Learning and applying best practices
Most innovation results from borrowing and adapting rather than inventing, hence the importance of successful learning and roll out of best practices. However, borrowing and applying ideas is only possible when organizations can learn and transfer knowledge successfully. In this paper we focus once again on innovation by focusing on the identification and roll out of best practices.
Many companies often struggle with the application of best practices, may they come from within their organization or from an external source. How can we break down this problem to understand its causes?
In order to identify them we present the following four factors and we detail the key issues that have been identified in previous research to have a stronger impact:
Characteristics of the knowledge being transferred:
Causal ambiguity is one of the main causes for failed transfers of best practices. This refers to the precise reasons for the success or failure of the best practice. Among these reasons, that must be clearly identified and communicated, tacit knowledge as proven to be easily ignored and very valuable to successful transfers.
Characteristics of the source of the knowledge:
The source of the best practices must be perceived as reliable. They must have the necessary level of motivation and trust with the recipient to share the practice. However, this has not been identified as a major obstacle in most cases.
Characteristics of the Recipient of the best practice:
The recipient will require some basic knowledge in order to understand the value of best practices. It’s like needing to speak a language to understand the value and correct use of a word. Many psychologists have suggested that memory is developed through associative learning, linking pre-existing concepts. Similarly, prior knowledge facilitates the understanding and learning of similar knowledge. On the other hand, if the field is completely unknown, even the greatest idea of all times will be overlooked.
At the end it boils down to the organizations capacity to absorb new useful knowledge, and this capacity depends on: Their previous knowledge -what is their level of knowledge & how is their expertise distributed within the organization? - Their attitude towards the external environment -what is their level of Not-Invented-Here syndrome (NIH)- and on their capacity to transfer knowledge within itself -how well is communication cascaded and spread-
Characteristics of the context for the exchange:
Finally the ease of communication and the closeness of the relationship between the source and the recipient have also been identified as a key success factor. Tacit knowledge as proven to be critical to properly implement best practices, and this kind of knowledge is difficult to learn and transfer without a good level of trust and close collaboration. Finally, the level of uncertainty of the recipient’s environment will influence the potential benefits of applying the best practices.
Takeaways:
- Pay attention to causal ambiguity, the initial level of knowledge of the recipient and their expertise distribution when designing your communication strategy.
- Tacit knowledge is often behind the success or failure of creative knowledge transfers. Do your best to capture it through personal interactions, not written processes.
- NIH can be an important obstacle for external knowledge. You should adapt your strategy based on the level of NIH of the recipient.
- Take a look at the context of both recipient and source. If the formers environment is very uncertain consider delaying the knowledge transfer.
Author: C. Criado-Pérez
References
Szulanski, G. (1996), Exploring internal stickiness: Impediments to the transfer of best practice within the firm. Strat. Mgmt. J.
Ikujiro Nonaka (1991), The knowledge creating company.