Simone Lawson
Organizational memory (OM), also referred to as institutional memory, is the collective knowledge of an organization held by its members, encompassing data, information, and knowledge. This knowledge is accumulated over time and encompasses both formal and informal aspects of the organization, including processes, projects, decisions, and anecdotes. It is important for organizations to effectively capture and retain institutional memory to prevent knowledge loss when employees leave and to promote efficient problem-solving and decision-making. Various methods can be employed to capture institutional memory, including oral debriefings, exit interviews, knowledge bases, wikis, blogs, newsletters, and feedback mechanisms that encourage a culture of knowledge sharing.
| Characteristics | Values |
|---|---|
| Data | Facts, figures, and statistics |
| Information | Data in context, e.g. historical time frame |
| Knowledge | Interpretative and predictive, allowing for informed action |
| Tacit knowledge | Lessons of history |
| Experiential learning | Reflection and testing phases |
| Evidence-based practice | Drawing on past successes and failures |
| Individual memories | Informal and formal knowledge |
| Organizational archives | Electronic databases, wikis, blogs |
| Group membership | Transmission of memories between members |
| Ideology | Shared understanding of how things work |
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What You'll Learn
Data, information, and knowledge
Organizational memory (OM) is the accumulated body of data, information, and knowledge created during an organization's existence. It is important to understand the differences between these three facets of organizational memory.
Data is a fact depicted as a figure or a statistic. For example, tracking service offerings, the number served, and the impact of services provided is an elemental responsibility of nonprofits. Data can also be seen in the form of reports measuring progress and impact, which are regularly generated for the board, donors, and other stakeholders.
Information is data in context, such as within a historical time frame. In organizations, information is the data acquired, retrieved, and retained by employees through working and through formal and informal learning. This can include anecdotes, stories, personal relationships, leadership styles, jargon, and communication norms. Information can be shared through blogs, forums, intranets, and newsletters, and it can be showcased in engaging and enticing ways to foster a culture of continuous improvement.
Knowledge, on the other hand, is interpretative and predictive. It allows individuals to understand the implications of information and act accordingly. Knowledge is built upon information and data, and it involves drawing insights and making interpretations. For example, in a company that has been around for a long time, the current CEO's interpretation of the founder's philosophy can influence how the organization is run. Knowledge can be shared through oral debriefings, job swaps, online courses, workshops, and other educational resources.
Organizational memory relies on the transmission of memories between members of the group, and it is essential for organizations to have effective retrieval systems for their archives and members with good memory recall. By capturing and utilizing organizational memory, institutions can save time and resources, ensure efficient operations, and shape their identity, including their branding, philosophy, and philanthropy.
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Tacit knowledge
The importance of tacit knowledge in organizational learning and innovation has been a recent focus in literature. While tacit knowledge is difficult to extract and transfer, it constitutes a vital source of learning and competitive advantage. For example, Japanese companies like Honda and Canon have successfully translated tacit knowledge into explicit knowledge, using it to develop new processes, products, and services.
Organizational institutional memory aims to capture this tacit knowledge to improve efficiency, innovation, and competitiveness. However, tacit knowledge is inherently difficult to access, as it is often undocumented and exists only in the minds of individuals. This presents a challenge for organizations, as employees may be reluctant to share their insights, considering knowledge as power.
To address this, organizations can promote an open communication culture, encouraging employees to document their work and share their experiences. Techniques such as oral debriefing and traditional corporate history can help extract tacit knowledge, while knowledge bases, wikis, and databases enable employees to document processes, best practices, and lessons learned.
By fostering a culture of knowledge sharing and providing access to educational resources, organizations can facilitate the transfer of tacit knowledge between experienced and new employees. This ensures that institutional memory is preserved and utilized effectively, enhancing the organization's performance and adaptability.
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Experiential learning
Organizational memory (OM), also known as institutional memory or corporate memory, is the collective knowledge of an organization that is held by its members. This knowledge is accumulated over the course of an organization's existence and includes data, information, and knowledge. The concept of OM includes knowledge acquisition, knowledge processing or maintenance, and knowledge usage, such as search and retrieval.
Fostering a Culture of Knowledge Sharing
Creating an environment that encourages open communication and knowledge exchange is essential for effective experiential learning. Employees should feel comfortable sharing their insights and documenting their work. This can be facilitated through job-swapping programs, incentives for continuous learning, and access to educational resources.
Utilizing Knowledge Management Systems
Implementing robust knowledge management systems, such as wikis, knowledge bases, databases, blogs, and newsletters, enables employees to document and share their experiences, best practices, and lessons learned. Confluence, for example, offers dynamic tools for knowledge capture and collaboration.
