BETTER PROBLEM SOLVING WITH KNOWLEDGE MANAGEMENT
The keys to a long and productive life are a healthy diet and exercise,
according to all the research done by health and zen professionals. We
can accept that; it seems logical. Yet, if you’re anything like me, you’ll still
reach for the less healthy option to eat, because it’s easier. Our approach to
knowledge management in ITSM mirrors our unhealthy lifestyle choices. We
all know better knowledge management would make us more productive,
but putting oﬀ writing a knowledge article, for example, is a bit like grabbing
one more donut instead of spending time cutting up a big salad for lunch.
But, knowledge helps us make decisions and get things done, so wouldn’t it
be great if you could access the collective knowledge of your whole team, or
indeed, your whole organization?
Knowledge: What Is It and How Do
We Manage It?
The good news is that you’re probably already doing some level of
knowledge management; it’s just that you may not be thinking of it in that
way, and therefore, you might not be exploiting those knowledge assets
as much as you could be. I’ve already mentioned that knowledge helps us
make decisions and take actions. It’s the know-how and know-what-to-
do. Knowledge management relies on organizations systematically using
collective knowledge to achieve business outcomes.
There are lots of practices we can use in the workplace to capture and
discover organizational knowledge. Here are just a few that you might ﬁnd
useful to your support team:
Mentoring is an eﬀective way to transfer tacit knowledge. It’s ideal for
those who need to learn skills that aren’t available in formal training
Peer assists are similar to mentoring, but are short-term and common
in project handover situations or new hire training.
Site visits provide teams with a diﬀerent perspective. Having your team
spend time in another department strengthens their empathy for the
customer and their understanding of that team’s business needs and
Communities of practice (CoP) is a group of people that interact
over a common interest or skill, voluntarily sharing their knowledge and
developing their own in return. It can exist within the organization or
traverse practitioners across multiple businesses and boundaries.