Knowledge Transfer Strategies: Far Transfer

Group Members:Muhammad Naim Lau 13730

Teh Hong Teng 13923Sara Shafrina binti Azaman 13910

1. Introduction of Far Transfer2. One example of Far Transfer from the book by

Nancy Dixon3. Personal example for Far Transfer4. Criteria related to Far Transfer based on

personal example5. The design guidelines of the Far Transfer

Presentation Outline

Introduction to Far Transfer

Far transfer is the transfer of expert knowledge from a source team to a receiving team that are doing similar work

The task in far transfer is frequent and non-routine in nature

Knowledge transferred is largely tacit than explicit

Far Transfer

Definition Tacit knowledge a team has gained from doing a non-routine task is made available to other teams doing similar work in another part of the organization.

Similarity of task and context

The receiving team does a task similar to that of the source team but in a different context that of the source team but in adifferent context

Nature of the task Frequent and non routine

Type of Knowledge Tacit

Example Peers travel to assist a team dealing with a unique oil exploration site. The collaboration provides new approaches.

Far Transfer

One example of Far Transfer from the book by Nancy Dixon

British Petroleum’s

Barden Exploration

Helen’s Team

2 Geophysicist Geologist Petroleum Engineer

Peer Assist Team

3 From Norway Office 1 From Scotland 1 From South

Africa 2 From London

Hierarchy of Teams

1. Identify possible candidates for experts2. Finalize list of candidates and set meeting

date and send relevant data and information to peer assist

3. Define objectives needed from the peer assist on meeting day

4. Discussion, explanation and clarification of problem

5. List of possible solutions and evaluation6. Finalize decision

Step by step Process

Personal Example for Far Transfer

Launching a New Model

Team A in Germany consists

of several members who responsible for the new model (e.g. engine, transmission,

suspension, etc.)

When a new model is launched in Malaysia, local

mechanics of Team B lack of

knowledge on this new model

Team A from Germany will then come to Malaysia

to share their knowledge and experience with the Team B from

Malaysia

Team A from Germany Team B from MalaysiaTeam A shares their knowledge with Team B

Criteria related to Far Transfer based on personal example

3 Criteria related to Far Transfer1. Who the intended receiver of the

knowledge is in terms of similarity of task and context

2. How routine and frequent the task is3. The kind of knowledge that is being

transferred

1. Who the intended receiver of the knowledge is in terms of similarity of task and context

How similar are the task and the context of the receiving team(s) to those of the source team?◦ Both of the teams are doing the similar task where

they are going to train other mechanics on the new model, but in a different context with differing cultures, climate, etc.

Does the receiving teams(s) have the absorptive capacity to implement what source team has developed?◦ The absorptive capacity of teams may vary by the

experience level of the team members. However, they have at least a common knowledge base where it is related to the automotive.

2. How routine and frequent the task is

How frequently does this task occur? Daily? Monthly? Yearly?◦ This task occurs frequently in a year as there are

a few models have to be introduced in a particular year. As a result, it is considered as frequent.

Is the task routine or non-routine? Are there clear steps, or is each next step variable?◦ The task is non-routine. Mechanism of a new

model is never done the same way twice. Each new model has its own unique characteristics (e.g. different engine horsepower, gear transmission, etc.)

3. The kind of knowledge that is being transferred

Is the knowledge of the source team primarily tacit or explicit?◦ The knowledge is primarily tacit. It is in the heads of the

team members where they share their experiences and knowledge on the particular new model

How many functional areas of the organization will be impacted by implementing the knowledge? One team? One division? The whole organization?◦ The whole organization is going to be impacted by the

knowledge received in the transfer. It impacts how the receiving team understand about the new model and in turns, benefits the company by training other mechanics better, which result better customer service and increase profits.

The Design Guidelines

of Far Transfer

1. Exchange is reciprocal2. Source team knowledge is translated3. People carry the knowledge across the

organizations4. Process is given a recognizable name

Design Guidelines

Both way learning, not one way Both teams can benefit each other through

problem or issue solved

Exchange is reciprocal

Can be in different form to suit receiving team

• “How can what we did be translated into something that is usable in your situation”

Knowledge is not usable until it has been customized by either:◦ Receiving team◦ Source team

Source team knowledge is translated

People = Living database Has the ability to understand a specific

situation and then tailor their response to that situation

Can relate past similar experiences to present situation to come up with ideas and solutions.

People carry the knowledge across the organization

Every project has been given a specific name for reference purposes

It removes a request for knowledge from the category of favors and places it in the realm of legitimate business processes that produce faster and more effective results

Peer assist>Help team

Process is given a recognizable name

Thank you