Posted by Kevin Flavin on July 31, 1997 at 10:48:40:

In Reply to: Three specific areas I've seen employees resist knowledge sharing posted by Michael Kran on June 21, 1997 at 01:36:06:

Without wasting too much bandwidth, I will relate
a couple of stories to you concerning information/
skill sharing. I work in the financial services
industry, but cut my work-every-day teeth on the
trades. We used to talk about Master Tradesmen
who would block their work with their bodies so
that the apprentices couldn't see, and subsequently
learn how to do the task. It was jokingly called
'job security'. Now that I am a manager that sits
behind a desk, I make it clear to my staff that
that mentality will not be tolerated. In summary,
an organization cannot be a learning organization
without management showing by example. Having
said that, opening the processes and allowing
the employees access to the knowledge capital of
the firm must be balanced against the risk of
the employees taking that information with them.
How does a company choose what to share?
Share only those things that are not competitive
advantages in the industry. For example, A company
with an extensive contact list, e.g.
Heidrick & Struggles, Korn Ferry - both corporate
headhunters, would be downright stupid to share
the information in their respective databases.
On the other hand, MCDonald's could give thousands
of tours through their facilities because the
manufacture of their product is not a competitive
advantage (at least I hope not!)

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