That's the amount of time an employee spends searching for information each week. As the main activity in responding to calls for tenders, the subject of information retrieval naturally came to the fore. It appeared necessary to ask ourselves the question of an efficient formalized knowledge management while avoiding the pitfalls of classic document bases. We quickly understood that the Thinkeo platform should propose a real methodology for sharing formalized knowledge beyond the support that the tool constitutes. We named this methodology DAC (for Decompartmentalize, Adapt, Capitalize) and we wish to share it with you.
First of all, organizations need to make a cultural change and adopt a systemic thinking in order to understand the benefits of implementing a sharing culture. As a result, initiative must be encouraged and enabled. If knowledge sharing is an integral part of everyone's job, psychological barriers can be broken down. Ultimately, the idea is to trust the intelligence that emanates from the collective.
When a culture of sharing spreads throughout the organization, it becomes much easier to start the first step of the DAC methodology related to the decompartmentalization of knowledge. The most important thing for organizations is not so much to centralize information and knowledge in one place, but to break down the walls that naturally form between individuals and departments. Of course, some of these are necessary. The organization must be able to control this compartmentalization and decompartmentalize as soon as possible.
We realize that the storage spaces for formalized knowledge, which are widely used today, create boundaries because the core of knowledge is contained in documents and files that are difficult to access. As such, an employee consults about 8 documents before finding the information he was looking for. We therefore believe that knowledge must be taken out of documents and files to make it easily accessible and thus allow its sharing and dissemination. It is no longer a question of centralizing to store, but of centralizing to decompartmentalize and thus make the sharing and diffusion of knowledge possible.
The second step of the DAC methodology is to adapt the formalized knowledge. Adapting means that the knowledge dissemination strategy must take into account the end users. Thus, it is important to define the level of detail of the shared elements and their technicality so that the knowledge base is not just the domain of experts. Above all, adapting knowledge means that the content is attached to a context of use. The challenge is to preserve the value of the content. For this, the context of use of a knowledge must also be formalized.
In the same way, the organization's knowledge must be alive and personified. Indeed, formalized content needs informal exchanges between people to evolve and adapt. Keeping the human dimension of formalized content guarantees its use and bridges the gap between the formal and the informal.
Because we are sensitive to both of these dimensions, we at Thinkeo have decided to allow organizations to contextualize each piece of content in the knowledge base. Organizations can create their own contextual features and attach content to them. Likewise, each piece of content keeps a history of changes and can be attached to one or more people. A user can therefore ask questions to obtain informal clarifications.
Capitalize on knowledge
The last step consists in capitalizing on past and present knowledge. This is the most advanced step of the knowledge sharing process. It is about saving the steps of the learning process by facilitating the transfer of knowledge between people. To do so, knowledge must be easily accessible for any use case. Like web search engines, a user must be able to search for information about their organization anywhere, anytime.
By facilitating its access, your knowledge base becomes the "second brain" of your organization. Second brain" applications free up mental space and reduce user stress. Building a "second brain" for the whole company allows everyone to capitalize on knowledge in a permanent exchange. You create a virtuous circle of knowledge by making employees experts. This virtuous circle multiplies the possibilities of transmission and learning within the organization.
In conclusion, the objective of the DAC methodology is to empower organizations to create virtuous knowledge circles. Using such a methodology and relying on a powerful tool allows to start this process. Our DAC methodology can also be integrated into a more global learning organization process. In this respect, as Peter Senge, the main theorist of the learning organization, said, we must keep in mind that the learning organization, like any similar methodology, is as much a state of mind as a model.