Culture, Competition and Comitment of knowledge Sharing

Knowledge management takes advantage of an organization’s most valuable asset, the collective expertise of its employees and partners.  It ensures institutional continuity and the flow of information across the organization.  It also provides access to up-to-date knowledge and information, which can be particularly useful in decision-making.  Unfortunately, not everyone wants to share.  Some common barriers to knowledge sharing include reluctance to seek advice from others; lack of awareness about its potential benefits, lack of trust and time, functional silos individualism, poor means of knowledge and inadequate technology. 

However, these barriers can be overcome by focusing on the three Cs: Culture, Competition and Commitment.

Changing the culture.  Change the culture within the organization to ensure cross learning between individuals.  This will indicate that employees’ knowledge is respected and valued.  Identify role models within the organization and derive maximum leverage from their skills.  Rewards and recognition awards to support knowledge initiatives will make a big difference. 

Challenging through co-competition.  Encourage employee to challenge each other by.  Introducing competitions and award systems such as the knowledge Champion of the year and the innovators team award. 

Commitment.  This builds on the other two Cs.  Organizations need to e firmly committed to initiate culture change and face challenges and competition internally and externally.  To do this, it is essential to make knowledge sharing an intrinsic part of the system.  Commitment to knowledge sharing must be demonstrated at all levels in order to inspire and motivate employees to ring about permanent changes.