‘‘ W
HILST explicit knowledge can be written down, turned into
precedents, practice
notes or artefacts for databases, we in Knowledge Management circles often discuss tactics to ensure the more complex strategic and experiential knowledge is shared if it can’t be captured, and how it can often be best passed through discussions, mentoring, supervised stretch projects and reflections on work experiences.
A peer recently asked me how she could improve engagement with the more introverted members of her team and asked how she could get them more involved in the discussions and conversations for knowledge sharing. It’s an interesting question and one that relates to more than just knowledge sharing. We live in a world where “extrovert” is the norm at work and introverts are expected to adapt to the workplace.
Certainly in the legal sector, the “lunch
‘n’ learn” is a staple part of learning and knowledge sharing: a topic is presented by a subject matter expert then a discussion ensues at which practitioners share their experiences and talk about relevant tactics and related complexities. Given that introverts are usually more comfortable processing experiences and pondering learning alone, they can miss out on asking their questions or sharing their relevant experiences with others. So how can knowledge managers adapt our practices to ensure that the team benefits?
The advice often given to managers is to ensure that introverts have time to process their thoughts before meetings, with agendas and supporting documents shared well before the meeting, however in sectors such as the legal sector where time is billed to customers and the spectre of the chargeable hour hovers over all practitioners, many struggle to find time to review anything non-urgent and non-chargeable before meetings.
It’s a difficult situation.
Here are five strategies I have experimented with to try to overcome
October-November 2024
We live in a world where ‘extrovert’ is the norm at work and introverts are expected to adapt to the workplace.
this issue, but I would love to hear from you about your tactics:
1. Use written tools where possible Introverts can expand their own knowledge and prepare artefacts for sharing by writing scholarly articles for peer-reviewed journals and practical client-focused pieces for sector specific trade magazines. The process of writing and editing provides a structure for reflection and produces marketing materials, so is more tempting for practitioners struggling with chargeable hours.
Blogs and personal reflective journals also provide a mechanism for introverts to process their research and experiences on their own terms, without the pressure of real-time interactions.
Writing a book provides a long-form medium for introverted practitioners to dive deep into a topic. It offers a chance to thoroughly organise and share knowledge in a more relaxed, deliberate manner and offers the opportunity to position themselves as an expert amongst their customers.
2. Pre-recorded lectures and webinars, asynchronous forums, and the flipped classroom The “flipped classroom”, where attendees watch a pre-recorded lecture or webinar before the live group discussion, can allow introverts to mull over their learning before diving into the discussion with peers at a later meeting.
Introverted experts can feel more comfortable recording their lectures or webinars for sharing, so they can be edited and refined before presentation. Questions can be added to an asynchronous chat function or discussion forum, so that introverts can participate at their own pace and respond to queries or contribute insights without real-time social pressure.
3. Collaborative Research Pairing introverts with extroverted colleagues who are more comfortable with networking and presenting, can free the introvert to focus on the analysis and content, while their extroverted counterpart handles the public speaking. The introvert passes on their expertise to the extroverted team member, who can then share the knowledge with the team.
4. Infographics and podcasting For introverts who prefer not to write or
Hélène Russell is a KM consultant at TheKnowledgeBusiness and Chair of the K&IM SIG. Contact her on helenerussell@
theknowledgebusiness.co.uk
speak extensively, creating visual content such as infographics and knowledge maps can be a powerful way to share complex knowledge efficiently, and those who excel in one-on-one or small group discussions can participate in podcasts, to share insights without the intensity of large live audiences.
5. Mentoring
One of my own favourite ways to engage introverts with the sharing of complex knowledge is the use of deep, one-on- one conversations through mentoring. These relationships allow introverts to share more complex knowledge in a more conversational, personal and controlled environment. Unfortunately, successful knowledge management can rarely rely on a simple, single solution. By focusing on a variety of tools and media that allow for preparation, reflection, and structured communication, hopefully introverts can be given sufficient scope to process and reflect upon knowledge shared with them and effectively share their expertise with their teams.
I would love to hear your thoughts. How do you support introverts in knowledge sharing? You can contact me on
helenerussell@theknowledgebusiness.co.uk and don’t forget to join the K&IM SIG’s LinkedIn group for more discussions on practical KM tools. IP
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