knowledge retention kz

KNOWLEDGE RETENTION

Capture and Distribution of Knowledge

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“The only source of knowledge is experience”

Albert Einstein

Current developmentsEmployees have knowledge “between their ears” that is of great value to the organization/colleagues;

Employees leave with that knowledge (e.g. because of the aging workforce);

New employees need to be on the right level in a shorter time frame;

Older/more experienced employees have come up with workarounds/short cuts or hang onto outdated knowledge;

External contractors need to be able to perform at the same level of quality as the own employees do.

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Challenges current learning

Formal or class room learning is expensive and hard to plan;

For a subgroup the transferred knowledge is already known. But most often that group is hard to identify (see also slide 5 Tailor made learning);

People will forget 50% of what they have learned within an hour unless they can bring it into practice within an hour (The Ebbinghaus Forgetting Curve, 1885) (see also slide 6 Forgetting curve)

Most of the knowledge is transferred top-down. This knowledge often does not relate to the perception and work place experience of the employee that needs have the knowledge (see also slide 7 Communication gap).

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Tailor made learning

difference in reference framework between sender and receiver

co

mm

un

ica

tion

eff

ort

5

formal learning is necessary

short messages are

sufficient

our tool eliminates uncertainty over what is known

copyright I See I Know

Forgetting curve

time0

kno

wle

dg

e %

one training is merely an impulse

automatic repetition prevents

forgetting

repetition ensures

embedding in memory

100

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abstract thinking

casuistry bridges the gap between the two different

reference frameworks

practice driven thinking

expert/manager

employee

casuistry

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Communication gap


we focus on bottom up knowledge

caption

OUR CONTRIBUTION:

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We help you implement a knowledge capture and distribution process and support that with an

online learning environment

An addition to e-learning and formal training

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This way of knowledge development and retention should be used in addition to already existing learning tools. It offers a low profile opportunity to, bottom up, capture experience based knowledge about the things that are difficult, go wrong and/or are critical.

The knowledge capture & distribution process

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notificationfocus on

improvementareas/points

involve target group

experts decide

learn & apply

ideasfeedback

policy

The basic process inI See I Know

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The answers to simple questions like: • What do you think is difficult?; • What goes wrong sometimes?; • etc, etc

but also:

• Discussions in a team meeting; • A complaint; • A fault report; • etc, etc

can trigger the development of new cases. Important here is to

reach out to the employees and involve them in this process.

focus on

improvementareas/points


experts decide

learn &

applypolicy


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focus on improvementareas/points


experts decide

learn &

applypolicy

From the previous step a case question is developed in the

language of the employee and relating to their working

environment.

This question is presented to some colleagues as a brainstorm (open) question. They answer this question anonymous. As such answers are collected in the language of the employees and relating to their

working environment.


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experts decide

learn &

applypolicy

Experts decide which answers are correct and which are incorrect. They activate at least one good

and three incorrect answers.

We support the experts in this process to make sure they don’t stylize or rephrase the answers.

The experts appoint the finalized case to one or more Functions*

that need to have this knowledge.

* A Function is terminology in I See I Know and can mean a function or a rol



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experts decide

policylearn

& apply

The employees that need the knowledge contained in this case,

practice and have the ability to give feedback on both the

question as well as the answers. The experts react to the employee and

inform line management if a change in processes/procedures

should be investigated.

Next slide show a case question as it appears to a trainee.


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context & question

right answer

explanation

possibility to give feedback

picture related to context

I don't pretend we have all the answers. But the questions are certainly worth thinking about.

Arthur C. Carke

unconscious incompetent

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unconscious competent

conscious competent

conscious incompetent

c

Level of Competence

Leve

l of C

on

scio

usn

ess

Result of repetitive learning

Main benefits of our processMaximum learning efficiency: Learning effort focussed on the critical/experience knowledge that an employee doesn’t posses;

The process caters for commitment from the employees involved. The fact is: they brought in the knowledge, it’s directly related to their work experience and by giving feedback they can initiate process or procedural changes;

Increased awareness for the knowledge domain(s) employee train on.

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Thank you for your attention

for questions and more information:

Rob Mallens+31 65 345 0353

[email protected]

http://www.knowledgezoo.nl

knowledge retention kz

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