Don’t Let Technology Get in the Way of Knowledge-Sharing

Source: Pennsylvania CPA Journal

Technology fails when we assume it can facilitate transfer of what this article calls ‘tacit’ knowledge—as distinguished from ‘explicit’ knowledge. Sharing of tacit knowledge is done through human, not technological, connections. If staff members are not connected with each other, the firm’s investment in technology will deliver a very low return.

Firms need to develop systems that allow information and knowledge to be shared with many others. Part of such a system is the design of space, which, if not done well, isolates people and frustrates creativity and spontaneous interaction.

CPA firms should abandon the idea that knowledge is transferred solely by technology. Knowledge is inseparable from the people who have it and is best transferred through relationships.

Entities must place value not just on high performance and problem-solving, but also on the value of innovative trial and error.

In accounting firms, systems focus on making information readily available. But much information and knowledge is beyond the limitations of systems—personal information about a client, understanding how business is conducted by a client, new ways of doing things, etc.

A hierarchy in which partners are separated from staff will inhibit transfer of information. Management must make itself available to staff. Walking around the office and talking with people can be invaluable. Similarly, when partners socialize only with other partners, knowledge-sharing opportunities are lost. Office design should provide open spaces that encourage informal meetings. Even placement of fax and copy machines can have strategic significance in sharing knowledge.

Assign more than one professional to each client. It will comfort clients and create increased firm-wide client understanding.

From Pennsylvania CPA Journal, Summer 2007.  For the complete article, click here, then select the article Knowledge Management is All About People.