The Power of Knowledge Sharing A Practical Approach Presented By: Maureen Shaw Supervisor, Workforce Planning Portland General Electric GreenPrints 2002 – Atalanta, GA 4/10/2019

4/10/2019

What is Knowledge Management? A range of practices used to identify, create, represent and distribute knowledge. Managing knowledge is one of the critical issues organizations face as experienced workers retire. 4/10/2019

Objectives Gain awareness of the state of knowledge management in your company / department Begin to identify gaps and needs Learn about practical knowledge-sharing tools Ask questions of a panel of your peers Resource list 4/10/2019

Two Kinds of Knowledge Organizational knowledge = explicit Human knowledge = tacit 4/10/2019

Explicit / Organizational Knowledge What we can put into words What we can write about Guidelines, procedures, instructions What can be captured, stored, and easily accessed 4/10/2019

Tacit / Human Knowledge What’s in our heads What’s hard to explain What we learn through experience Insights and instincts Unwritten rules of thumb Hard to capture, store, transmit in a systematic manner 4/10/2019

Only they know what they know! Knowledge Keepers It’s not just the people who leave, it’s the crucial institutional knowledge they take with them Only they know what they know! 4/10/2019

The challenge 4/10/2019

Ways to Promote Knowledge Transfer Procedures Instruction manuals Schematics Electronic databases Work process flow charts Recorded knowledge interviews Videotaped interviews or processes Knowledge mentors – peer experts Internal networks – formal or informal 4/10/2019

More Ideas… Knowledge sharing events – brown bags Peer mentors for new employees Indexes of documents and supplies Yellow Pages of “go to” experts Establishing knowledge coordinators Summer interns / Educator interns* / Retirees Employee cross training Electronic file sharing Work duties lists * Business Education Compact, www.becpdx.org 4/10/2019

How are you doing? Self - assessment checksheet – compare results at your table Each table identifies one best practice to share 4/10/2019

TVA’s Strategic Lessons Learned There is a logical process. Focus on critical positions – one job at a time Lots of detailed work, analysis, planning, project management No single solution Everyone must do their part – management, human resources, process owners and knowledge holders 4/10/2019

Back to the Willamette 4/10/2019

Resources Peer-to-Peer Mentoring Workshops - Oregon Graduate Institute, http://cpd.ogi.edu/ Peer-to-Peer Mentoring; Teach What You Know , Steve Trautman, www.peermentoring.com The Complete Idiot’s Guide to Knowledge Management by Melissie Clemmons Rumizen, Ph.D. Tennessee Valley Authority: http://tva.gov/knowledgeretention/ Harvard Business Review, www.hbr.org Business Education Compact - www.becpdx.org The theory was correct but at some point the fan energy cost will exceed the savings at the chiller. In this case, the right number was about 80F (vs. the design of 85F). Thus, the chiller kW per ton is optimized over the design condition, but not at the expense of tower fan energy. 4/10/2019 GreenPrints 2002 – Atalanta, GA 4/10/2019