Oral Debriefings and Traditional Corporate Histories
Oral debriefings and traditional corporate histories are techniques used to extract tacit knowledge and generate "lessons of history." Oral debriefings target exiting employees, key events, and projects, capturing detailed testimonies that provide easily accessible knowledge for the organization. Corporate histories, produced as public relations tools, offer an educational perspective on the organization's past.
Continuous Improvement and Innovation
By reflecting on past experiences and drawing insights from them, organizations can enhance their decision-making processes. OM helps identify what has and hasn't worked in the past, minimizing the risk of repeating mistakes. It also provides a foundation for creativity and experimentation, fostering innovation and adaptation.
Employee Onboarding and Training
OM plays a vital role in onboarding new employees and training existing staff. By leveraging the organization's collective knowledge, new hires can accelerate their learning curve and smoothly transition into their roles. This ensures consistency in established processes and practices, enhancing efficiency and customer satisfaction.
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Knowledge management
Effective knowledge management involves capturing and preserving institutional memory, preventing knowledge loss when individuals leave the organisation. This can be achieved through various methods, such as traditional corporate histories, oral debriefings, and exit interviews. Additionally, creating engaging and accessible formats, such as wikis, knowledge bases, or dynamic wikis, encourages employees to document processes, best practices, and lessons learned.
Another critical aspect of knowledge management is fostering a culture of knowledge sharing. This involves promoting open communication and encouraging employees to document their work and exchange insights. Incentivising continuous learning, providing access to educational resources, and facilitating knowledge transfer between experienced and new staff members are all part of this process.
Lastly, knowledge management plays a vital role in experiential learning. It involves a cyclical process of knowledge acquisition, reflection, and testing. By assessing experiences and assigning meaning to them in relation to the organisation's goals, individuals and organisations can learn from their institutional memory and apply those insights to new situations.
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Knowledge sharing
To facilitate knowledge sharing, organizations can employ various strategies. Encouraging an open communication culture is essential, where employees feel comfortable exchanging ideas and insights. This can be achieved through incentives, rewards, and access to educational resources that promote continuous learning and sharing. Knowledge transfer sessions, such as "Lunch and Learn" events, can also facilitate the exchange of knowledge between experienced and new staff members.
Documenting processes, best practices, and lessons learned is another vital aspect of knowledge sharing. Wikis, knowledge bases, databases, blogs, forums, and newsletters are effective tools for capturing and disseminating knowledge within an organization. These platforms enable employees to share their experiences, provide feedback, and contribute to a culture of continuous improvement. For example, employees can document processes, offer tips, and share articles, fostering a dynamic and engaging knowledge-sharing environment.
Oral debriefing and exit interviews are additional techniques for extracting tacit knowledge from key employees. These interviews focus on short- and medium-term memories, targeting essential projects, events, and experiences. By capturing this knowledge in an accessible format, organizations can preserve institutional memory and generate "lessons of history." Moreover, traditional corporate histories, produced as public relations tools, can also serve as valuable educational resources for transmitting long-term institutional knowledge.
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Frequently asked questions
Organizational memory (OM) is the accumulated body of data, information, and knowledge created in the course of an organization's existence. It is the collective knowledge of an organization held by its members, including formal and informal learning.
Organizational memory can be made up of various types of data, including:
- Facts, concepts, and experiences.
- Ephemeral insights and informal scripts (e.g. emails, instant messages).
- Processes, projects, and decisions.
- Institutional knowledge, such as a founder's interpretation of how to run a company.
- Workarounds and adaptations to tools and techniques.
- Strategic decisions and practices.
- Leadership styles and personal relationships.
Organizational memory can be captured and preserved through various methods, including:
- Written records, such as newsletters, blogs, forums, and databases.
- Oral debriefings and exit interviews.
- Traditional corporate histories.
- Knowledge transfer between experienced and new staff.
- Creating a memory book or using dynamic wiki software.
Organizational memory is important because it allows organizations to save time and resources by avoiding past problems and learning from them. It helps to shape the organization's identity, branding, and philosophy. Additionally, it fosters experiential learning and evidence-based practices, improving decision-making and strategic planning.
To access and utilize organizational memory effectively, organizations must have efficient retrieval systems for their archives and promote a culture of knowledge-sharing among members. This includes encouraging documentation, providing educational resources, and incentivizing continuous learning. It also involves understanding the differences between data, information, and knowledge, and applying them in context.
