Shared knowledge is power

Communication World, June-July, 1997 by Sheri Rosen

We're all looking for ways to improve as individuals. And if you lead an agency or team, or provide expertise within an employee communication group, you're probably interested in helping others do their jobs better as well. You're also probably aware that stellar success on one project doesn't necessarily rub off on other projects. "If a person creates a new idea and implements it but doesn't share it, the value stops there," said Carla O'Dell, president of the American Productivity & Quality Center, Houston.

Why can't we all learn from others the best way to accomplish our goals? Posting product information on the Internet or personnel policies on the intranet may save some time and dollars, but likely won't bring the breakthrough innovation that moves organizations ahead. We need help identifying, sharing and using best practices not only gleaned from outside experts but also from internal successes as well.

Part of the problem is that some people still think hoarding knowledge means more power. Perhaps you work in a culture where technical expertise, not knowledge sharing, is rewarded. Or maybe it's a larger chunk of the bonus dollars that you're after. This attitude, according to O'Dell, can be summarized as: "If you do better, I lose."

Being recognized

Her observations show the opposite is actually true. "People want to be acknowledged, and people involved in best practices are usually willing to share," O'Dell said. They just don't know how to share the right information, and the support systems aren't there to support the exchange of knowledge.

The problem for those of us looking for knowledge nuggets is definitely not a lack of data. Whatever your topic, you can easily collect several meters of documents full of details on the specific subject. Too much information.

In fact, this "explicit" information may not be what we're really after at all. Practices and techniques are not the only aspects of professional knowledge. I want knowledge that relates to my specific situation. The solution may be in your "tacit" knowledge - the know-how you've gained over the years, now lodged in the back of your mind; you would never consciously think to put in a formal document.

Tacit knowledge comes from experience; it's not something you're taught. In fact, you may not even be aware of what you know until I ask you a question about it. We need to swap stories with others doing what we do and talk through the situation.

We need a relationship.

Four or five or 60 other people could be a part of our dialogue and learn with us - even people we don't know. Technology provides the infrastructure to allow me to bounce my ideas off you and your experience, across geography and time zones, and bring in new voices of experience to the conversation. "Technology allows you to relate to people you don't see," O'Dell said. "But technology isn't the solution unless it helps relationships."

Being responsible

Not your job, you say? Maybe not now. Now you may deliver one-way messages or help the flow of two-way exchanges. But top-down, bottom-up communication in organizations isn't all there is. Lateral or horizontal communication has always been there; the invisible grapevine has been troublesome to business communicators. But now the lateral communication can be visible - online. It will be harder to ignore - and easy to use to expand your knowledge and your power base.

Keep in mind, though, that if you engage in this dialog, you not only share your knowledge, but you also learn more, increasing your expertise and your value.

Sheri Rosen, ABC, is director of employee communication at USAA, a Fortune 200 financial services company. She invites your thoughts at 76547.2001@ compuserve.com.