In the
first part of this institutional knowledge series, we explored
the value of IT-IK, along with a review of the three (3) steps
required to “recognize, capture and integrate”.  Continuing the
discussion, this segment lays three (3)
must-do tips for preserving captured knowledge and maximizing
available benefits.  Continue reading for more.

Tip #1 – Make Institutional Knowledge a “Standard”

Make the search for institutional knowledge a regular part of
your IT
management program and
strategic IT
management vision:

1. Train staff to follow all institutional knowledge
   requirements and procedures.
2. Set aside sufficient time in all work schedules to
   participate and execute the knowledge activation process.
3. Set appropriate standards for preparing and contributing to
   the IT-IKC (institutional
   knowledge catalog).
4. Establish both formal and informal mechanisms for
   process participation (from scheduled knowledge reviews
   to brown bag lunches devoted to knowledge topics).

Tip #2: Set an Appropriate Tone for Optimal Knowledge

The most effective “institutional knowledge” will be honest,
accurate and inclusive (even if that means it is also painful). 
To ensure these results, active and open participation must be
encouraged and welcomed.

1. Multiple points of view should be included as knowledge
   records are created, even if they differ from accepted
   conclusions.
2. Change should be expected and embraced.  When new
   information becomes available, existing knowledge records should
   be updated to reflect new perspectives.
3. Knowledge records should not be etched in stone. 
   Conventional wisdom must be challenged to avoid unwarranted
   limitations on innovation and growth.
4. Be wary of the “not invented here syndrome”.  External
   experiences (from outsiders) can be used to weigh the validity
   of internal perspectives.

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Tip #3:  Motivation is the Key to Preservation

It takes people and participation to create a viable catalog of
institutional knowledge.  And human nature being
human nature, at times, people might be reluctant to share. 
After all, knowledge is power, so why relinquish
either one?  Reluctance to participate can be seen amongst
entrenched employees (to preserve the status quo), departing
employees (to take knowledge with them) and even new employees
(unfamiliar with the political landscape).

That’s the key obstacle that must be overcome (and motivation is
the key):

1. Focus on legacy building as a means of encouraging
   process participation.
2. Recognize and reward employees for knowledge contributions.
3. Make participation a part of employee performance
   expectations and review accordingly.
4. Invite new employees to participate and share their own
   experiences, incorporating into the existing “body of knowledge”
   as needed and appropriate.
5. Lead by example – participate in the knowledge process in a
   open, honest manner as often as needed and appropriate.

Summary

• Institutional knowledge in the IT management context is the
  collective wisdom, insight, expertise, judgment and awareness
  gained from actual “in the field” experience.
• Institutional knowledge is activated (becoming an
  operational asset) through a three (3) phase process to
  recognize, capture and integrate.
• The IT-IKC (IT Institutional Knowledge Catalog) is the
  primary deliverable used to create a useable record of captured
  knowledge.
• Institutional knowledge is best preserved when standards are
  set, conventional wisdom is challenged, and the knowledge
  contributors (your team) are motivated to participate.

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