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"Knowledge can only be volunteered it cannot be conscripted. You can't make someone share their knowledge, because you can never measure if they have. You can measure information transfer or process compliance, but you can't determine if a senior partner has truly passed on all their experience or knowledge of a case. We only know what we know when we need to know it. Human knowledge is deeply contextual and requires stimulus for recall. Unlike computers we do not have a list-all function. Small verbal or nonverbal clues can provide those ah-ha moments when a memory or series of memories are suddenly recalled, in context to enable us to act. When we sleep on things we are engaged in a complex organic form of knowledge recall and creation; in contrast a computer would need to be rebooted. In the context of real need few people will withhold their knowledge. A genuine request for help is not often refused unless there is literally no time or a previous history of distrust. On the other hand ask people to codify all that they know in advance of a contextual enquiry and it will be refused (in practice its impossible anyway). Linking and connecting people is more important than storing their artifacts. Everything is fragmented. We evolved to handle unstructured fragmented fine granularity information objects, not highly structured documents. People will spend hours on the internet, or in casual conversation without any incentive or pressure. However creating and using structured documents requires considerably more effort and time. Our brains evolved to handle fragmented patterns not information. Tolerated failure imprints learning better than success. When my young son burnt his finger on a match he learnt more about the dangers of fire than any amount of parental instruction cold provide. All human cultures have developed forms that allow stories of failure to spread without attribution of blame. Avoidance of failure has greater evolutionary advantage than imitatio

Learning to perform a job by watching others and copying their actions is not a great technique for corporate knowledge transfer. Christopher G. Myers suggests a better approach: Coactive vicarious learning.

Harrah's, the casino entertainment company, is beginning to explore how to create commercially useful knowledge by applying a much-hyped knowledge management tool-prediction markets-in a very new contex

" 'Knowledge creation trumps knowledge transfer' 'Diversity trumps ability' 'Diversity across firms trumps diversity within companies' These are some of the themes explored in this interesting article on how the Las Vegas casino Hurrahs is tapping into the power of prediction markets specifically to innovate. Thanks to Jenny Ambrozek for pointing this article out."

We are often faced with a hiatus in knowledge transfer, but the 4 year gap between London and Rio Olympics poses special problems. An interesting post from the HBR Blog

Now that's what I call Knowledge Transfer

This TED talk from Daniel Kahneman has huge relevance for anyone involved in Knowledge Transfer or Knowledge Elicitation work. We know that an individual's recall and their actual experience may be quite different. This excellent talk shows just how different the 'remembering self' can be from the 'experiencing self'.  Using examples from vacations to colonoscopies, Nobel laureate and founder of behavioral economics Daniel Kahneman reveals how our "experiencing selves" and our "remembering selves" perceive happiness differently. This new insight has profound implications for economics, public policy -- and our own self-awareness.

"'Knowledge creation trumps knowledge transfer' 'Diversity trumps ability' 'Diversity across firms trumps diversity within companies' These are some of the themes explored in this interesting article from Business Week Magazine. The Las Vegas casino Hurrahs is tapping into the power of prediction markets specifically to innovate. The importance of particular kinds of diversity are also explored. If you want to know more about Prediction Markets, we are building a considerable KIN resource on this here and the KIN Quarterly Workshop on 2nd December will cover this topic. Thanks go to Jenny Ambrozek for pointing out this fascinating article. "

" Research by Sue Newell focuses on innovation, specifically, on understanding how knowledge is transferred and innovation fostered within and across organizations. Much of her work has taken place at ikon, a research unit for innovation, knowledge and organizational networking that she co-founded at the University of Warwick in the U.K. "

Some useful papers and presentations associated with knowledge 'harvesting', or transfer, as we prefer to call it.

Fred Harriss is Britain's oldest backsmith. Still working at age 84, he has 74 years of wonderful experience. What a challenge helping Fred transfer that know-how would be.

Gavin, KIN has had conversations in the past about knowledge transfer with the Technology Strategy Board . They seem to be predominantly about facilitating commerce between universities and industry. They don't seem to be interested in the subtleties of communities of practice, or the behavioral aspects of collaboration. We seemed to be talking different languages. Maybe we haven't engaged with the right people yet!

Delivering Effective Knowledge Transfer services and solutions

Scientists have discovered how to "read" minds by scanning brain activity and reproducing images of what people are seeing - or even remembering.

" KRT elicitation questions, feel free to update"