Sharing knowledge - whether between individual employees, teams or entire organisations - is no longer a matter of course these days. Knowledge sharing projects in particular are often under great pressure because change comes quickly and an organisation's expertise is a key resource in the digital age. Companies and managers who specifically promote knowledge sharing not only create a clear competitive advantage, but also ensure that experience, skills and critical competences are retained and utilised[1]. But how can this exchange be systematically organised in order to have a lasting effect? This is the central topic of this article - and this is precisely where transruption coaching comes in to provide impetus and enable concrete results.
What is behind successful knowledge sharing?
Sharing knowledge is much more than just handing over or receiving documents or data. It is about the targeted transfer of useful expertise, context and insights - i.e. those experiences that are not always easy to document[6]. Explicit knowledge (e.g. guidelines, manuals) is comparatively easy to share, but the really valuable, implicit knowledge (e.g. experience, intuition) is often more difficult to grasp and can best be passed on through direct exchange[2][4]. For decision-makers, this means that a sustainable exchange of knowledge can only be achieved if both are taken into account.
The culture factor often plays an underestimated role here. An open, trusting atmosphere is the basis for people really wanting to share their knowledge. And it forms the core of many successful projects that transruptions coaching has supported.
BEST PRACTICE with one customer (name hidden due to NDA contract) A renowned logistics company wanted to secure the knowledge of experienced employees before they retired and integrate it into the teams of younger colleagues. Instead of a traditional mentoring programme, we developed a hybrid format consisting of digital knowledge databases, moderated exchange rounds and regular „storytelling“ workshops. This created a lively learning culture that translated the implicit knowledge of the „old hands“ into the practice of junior employees. The result: process improvements, greater satisfaction and a noticeably increased sense of togetherness.
Real examples from practice show that successful knowledge exchange is no coincidence, but requires targeted impetus. Projects often fail not because of a lack of technology, but because of a lack of attention to the human factors that determine the exchange process[1].
KIROI Step 1: Create the right framework conditions
Transruption coaching often starts with step 1 of KIROI - analysing and designing the right framework conditions for knowledge exchange. This is because many organisations come with typical issues:
- Expert knowledge gets stuck in silos.
- Employees do not know who they can contact if they have any questions.
- Critical information is lost when specialists leave the company.
KIROI Step 1 focuses precisely on this: designing the right structures, processes and tools to enable systematic knowledge sharing. This includes consciously incentivising the desire to share knowledge - and only using technical platforms where they really help.
BEST PRACTICE with one customer (name hidden due to NDA contract) In a medium-sized company in the manufacturing sector, knowledge sharing was long regarded as a „freebie“ and only took place sporadically. As part of a change project, we introduced a clear „give & take“ culture together with the management: Learning time and knowledge sponsorships were measurably integrated into target agreements and every contribution was publicly recognised. The result: the number of actively shared „lessons learnt“ tripled within six months and new, interdisciplinary project groups were formed to drive innovation forward together.
It is important to understand that while tools and platforms - such as digital knowledge management systems or social intranets - are helpful, they are only effective if they fit the corporate culture and are easy to use[2]. Clients often report that they have relied on technology for too long - and overlooked the actual barriers.
Exemplary measures for successful knowledge exchange
Experience has shown that transruption coaching recommends step-by-step approaches in order to anchor knowledge exchange sustainably:
- Create transparent incentive systems: Formulate clear expectations and measurable targets for knowledge sharing - and link them to personal target agreements.
- Establish structures for informal dialogue: Shared learning formats, such as coffee talks, brown bag lunches or open exchange rounds, promote the spontaneous transfer of knowledge - regardless of hierarchies.
- Enable the curation of knowledge: Think about how you can document knowledge in such a way that it can be found quickly, remains comprehensible and practical - and ensure that content is updated regularly[3].
- Use a variety of methods: Combine digital platforms, personal exchange and regular reflection to specifically promote explicit and tacit knowledge[4].
- Create trust: Enable an open error culture in which experiences can be shared openly - without fear of „knowledge theft“ or judgement.
BEST PRACTICE with one customer (name hidden due to NDA contract) In a consulting company with international project teams, knowledge often remained at a national level. We developed a „community of practice“ concept in which experts could regularly exchange information virtually and reflect on lessons learnt together. A solution-orientated moderator who ensured openness was key. The teams quickly reported improved solutions and better networking - which also benefited customer projects.
This creates sustainable structures that go beyond one-off workshops. Knowledge sharing becomes part of everyday life - and ensures that companies can react flexibly to changes.
Implementing KIROI Step 1: Concrete tips for decision-makers
Many decision-makers ask us how they can take the first step. Here are some practical ideas that transruptions-Coaching brings from the industry:
- Create spaces: Provide physical and digital spaces in which knowledge transfer is easily possible - from classic coffee-table discussions to virtual project rooms[7].
- Be a role model: Decision-makers who openly share their knowledge send a clear signal to the entire team. Show that sharing is encouraged - and that mistakes can also be discussed openly.
- Evaluate on an ongoing basis: Take regular feedback on knowledge sharing and continuously adapt processes. What works? What is not being used? What is still missing?
It is important that knowledge sharing is not understood as a one-off process, but as a continuous, mobile exchange that adapts to the requirements of the organisation.
Ultimately, it is about creating a culture in which knowledge transfer is a natural part of work - and is not perceived as a burden or an extra task.
My analysis
Knowledge sharing is much more than a buzzword or a standard measure - it is a key success factor for organisations that want to remain agile, innovative and crisis-proof. Experience shows that knowledge sharing projects are particularly successful when they not only focus on tools and technology, but also specifically take human factors, culture and continuous reflection into account. KIROI Step 1 provides a clear framework for this: Analyse the initial situation, consciously design the structures and create space for exchange that is actually lived.
Transruption coaching supports organisations in precisely this important phase - with methods that have been tried and tested in practice and impulses that really work. This turns knowledge sharing from a project into everyday life - and thus into a real driver of innovation, performance and satisfaction.
Further links from the text above:
Definition Knowledge Exchange | Glossary Business Processes
Knowledge exchange in knowledge management: tools & methods
Knowledge sharing: The ultimate guide
What is knowledge sharing and why is it important?
Knowledge transfer - Wikipedia
Knowledge exchange - Definition at Bizzikon
Knowledge transfer - definition at Sage
Knowledge transfer - methods, examples, definition
Opportunities to utilise knowledge sharing at Atlassian
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