge and Information science Dept.
Faculty of Management and Economics
Tarbiat Modares University, Tehran, Iran
Knowledge Management Senior Consultant



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With best wishes
====================
Mohammad Hassanzadeh (Ph.D.)
Professor, Knowledge and Information Science (Knowledge Management)
Vice-Chancellor for Research and Technology Affairs, Faculty of Management and Economics, TMU
Editor-in-chief, Journal of Information Management. stim.qom.ac.ir
Editor-in-chief, International Journal of Digital Content Management (IJDCM). dcm.atu.ac.ir
Managing editor, International Journal of Knowledge Processing Studies (IJKPS) kps.artahub.ir 
Managing editor, International Journal of Learning Spaces Studies (IJLLS) lss.artahub.ir 
Head and Faculty member, Knowledge and Information science Dept.
Faculty of Management and Economics
Tarbiat Modares University, Tehran, Iran
Knowledge Management Senior Consultant

--
Ashenafi Abera,
Principal Management Consultant, Director, PPP Capacity Building, Knowledge Management,
and Communication and Lecture @ AAU
+251 912 16 21 08