Knowledge is like an iceberg
The vast majority of human knowledge is passive knowledge - which lies hidden beneath the surface.
Only a small percentage is active knowledge which can and will be used in the average workday. A
comparison between human knowledge and an iceberg is therefore logic and tell what is it all about.
The passive knowledge holds the key to new and more effective solutions in the organization.
The passive knowledge also holds the key to a new mutual culture (mutual behavior), a measurably higher
level of innovation (200 - 500%) including a new ability and old desire to create sustainable changes
throughout the organization.
Knowledge sharing - how hard can it be?
From time to time this point of view comes up in various organizations. But in reality nothing are more
problematic than ignoring the challenge in terms of knowledge sharing across people and borders. Knowledge
sharing is difficult in practice without the proper know-how and the right solutions. Therefore Manstep has
developed new effective solutions to help organizations with knowledge sharing. Effective solutions you
can easily continue working with yourself after we started the process up.
Is knowledge and information the same?
Very few organizations are aware of the difference between knowledge and information (data). The difference
between knowledge and information are great both in theory and practice. Let us take a look on the definition:
“Knowledge is information that changes something or somebody"
Peter F. Drucker ("The New Realities")
Information must, in other words, first internalized in the individual before we can talk about a successful
transition from information to new knowledge. In reality this is a journey through the personality perceptionsfilter.
We know the input (information) but we do not know the output (knowledge and behavior) of the individual
before the end. Therefore, the difference between knowledge and information are significant. They must be
handled in different ways to create a successful knowledge sharing.
The classic elements of knowledge sharing:
- Gather knowledge
- Storing knowledge
- Sharing knowledge
But in reality this definition fits better at sharing information than on effective knowledge sharing.
It takes far more to create effective knowledge sharing
Based on our 13 years experience with knowledge sharing goes this definition is not very far. It requires far
more than three short statements to create an effective and successful knowledge sharing in an organization.
Moreover, the true challenges in knowledge sharing often in many other fields such as:
- Releasing staggering passive knowledge within all employees (the iceberg)
- Aligning knowledge across people, departments and national boundaries (a continuous quality assurance process)
- Ongoing changes in many people's habits and routines (the business culture)
- Create a simple, logical and manageable platform for knowledge sharing (transparency and structure)
- Understanding the motivational factors regarding knowledge sharing (psychology)
- Insight into the brain functionality regarding knowledge (physiology)
The list is not complete but it gives an idea of what is needed to become a success. It makes knowledge sharing,
both complex and challenging. But the short answer to this major challenge is called Active knowledge sharing.
Active knowledge sharing
Active knowledge sharing is just one but very efficient process. Seen from the out side the solution looks very simple
but it contains all the necessary elements to create a practical and effective knowledge sharing, for example:
- Preserve, document, maintain and demonstrate knowledge in the organization
- Systematic releasing a large quality of passive knowledge throughout the organization (the iceberg)
- Ongoing alignment of vital knowledge across people, departments, and borders
- Systematic knowledge sharing and continuously adjusting human habits and work routines
- Create a more dynamic and innovative corporate culture that thrives on being able to change goals and direction quickly
Transformation of knowledge between A and B
Active knowledge sharing helps companies collect and move know-how - faster and more dynamic than usual.
Active knowledge is accumulating knowledge at A and moves it over to B - easy and elegant. Exploiting the
active, passive and silent knowledge in the business far more efficient than today. Across people, departments,
countries and cultures. We create a new dynamic culture within the company - both at A and B. The dynamic
influence amplified locally, and you are easily able to make an ongoing benchmarking and knowledge sharing across
Examples of knowledge we have moved in different companies with Active Knowledge sharing
Very motivating and inspiring process
Active knowledge sharing is the most motivational and positive way to work with changes with in organizations.
The process is operated 100% by the employees themselves and their combined active / passive / silent knowledge.
Releasing a large quantity of passive and silent knowledge create a new dynamic behavior not seen before. Active
knowledge sharing creates an exciting and far more inspiring workplace for all - whatever you work with on a daily basis.
Less stress, decreasing absenteeism and increasing employee loyalty
Stress is linked to feelings of powerlessness and a lack of prospects for positive change in the future. Exactly this
treat is active knowledge sharing effective eliminating and the fact that all employees both designate and continuously
creates smaller and larger improvements reduce the stress level systematic. Under these new conditions, stress can not
survive. The effect is reflected in a declining absenteeism and increasing employee loyalty directly. It is much more fun
to go to work when one helps to make a noticeable difference in daily life.
When knowledge sharing becomes intelligent - and a new Lean Generation process
Visionary companies have designated active knowledge sharing as a next generation Lean process (new Lean
Generation) - now transferred to human knowledge and not just to a physical product, process or administrative routine.
This picture is not entirely wrong, though not fully adequate for the content of active knowledge sharing. Active
knowledge sharing opens an inexhaustible source of active and passive knowledge systematically put together in
a new and effective way. Precisely this aspect makes active knowledge sharing significant more value adding than
a traditional Lean process. Lean process reaps diligently - but not systematically releasing a large passive and silent
knowledge into the organization. That is the reason why active knowledge sharing is called as a more intelligent solution.
Knowledge consists of 4 categories
Knowledge is not simply knowledge. For the same reason it is advantageous to divide knowledge into 4 categories.
The first category is active knowledge, which is the best category. Active knowledge is knowledge that is shared across
people and moved into action and new results. Active knowledge is never static, but changing with a high speed changing
world dynamically. The second category is passive knowledge. Passive knowledge is forgotten knowledge, or knowledge
we are uncertain to use for a variety of reasons. The third category is silent knowledge. Silent knowledge is knowledge that
deliberately withheld and not shared for certain reasons. The fourth and final category is lack of knowledge and is self
explanatory in its wording.
