Page 213 - Crossing Cultural Boundaries - Cees den Teuling
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As mentioned already, often there is a position of power inequality with a more superior stance for the transmitter organisation. The situation of dependency, between transmitter and recipient organisation, is shifting during the knowledge acquisition process and can be an important factor in the adjustment of the balance of power, towards the recipient organisation. The basic condition and rationale for collaboration will weaken if, in the recipient’s opinion, no further improvement, coming from the knowledge transfer process can be expected. Unless the transmitter organisation is able to deliver other valuable knowledge to the recipient organisation, the collaboration is on the brink of elimination.
6.5.2 The Essential Architecture of the developed “Toolkit” in 4 Phases and 10 Steps
As the proposed contribution based on the research executed, a “Toolkit” is developed and designed as the essential addition to the professional practice of management consultancy. In the section to follow, the structure and the subsequent steps towards the implementation of the “Toolkit” are explained and elaborated on.
This section describes the 4 Phases and the 10 steps of the architecture/structure of the “Toolkit” to support the transmitter (consultant, business coach) in implementation of the KT suitable for each recipient organisation, preferably in a bi- directional approach. It should always be taken into consideration that organisations are not identical. Each of the recipient organisations will have its specific features, which should be addressed in specific mode, in their unique situation and environment, internally and externally. The advised and authoritative “Toolkit” does not present a ready-to-implement methodology but a guideline and compass to assist in the development of a sustainable system of KT processes, tailored to the needs and possibilities of the recipient organisation.
The four phases structure of the “Toolkit” includes the KM infrastructural evaluation, the KT system analysis, design development, the deployment of KT process infrastructure and the KT implementation, organising feedback and evaluation.
Understanding of the four phases prior to application is compulsory for maximising performance and for achieving an optimal outcome for the recipient organisation. A bi-directional link should be developed between the processes of KT and the recipient’s organisation’s strategic plan. The conditional understanding of the mentioned four phases will also allow optimising the impact on the organisation’s “bottom line”.

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