![]() ![]() come up with some ideas on how to share and retain some of their knowledge. " Paul McDowall points out that "Any organization can immediately identify at least a handful of people whose departure would seem devastating. Organizations should keep those pros who keep up with constant learning and upgrading. way of life." This may not mean retaining everyone, however, as Horacio Cavallero suggests in commenting that "I have always thought that it was very important to keep and shelter 'experienced professionals,' but not everyone. Anshu Vats points out that "It can be done, but only by the firms that have employee longevity and a valued. Respondents provided possible responses to these dilemmas. cannot be effectively accomplished on a one-on-one basis. It may stem from insecurity and thus the unwillingness to share organizational knowledge." Joe Violette raises a more practical issue: "Knowledge coaching. Cullinane elaborates on this in commenting that "In a quest for a less costly and younger workforce, a lot of companies have eliminated the accumulated wisdom of older workers." Saira Somani-Mendelin points to another possible cause: The failure to preserve deep smarts ". because they will not be able to quantify the benefits in business terms." C. Wisdom is only gained through time and good teachers." Ray Wright suggests that "those companies that are in the hands of accountants will shrink from. What are the causes? As Simon Griffiths puts it, "While we continue to focus on the short term, we will lose the benefits of working for the long term. Of particular concern is the phenomenon in large, publicly-listed business organizations. This month's column appears to have struck a chord with those who lament the continuing loss of implicit knowledge buried inside the heads of experienced leaders (termed "deep smarts" by Dorothy Leonard and Walter Swap in their book of the same name).
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