Have been doing research for my project at work and came across this article: Three-dozen knowledge sharing barriers
As useful as this list may be, I’m still plagued by the issue of how to get past these … (the technology barriers are probably the easiest to confront; however, it’s the individual and organizational barriers that give me most of the heartburn)
- general lack of time to share knowledge, and time to identify colleagues in need of specific knowledge;
- apprehension of fear that sharing may reduce or jeopardise people’s job security;
- low awareness and realisation of the value and benefit of possessed knowledge to others;
- dominance in sharing explicit over tacit knowledge such as know-how and experience that requires hands-on learning, observation, dialogue and interactive problem solving;
- use of strong hierarchy, position-based status, and formal power (“pull rank”);
- insufficient capture, evaluation, feedback, communication, and tolerance of past mistakes that would enhance individual and organisational learning effects;
- differences in experience levels;
- lack of contact time and interaction between knowledge sources and recipients;
- poor verbal/written communication and interpersonal skills;
- age differences;
- gender differences;
- lack of social network;
- differences in education levels;
- taking ownership of intellectual property due to fear of not receiving just recognition and accreditation from managers and colleagues;
- lack of trust in people because they misuse knowledge or take unjust credit for it;
- lack of trust in the accuracy and credibility of knowledge due to the source; and
- differences in national culture or ethnic background; and values and beliefs associated with it (language is part of this).
integration of KM strategy and sharing initiatives into the company’s goals and strategic approach is missing or unclear; lack of leadership and managerial direction in terms of clearly communicating the benefits and values of knowledge sharing practices; shortage of formal and informal spaces to share, reflect and generate (new) knowledge; lack of transparent rewards and recognition systems that would motivate people to share more of their knowledge; existing corporate culture does not provide sufficient support for sharing practices; deficiency of company resources that would provide adequate sharing opportunities; external competitiveness within business units or functional areas and between subsidiaries can be high (e.g. not invented here syndrome); communication and knowledge flows are restricted into certain directions (e.g. top-down); physical work environment and layout of work areas restrict effect sharing practices; internal competitiveness within business units, functional areas, and subsidiaries can be high; hierarchical organisation structure inhibits or slows down most sharing practices; and size of business units often is not small enough and unmanageable to enhance contact and facilitate ease of sharing.
Guess that’s why they’re paying me the “big bucks” for this project. (yeah! right!).
I’m curious as to anyone’s thoughts on how to confront these head on …