Only 10% of all knowledge becomes active knowledge, 90% end up as passive or silent knowledge.
Example of passive knowledge
Almost everyone has tried to come home from a course, a post-education or similar and unfortunately had to recognize
that nothing real new had been learned. You known most likely - more or less - the basic theory and method in
advance. The problem is rarely, a basic lack of knowledge. There is plenty of knowledge among all employees. But
unfortunately it is a passive knowledge. Knowledge we are not able to transform or "translate" to active knowledge -
and create action and new results.
Example of silent knowledge
There are people who are convinced that the more knowledge they have a monopoly on, the greater a job security
they have. E.g. A experienced employee who has been asked to train a new colleague. But during training fails the
experienced employee to disclose all vital elements and important details. This withheld knowledge described as silent
knowledge. Silent knowledge occurs at all levels within the company. The extent varies widely from organization
The result / impact
The effect of working with Active knowledge sharing is visible and measurable in area such as:
- > 95 % vital information is disclosed, maintained, documented and shared systematically across the organization
- Changes that usually take months - now done in a few days / weeks
- Training all new employees on a higher quality level typical carried out within a 50 % timeframe
- A new corporate culture is created "Stone by Stone" from employees directly
- Innovation rate in the entire company increases typically with 200 to 500%
- Efficiency increases typically by 10 - 25%
- The quality increased typically by 15 - 30%
- Employee satisfaction increases typically by 10 - 20%
- Customer satisfaction increased typically by 15 to 30%.
Read more about the effect here
"World Class" knowledge - says Audi, Volvo, Nissan and Renault
Our customers (first part) and their customers (second part) gives our solutions very nice words on the road. E.g.
Assessors from Audi, Volvo, Nissan and Renault, give our solutions predicate "World Class" independently of one
another, from one of our customer cases. Det Norske Veritas has audited our work for another customer. DNV comment
was: "It is smart, simple and effective - and the financial effect is reflected on the key figures positively".
DNV has strongly recommended our solutions to other companies subsequently.
Active knowledge sharing - effective solutions at 3 different levels:
Active knowledge sharing (level 1) Best Practice training - to walk in others' footsteps
Best Practice is to repeat other people's good practice and adopt it as your own. Coming from a starting point that
is well below the current best practice level makes it good sense and creates real value to adopt Best Practice.
Conclusion: Sharing knowledge through Best Practice training has a good effect if you have lost momentum on the
internal lines.The weakness concerning Best Practice is that you can just repeat the success of others, creating nothing new.
Active knowledge sharing (level 2) Next Practice - to take a new step ahead
Where Best Practice is about stepping into someone else's footsteps, dealing with Next Practice - quite deliberate -
enters a step ahead to the existing Best Practice. This conscious and coordinated change of course is not just a Best
Practice - but a Next Practice. Next Practice is tomorrow's new practice created from - a need and desire - to move
forward and develop the daily work life into a dynamic performance. When the Next Practice culture implemented in
organization efficiently all new input an interesting source of inspiration to lift the Next Practice yet another step up
to the extent that it creates new value. Conclusion: Next Practice is on the one hand, current knowledge and
experience, and on the other hand, systematic innovation created based on a mutual platform. Next Practice is
very robust in daily life and requires minimal effort to work effectively. The weakness concerning Next Practice is
very small and concerns the range of cross-collaboration in the organization.
Active knowledge sharing (level 3) WorkDymanic - creating a brand new track (World Class)
The dynamic performance created through the Next Practice culture can be significantly enhanced by supercharging
the organization setup. Normally starts the WorkDynamic process first after the organization has become familiar
with Next Practice process. WorkDynamic is created for the ambitious organizations wishing to create a new level inside
and outside the industry. A whole new level that differentiates the organization significantly from all the others in terms
of creativity, innovation, significant higher dynamic across departments and throughout the organization, and the ability
and desire to develop the organization from within all vital areas. Conclusion: WorkDynamic is the way to a World Class
organization where a dynamic and innovative Active knowledge sharing is the focus of the whole organization. The weakness
concerning WorkDynamic is that the solution requires a little ongoing "nursing" from Mansteps side to work properly.
Active knowledge sharing (level 3) Dynamic Project Management - raises coverage in the project
The knowledge sharing and dynamic performance level generated during WorkDynamic, can as well be transformed into
a high performance project management tool. Knowledge from previous projects are collected quite systematic and
reused in subsequent projects across people and borders. The effect is striking and significant. Typically, coverage of
an overall project is increased between 5 to 10%. Moreover, increasing quality and efficiency of project work, and both
staff and customer satisfaction are also growing significantly. Conclusion: Dynamic Project Management is the way to make
significant more value in to a project organization, by working systematically with knowledge sharing across projects,
people and countries. The weakness regarding. Dynamic Project Management is that the solution requires little ongoing
"nursing" from Mansteps side to work optimally.
Active knowledge sharing at three levels - for all types of job functions:
- Basic level (Best Practice training) = Active knowledge sharing
- Medium Level (Next Practice) = Active knowledge sharing + employee-driven innovation
- High level (work dynamic) = Active knowledge sharing + a high speed innovation culture (NEW).
Active knowledge sharing - for project management
- High level (Dynamic Project Management) = Active knowledge sharing + a continual learning process throughout the whole organization (NEW)
The actual need decides where to start. Afterwards you can always upgrade to the next level when the need arises.
Please note that both Best Practice and Personal Practice is described as passive knowledge
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