Knowledge Sharing: Informal Learning In Organizations

Knowledge Sharing: Informal Learning In Organizations

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5.0 from 1 votes Posted on 02-03-2018, by:

Marina ArshavskiyMarina Arshavskiy

Your eLearning World

Tapping the power of informal inter and intra-organizational learning networks

This is the age of the “knowledge worker” – where it is brain power and not brawn that dictates how valuable employees are to an organization. And while many companies spend inordinate amounts of money on formal learning programs for their staff, a lot of organizational knowledge sharing happens in informal settings.

Learning from One-Another

So, what exactly is “informal learning”?

Mentoring, job rotation and job shadowing are all formal ways through which employees learn from

Workers and staff from one unit of thebusiness can more easily reach out to peers and colleagues in another business unit, informally, to secure important knowledge and information relevant to the performance of their jobs.

Overcoming Informal Knowledge-Sharing Barriers

Whether informal learning occurs between learners, peers or organizational instructional and training professionals, corporate culture can play a huge role in either fostering or hindering such knowledge sharing. Here are some “Dos” that may help you tap into the power of informal learning networks within your organization:

Be sensitive of cultural barriers. With multi-cultural workforces very common within organizations these days, we need to be mindful about cultural sensitivities that must be respected when fostering informal learning networks. For instance, some cultures are sensitive about co-educational learning environments. Other learners may look with great scepticism at someone much younger than them “leading” a knowledge-sharing

If that happens, the “informal” soon becomes “formal”, and knowledge sharing events will be construed as just another extension of “work”.

On the other hand, taking a hands-off approach also isn’t advisable. While “informal” knowledge sharing happens, organizations MUST ENSURE that such learning occurs “formally” - in line with corporate culture that upholds organizational values.

Ideally, the best informal learning will happen when knowledge holders (staff) and facilitators (management) cooperate. For instance, while key staff agree to share their knowledge and experience with their peers, management can encourage staff to participate in such sessions by formally allowing “time off” to attend a “Lunch and Learn” session at another branch or location.

Alternately, company leaders can pay for (and manage) technologies, such as tele-presence and social media sites, that are used in informal knowledge transfer initiatives. In doing so, not only will corporate knowledge not be limited to handful of company staff, but the organization will greatly benefit from a more knowledgeable and diversified workforce.