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Organizational Learning and Organizational Memory 387
Table 11.2
The three-tiered approach to knowledge capture and transfer for knowledge continuity
Knowledge transfer (KT)
approaches Types of knowledge Tangible by-products
Individual structured Operational Map of key knowledge
interviews with expert Anecdotal Map of key contacts,
KT at individual level Lessons learned memberships
Best practices Glossary of discipline
Where to fi nd knowledge Interview templates
and experts Interview transcripts
Key tasks and task support
systems
Facilitated workshops with Tactical Workshop notes
community of practice Knowledge fl ow facilitators Knowledge repository design
members and implementation
Knowledge fl ow blocks
KT at group level Map of social interactions
Identifi cation of CoP
within CoP and with external
stakeholders
Storytelling workshops and Strategic Map of key intellectual assets
individual interviews with consensus regarding key of the organization
key executives intellectual assets Organizational lexicon of key
KT at executive levels Criteria for evaluation of concepts
intellectual assets ’ business Springboard stories
value
Historical knowledge
(organizational “ saga ” )
Source : Adapted from Dalkir 2002 .
at all three levels in order to identify what is fairly easy to transfer, hard to transfer,
and impossible to transfer from one individual to another, in a retirement or succes-
sion planning situation.
The three-tiered approach to knowledge capture and transfer described here helps
ensure that critical intellectual assets are identifi ed at the individual, community, and
organizational levels. By capturing all the individual, community, and organizational
intellectual assets explicitly in the form of a map, the organization is able to make use
of this to create and sustain competitive advantage, barriers to entry, and continued
innovation and learning ( Senge 1999 ). The map of the organization ’ s intellectual
assets will also make it much easier to identify knowledge areas at risk (imminent
retirement of an expert, disbanding of a community of practice, lack of tangible by-
products left behind as an organizational legacy).