KMだね - 日々是弥縫

polarbearのエントリーで経由で知ったAnecdote。KMなどのついてのエントリーがあり、なかなかすごそう。読む価値がありそうな気がする。今のところだが。

polarbearのエントリーでは、「Three-dozen knowledge sharing barriers」のエントリーの内容を紹介している。anectodeのエントリーが参照している元々の論文は文献レビューをしているようだ。そこの中から、知識共有の障害をまとめたのだろう。

　３７の障害をどのように選別（さらには文献を選別）したのか。元の論文を見てみないとその規準は分からない。
３７の障害に関する短めの説明は、それぞれ格言や箴言として理解すれば結構ためになりそうだ。

　ただし、その言葉を信じて行動して成功したとしても、その理由ははっきりとは分からないだろう。まあ。理由が分からなくても成功すればいいんだが(元の論文はレビューをしているだけなので、そこから導き出された３７の説明を行動規範とかされても、責任は負えないだろう)。

　でも、成功するかしないか分からないような言葉を信じろと言われても、う〜〜〜んと唸るしかない。^^;
私の場合は。

Individual knowledge sharing barriers

general lack of time to share knowledge, and time to identify colleagues in need of specific knowledge;

apprehension of fear that sharing may reduce or jeopardise people’s job security;

low awareness and realisation of the value and benefit of possessed knowledge to others;

dominance in sharing explicit over tacit knowledge such as know-how and experience that requires hands-on learning, observation, dialogue and interactive problem solving;

use of strong hierarchy, position-based status, and formal power (“pull rank”);

insufficient capture, evaluation, feedback, communication, and tolerance of past mistakes that would enhance individual and organisational learning effects;

differences in experience levels;

lack of contact time and interaction between knowledge sources and recipients;

poor verbal/written communication and interpersonal skills;

age differences;

gender differences;

lack of social network;

differences in education levels;

taking ownership of intellectual property due to fear of not receiving just recognition and accreditation from managers and colleagues;

lack of trust in people because they misuse knowledge or take unjust credit for it;

lack of trust in the accuracy and credibility of knowledge due to the source; and

differences in national culture or ethnic background; and values and beliefs associated with it (language is part of this).

Organisational knowledge sharing barriers

integration of KM strategy and sharing initiatives into the company’s goals and strategic approach is missing or unclear;

lack of leadership and managerial direction in terms of clearly communicating the benefits and values of knowledge sharing practices;

shortage of formal and informal spaces to share, reflect and generate (new) knowledge;

lack of transparent rewards and recognition systems that would motivate people to share more of their knowledge;

existing corporate culture does not provide sufficient support for sharing practices;

deficiency of company resources that would provide adequate sharing opportunities;

external competitiveness within business units or functional areas and between subsidiaries can be high (e.g. not invented here syndrome);

communication and knowledge flows are restricted into certain directions (e.g. top-down);

physical work environment and layout of work areas restrict effect sharing practices;

internal competitiveness within business units, functional areas, and subsidiaries can be high;

hierarchical organisation structure inhibits or slows down most sharing practices; and

size of business units often is not small enough and unmanageable to enhance contact and facilitate ease of sharing.

Technological knowledge sharing barriers

lack of integration of IT systems and processes impedes on the way people do things;

lack of technical support (internal and external) and immediate maintenance of integrated IT systems obstructs work routines and communication flows;

unrealistic expectations of employees as to what technology can do and cannot do;

lack of compatibility between diverse IT systems and processes;

mismatch between individuals’ need requirements and integrated IT systems and processes restrict sharing practices;

reluctance to use IT systems due to lack of familiarity and experience with them;

lack of training regarding employee familiarisation of new IT systems and processes; and

lack of communication and demonstration of all advantages of any new system over existing ones.

【追記】　anectodeのエントリーで取り上げていたGabriel Szulanskiは、sticky knowledgeについて、論文だけではなく、『Sticky Knowledge: Barriers to Knowing in the Firm (Sage Strategy Series)』という本を書いている。