Who said that an organization is the lengthened shadow of a person

Explicit knowledge is knowledge that is easily shared and transferred through writing or speaking. It is information that can easily be picked up from talking to someone, reading a book, or looking something up online. Tacit knowledge is knowledge that is hard to transfer or pass along through writing or verbalization.

While both types of knowledge play a role in knowledge transfer, the most important and difficult! The knowledge transfer process can be daunting at first. Knowing where to start when developing a knowledge transfer process is essential. An effective knowledge transfer process usually looks something like this:. This is the first phase of the process, and arguably the most important.

Remember: just say no to the hours-long information dump. Instead, you want to create a sustainable system for mapping out the knowledge in your organization, then filling in the captured knowledge accordingly. For example, you could start to capture knowledge and organize it by building a matrix or spreadsheet that breaks down the following information:. Easier said than done, right? This step is all about sharing the right information with the right people, the right way.

There are several knowledge transfer methods that are pretty universally viewed as best practices, often used in combination with one another.

Here are some effective ways to knowledge transfer within your organization:. Short or long-term mentorship is an effective way to disseminate information between two people.

Use guided experience when there is a hands-on element required for certain job functions and activities. The person with first-hand knowledge works to share and show it to the individual who is learning the function.

Consequently, no two organizational cultures are alike—or should be. His character determines the character of the organization. The inimitable qualities of Henry Ford, for instance, were stamped on the Ford Motor Company the minute he incorporated the entity.

He hired individuals of like mind and personality, who then hired others of the same ilk. The collective decisions made by these people essentially conformed to the principles set out by the founder, differentiating Ford Motor Company from other automakers.

From a cultural standpoint, Ford today is no different than it was when it was founded years ago. Many insurance brokerages, both old and new, have come to realize the importance of identifying their unique cultures, codifying it in words and then instilling it throughout the firm.

Like many ideas that sprout from the minds of strategic management consultants, the need for a defined organizational culture was initially viewed with skepticism. Many academics, for example, doubted its value. It was not something tangible or something you could see on a balance sheet. Today, I would tell you the opposite. When Ployhart teaches his undergraduate business students about the importance of a business culture, he describes it to them in indefinable terms, such as the feel of humidity on a hot summer day.

The same applies when someone is working for a company. They have a sense of what this company is all about and what it means. Many describe culture in similar terms. Their collective behaviors exemplify what is uniquely different about the organization.

Rita McGrath, an associate professor at Columbia Business School, has divided organizational cultures into four archetypes—creation, collaborative, competence and control. A competence culture emphasizes individual high performance. Such organizations tend to be meritocracies that encourage competition internally.

In contrast, a control culture is hierarchical, along the lines of the military or big bureaucracies, in which 20 people have to sign off on a particular expenditure before it can be earmarked. The challenge is to have the right one in place in the right organization.

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