Step 2: Identify which knowledge is to be retained,
and specify how and in what form.
Now in the second phase of your discussions, you can define and decide
the central and critical areas of knowledge which are to
be retained in your organization. These could be
expertise, products (ideas), competencies, processes,
customers and / or projects. After the broad spectrum of
areas has been defined, these are to be subdivided and
redefined in organizational methodology. These should
then be maintained in the form of a hierarchical tree
structure or "mind maps". For example, in
projects these could be the different phases of a
project. In business processes these could be sub
processes which play a major role. Or with competencies,
these could well be the themes, which are important for
the employees to perform their duties. This way you
build a Taxonomy, which structures the critical
knowledge in your organization.
The second important part is to lay down the structure (My Structure) as how to
your knowledge units (Knowledge Documents). Thus a
knowledge document describing the expertise in a
project, can be stored, e.g. in the following five text
fields with their notations:
was the background of a project?
did we do ?
have we achieved?
did we learn?
For other areas of
application, which are important for your individual
knowledge retention solution, you should create your own
specific My Structure.
You have two modules defining a
solution for a specific
knowledge retention problem in your
Definition of a hierarchical tree structure
and the definition of knowledge documents.
Sometimes it is beneficial
that the structured elements are directly used in the
knowledge documents instead of Taxonomy.
You should be careful and
take your time while structuring, as you should be
thinking about all aspects of your needs. It is better
to discuss it more often with a team and get new useful
Step 3 : Definition of a Knowledge Retention
Process and the role of employees to capture and manage
critical and valuable knowledge.