Training Role Holders in Knowledge Management Activities
- Dr. Moria Levy
- Apr 30, 2003
- 3 min read
In any knowledge management activity, beyond the knowledge manager themselves, several role holders can be appointed. These role holders have a critical part in the success of the activity we seek to leverage in the short term and to make an integral part of the organizational unit's ongoing lifecycle in the long term.
Role holders must be given structured training with the following objectives:
To provide them with the necessary tools to perform their role
To gain their commitment to the role
To turn them into change agents in their environment/work group
To make them understand its importance and significance to the organization in general and to the organizational unit in particular
Role holders may have professional, managerial, or administrative responsibility. Regardless of the area of responsibility, we must teach them what knowledge management is, connect them to the knowledge management activities taking place in the organization, make them understand its importance and significance to the organization in general and to the organizational unit in particular, teach them the solutions provided to their organizational unit, and teach them ways to disseminate the knowledge they have acquired.
Without the commitment of these role holders, it will be significantly more difficult for the activity to succeed and for knowledge management to become an integral part of the group's ongoing lifestyle.
Hence, there is critical importance to the process of training and connecting role holders to knowledge management in general and the activities conducted in their organizational unit in particular.
Training role holders includes three stages:
Stage One - Introduction, building role perception, introduction to knowledge management
Stage Two - Introduction to knowledge management - continuation, presentation of means for developing existing knowledge held by the role holder
Stage Three - Accumulating new knowledge and imparting it to relevant employees according to existing knowledge needs
Stage One
The Challenge- Building role perception and creating commitment. Increasing familiarity with the field of knowledge management and the benefits derived from its implementation.
At this stage, we want to give appreciation and a "motivation boost" to role holders. We will emphasize the selection of role holders from a broad group of employees based on their skills. We will also create familiarity among the various role holders by introducing them, incorporating icebreaker games, and team-building activities to foster a relaxed and open atmosphere.
Later in the stage, we will introduce knowledge management, build role perception, align expectations, and define the areas of responsibility associated with the role.
Stage Two
The Challenge: Increasing familiarity with the field of knowledge management and benefits derived from its implementation - continuation, learning ways to develop knowledge and increase accessibility to required information at each of the different activity stages.
At this stage, we will continue to enhance the role holders' familiarity with the world of knowledge management and its existing applications, and work on methods and approaches for the importance of knowledge dissemination and its implementation.
Stage Three
The Challenge: Implementing knowledge solutions adapted as much as possible to the knowledge needs and objectives of the organizational unit.
The responsibility of role holders in knowledge management activities is built on three levels:
We are interested in expanding the knowledge circle of role holders while maximizing the use of the resources available to them.
Identifying knowledge topics within the broad knowledge domain where they have a special contribution.
Mapping specific content areas they would like to deepen, each in their field, and where knowledge gaps exist for them.
Thinking about content in the field that can bring innovation to the group.
Demonstrating means for accumulating knowledge in these topics, and in new topics, and deepening existing knowledge while using internal and external organizational channels.
We are interested in teaching them how to pass on the knowledge they have acquired by demonstrating and practicing the existing basket of options, and to help them continue to identify the knowledge needs of the organizational unit in which they hold a position.
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