Knowledge Sharing Framework

One of the things that I’m often asked to do is do something magical so that people can share their knowledge, but any professional who wants to do it will have a few problems.

No skills to frame your thoughts in the form of text
No skills in generalizing and structuring information
No self-reflection skills
It is unclear in which situations you need to spend time to share your experience, and in which – it is not worth it.
It is unclear through which communication channels in which situations it is worth spreading your knowledge.
It is not clear how to share knowledge in each channel of communication.

The answer to all of these questions, if you put it in any form, is going to be a very complex algorithm and a lot of information, and it’s not a trivial idea to put that volume into the head of every employee.

How do you teach people to write their thoughts? That’s a skill, and that means you get it through training, but you want to spend a minimum of effort to get something that’s acceptable. How do you do that?

How do you teach people to aggregate and structure information? It seems like it’s really hard, it requires some kind of perspective from the person at work. How do you approach the problem?

How do you teach people to self-reflect? Is it even possible? Some people think that not all people are physically capable of self-reflection. Is it important, or can this requirement be avoided?

Problems Solved by Knowledge Sharing Framework

Whether or not employees are sharing knowledge is a surprisingly simple thing to see, empirically, often in numbers, and you can see that in how often people write something constructive through communication channels, and in the case of messengers, for example, it’s very easy to spot.

As with knowledge-sharing culture in general

It’s not possible to measure the impact of a culture of knowledge sharing, nor to measure the state of that culture, and it can be different from team to team, from person to person, especially in large organizations, and that’s OK.

So let’s say that these things can be evaluated empirically, and that means you probably have to go to different organizations and different cultures to learn to see the differences.

Framework designing

It is not yet clear how to formulate such a framework, except:

It takes a long time to learn what people communicate about.
What services/information systems are used to communicate with which people
What types of artifacts (recorded knowledge) exist at all (tasks, functional requirements, design layouts, commits in the gita, …)
What types of knowledge are there
Talk to staff in person
Identify stakeholders and examine the types of queries they make
Ask the leaders what they lack and what questions they come to. etc.

And at some point, you get insight, how can you put all this into a single picture.

Do you know a more alienable way? Please share with us.

So we want to end up with something like a table where we can understand.

What should be the reason why we should be afraid that it is time to share knowledge.
Specific examples of how we want to share this knowledge
Where in what situation we are going (for example, if it is a short note - it can be some messenger, and for more serious things - some wiki or event)
How to “pack” your knowledge and who can help
Who is interested in a certain type of knowledge fumbles?
Who can learn a certain type of knowledge (if necessary)

So obviously, this is a question of using patterns to capture knowledge, like in the Wiki/knowledgebase, but this is still being written, so can you help us?

Scaling

Intuitively, there must be some kind of automation that decides for a person where to share content and how to convey it to the right people.

Are there any clear solutions that do this?