Losing focus is losing our way
For many of us the development of newly learned knowledge (the one that is closest to the trends of social networks) have underlying the huge desire to learn more and a desire to become an expert in this area.
Often are these trends, and not the secrets or hidden or lost information in an organization, which leverages our curiosity.
However, unaware of the nature and extent of this hidden repository of organizations we risk not only devalue the capabilities of the people who built it, but also, we run the risk of passing next to a unquestionable wealth, often translated into tacit knowledge of individuals.
It is a knowledge that can easily get out of organizations, when an employee leaves for other companies or retires.
The organization needs to capture and transfer this knowledge and a way to do that is through training.
How is it possible to keep this balance between the willingness to embrace the newness and richness of accumulated wisdom?
Who, and how, will tell the real stories that have not been written, but which are part of the history and culture of the Organization?
Until recently, the sages were parents and perhaps even the grandparents who, from the top of his old chair, pass on advice and knowledge, outlining strategies based on successful experiences.
Now, the roles reverse and younger generations are clamoring for newer coaches, counselors and capable of leading to the management of their own knowledge. There are the new directions of technology lead to the emergence of new facilitators.
Various roles in the same goal: Trainers, counselors, mentors, trainers and facilitators, all with the mission to transfer and create new knowledge.
Today, while the “status quo” works tirelessly to keep the achievements of Baby Boomer, younger generations try to grasp the emerging opportunities through mobility, through the use of new tools and by opening new worlds of knowledge and being.
What I give as much meaning or seeking to perform as a purpose is after all what is seen by younger generations as something that must exist as a need for those who work but also disposable at any time.
Companies mostly directed by older generations are beginning to feel the need to find a balance between these two forces. We have a generation with the wisdom and experience in different scenarios of yesterday and another with the scenarios of today asking for constant change.
Different generations who produce new versions of facilitators and eventually produce a knowledge transfer with both ways, allowing the Organization to capture the knowledge to transfer back to elements with less experience, but already incorporating the potential for working with new tools.
Some points of consideration that we must consider:
The specialists (senior) in an organization can be mentors of new people (junior) but this will only work if the experts are willing to cede in openness and the newer ones support be exposed to their knowledge gaps. Some experts find knowledge gaps so big in the juniors that they don’t know where to start or don’t have the patience to start with the basics.
Facilitate can be a relevant and temporary situation, to help shorten the time to fill in some parts of the knowledge gap and helps to improve the reception of knowledge of less experienced.
Facilitate could harm if knowledge transfer is not suited to the needs.
Facilitate means to get a clear and shared understanding of the intent of the change with the other or others and bring them to a common and constructive vision.
Facilitate means determine the best process to engage these people and keep the focus on the chosen approach.
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