By Hamilton Beazley, Jeremiah Boenisch, David Harden
"How am i able to continue wisdom from strolling out the door while staff leave?"This urgent query is insightfully responded during this landmark e-book. Operational wisdom hasn't ever been extra severe to organizational luck. wisdom loss from downsizing, forthcoming baby-boomer retirements, and excessive task turnover have created a data continuity main issue that poses an exceptional possibility to organizational productiveness and earnings. in keeping with wide examine, Continuity administration solves this significant challenge of information loss for managers at any organizational point by means of describing an efficient method for retaining wisdom continuity among worker generations. innovative in its influence, yet evolutionary in its perform, continuity administration is fueling a brand new wisdom revolution. This publication is set that revolution-and the best way to lead it.
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Extra info for Continuity Management: Preserving Corporate Knowledge And Productivity When Employees Leave
The components of the continuum can be distinguished from each other as indicated in the following paragraphs. Data Data is the foundational element of knowledge. Data encompasses facts, representations, or forms of measurement about some aspect of the world provided without elaboration. For example, data includes the name of the organization (a fact) and the company’s market share (also a fact, but expressed as a form of measurement). Data Æ Information Information is an interpretation of the data based on a change in conditions and the passage of time.
Commodity to Process In continuity management, critical operational knowledge is transferred as a commodity to successor employees. At the moment of transfer, however, that commodity initiates a process—the process of knowledge acquisition and creation in the new hire. The knowledge transfer vehicle is designed to provide a knowledge core (the commodity) that forms a basis for the rapid acquisition and creation of knowledge (the process) through a structured presentation of knowledge and knowledge sources of immediate relevance.
Tacit knowledge has a subjective component (insights, intuition, hunches, and so forth) as well as an objective component (technical skills and job-relevant data and information that is critical to the position). Tacit knowledge is often created in social settings such as informal meetings and casual gatherings at the water cooler, during breaks, over lunch, or at get-togethers after work. As the product of group conversations and employee collaborations, tacit knowledge grows out of the social fabric of the work experience.