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Expert Knowledge Transfer - Reflections and Panel Discussion
The document discusses expert knowledge transfer and the Leonard-Barton Group's approach. It outlines their methodology of using active learning techniques like observation, practice, partnering, taking responsibility, discovery, and storytelling. These guided experience activities called OPPTY help transfer both explicit and tacit knowledge more effectively than passive lectures. The document also provides examples of their work with Alpha Engineering and a small city utility, and notes that knowledge transfer is often delayed too long after it is needed. A panel discussion followed with experts discussing how to help organizations move knowledge transfer earlier in the process.
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Introduction to Expert Knowledge Transfer and today's agenda including topics to be discussed.
Exploration of active and passive learning, knowledge-sharing solutions, and various techniques for transferring knowledge.
Presentations of case studies: Alpha Engineering and Small City Utility Executive Management.
Identifying critical observations on the timing of knowledge transfer and emotional aspects involved.
Overview of the panel discussion featuring experts Kate Pugh, Madelyn Blair, and John Hovell.
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Expert Knowledge Transfer - Reflections and Panel Discussion
- 1. EXPERT KNOWLEDGE TRANSFER Reflections & PanelDiscussion Cayly Dixon November 23, 2021
- 2. Today’s Agenda ◦ ExpertKnowledge Transfer ◦ The Journey So Far ◦ The Leonard-Barton Group ◦ Example Engagements ◦ Key Observations ◦ Panel Discussion with Kate Pugh, Madelyn Blair, and John Hovell
- 3.
- 4. Active Learning Passive Reception IncreasingGrowth of Deep Smarts ® Knowledge-sharing Solutions • Learning by Doing Guided Experience (OPPTY™ Activities): • Observation • Practice • Partnering (including Joint Problem-solving) • Taking ResponsibilitY • Discovery (Cases, scenarios, problem sets) • Smart Questioning (Knowledge Elicitation & capture) • Stories with relevance (Examples; lessons learned) • Presentations/Lectures (Used almost not at all in this program) Modes of Knowledge Transfer
- 5. Mostly Tacit Explicit Knowledge Sources & Interviews Nature of knowledge tobe transferred Knowledge-sharing Solutions Selecting Knowledge Sharing Techniques Mostly Explicit Mostly Implicit Multiple Knowledge Elicitation Sessions (and K. 360s) Discovery OPPTY: Structured Knowledge Mentoring None or Little Time Months/ Years Overlap Time for Experts & Receivers
- 6.
- 7. SMALL CITY UTILITY EXECUTIVEMANAGER
- 8. Key Observations ◦ It’simportant when it’s personal ◦ It’s usually too late ◦ The emotional and it’s often tied up with legacy and the emotions of letting go ◦ Organizations need perspective and tools to move this type of knowledge transfer earlier in the value chain
- 9. Mostly Tacit Explicit Knowledge Sources & Interviews Nature of knowledge tobe transferred Knowledge-sharing Solutions Selecting Knowledge Sharing Techniques Mostly Explicit Mostly Implicit Multiple Knowledge Elicitation Sessions (and K. 360s) Discovery OPPTY: Structured Knowledge Mentoring None or Little Time Months/ Years Overlap Time for Experts & Receivers
- 10.
- 11. Panel Kate Pugh President, AlignConsulting Faculty,Columbia University 01 Madelyn Blair,PHD Author, Speaker, Resilience Advisor 02 John Hovell Managing Director & Co-Founder, Stratactical 03