The Knowledge Coach
I have been hawking the HBS webiste in the past 2-3 days, here comes another intresting read from HBS.
Many times in our lives—both professional and personal—we need either to transfer knowledge we have built up over years of experience from our heads to someone else's (our children, a junior colleague, a peer) or we have the reverse need: to somehow access those bits of wisdom accumulated in someone else's cranium. Every time we take over a new job or leave an old one, there is an immense waste of knowledge. Not that a newcomer wants to use everything that was in her predecessor's head—some of it was mere flotsam and jetsam, and some was obsolete. But the good stuff? Her mental Rolodex would be handy—whom to call when something breaks down or needs expediting. And how about her uncanny ability to decode behavioral cues—subtle signs of disagreement or even hostility among subordinates in meetings? How does she do that? That storehouse of unwritten process details—the way that certain software or hardware does or doesn't work—maybe that know-how could save some time. The real story not contained in the files on those customers? Definitely neither flotsam nor jetsam. These are her deep smarts—the knowledge that is vital to preserve.
Full article on HBS
Some useful stuff updated on The HR Blog
Many times in our lives—both professional and personal—we need either to transfer knowledge we have built up over years of experience from our heads to someone else's (our children, a junior colleague, a peer) or we have the reverse need: to somehow access those bits of wisdom accumulated in someone else's cranium. Every time we take over a new job or leave an old one, there is an immense waste of knowledge. Not that a newcomer wants to use everything that was in her predecessor's head—some of it was mere flotsam and jetsam, and some was obsolete. But the good stuff? Her mental Rolodex would be handy—whom to call when something breaks down or needs expediting. And how about her uncanny ability to decode behavioral cues—subtle signs of disagreement or even hostility among subordinates in meetings? How does she do that? That storehouse of unwritten process details—the way that certain software or hardware does or doesn't work—maybe that know-how could save some time. The real story not contained in the files on those customers? Definitely neither flotsam nor jetsam. These are her deep smarts—the knowledge that is vital to preserve.
Full article on HBS
Some useful stuff updated on The HR Blog
posted by Siddharth Nagpal at 12:02 AM
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