Enabling knowledge flow to achieve organizational objectives: facilitating an emergent, collaborative process

I initiated this research to improve my management consulting practice, in particular, to enhance organisational learning and sharing. The setting was a not-for-profit organization in the health sector with 200 employees. Over a two-year period, I collaborated with 30+ staff to explore ways to enable knowledge flow in their work group, using an action research approach. I facilitated an emergent knowledge flow process, leading a volunteer “knowledge network” of practitioners. The research questions included: What encourages knowledge flow in an organization? What are the barriers to knowledge flow? Can one enable knowledge flow? <br><br>The “knowledge network” helped me to design a process to describe, understand and enhance tacit knowledge flow within their organisation. An online survey was administered to all staff based on the ‘Model of conditions that enable knowledge flow’ I had developed. The survey sought their views on ways they learn and share at work, how well their expectations were met, and their experiences of collaboration. The network of practitioners helped to refine the survey analysis, which included Social Network Analysis. <br><br>Over an 18-month period, I and the knowledge network developed interventions to promote knowledge flow, based on a rigorous assessment of their priorities. Staff members were re-surveyed and findings showed a consistent improvement in learning and sharing from Survey One to Two. Relationships were perceived to have strengthened, in-house knowledge flow and collaborative activity improved, and external distribution of knowledge increased.<br><br>During the project, I deliberately modelled and encouraged feedback and reflective practice. Creating a climate of trust and enquiry enabled the knowledge network to develop an effective process to assess knowledge flow that others might find useful. Implementing initiatives was challenging, particularly given that the organisation was undergoing merger negotiations. I kept a reflective journal over the four years of research, and examined the tensions of leading a project that was emergent, rather than planned. This experience changed my consulting/facilitation approach to diminish control and empower employees to determine the knowledge flow priorities that would improve their organisation’s outcomes.