The Knowledge That’s Already There

3 steps to connect your employees to the knowledge that’s already there
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Making knowledge workers productive requires changes in attitude, not only on the part of the individual knowledge worker, but on the part of the whole organization.
There are three more guidelines that Peter Drucker shared to broaden the scope of continuous learning beyond the individual to consider the broader organization. 

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These are:

  • Knowledge workers should be encouraged to teach and share their knowledge with others in the organization.
  • The knowledge worker should also ask, what do others need to know and understand about my area and what it can contribute to their own work?
  • Finally, the knowledge worker should ask what does my manager need to know about my knowledge in order to understand the opportunities, issues, and problems we need to deal with?

There is a need to perform the following functions as a learning leader when it comes to institutional knowledge:

  1. Collect
  2. Curate
  3. Amplify

How do we capture the Collective ideas of our workforce, Curate the best of them, and then Amplify this to the rest of the company? 

I picture it as a Knowledge Pipeline. 

Information is generated en masse every day in our organizations. It gets fed into the pipeline of institutional data. Good systems for employee feedback and knowledge sharing (think legacy suggestion boxes or future workplace Loom recordings) allow us to collect this information. 

But information isn’t knowledge. We need to Curate and synthesize the best of it and provide opportunities for practice to turn this into knowledge. Good curation requires Custodians of knowledge. That’s your learning team. We need to find better ways to make it easier to review and approve learning contributions from the rest of the business. 
Our learning interventions and events are the arenas to Amplify this curated knowledge. We know we need a blend of synchronous and asynchronous learning. We know our people want instant access to resources as well as opportunities to deep dive into certain areas in person. 

Designing these learning experiences is the rewarding work we, as learning professionals, are in this business for. 




It’s a simple framework for an ambitious goal. 

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