Transition Laboratory

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Objectives

The role of Knowledge Management in the organization Transition as the element of KM The importance of running transition at all the levels of the

organization like AIESEC Designing the transition process on local/national level Division of responsibilities while running the transition Adjusting the transition process to national/local realities

Impact of ITC on the network!

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Knowledge Management

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“The capabilities by which communities within an organisation capture the knowledge that is critical to them, constantly improve it and make it available in the most effective manner to those people who need it, so that they can exploit it creatively to add value as a normal part of their work”

(From Royal/Dutch Shell)

Knowledge Management Flow

Capture Classify Store Use/Add value

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Why Knowledge Management?

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Increased Efficiency Less Duplication (no more reinventing the wheel) Better Access to Information Savings in time and money

As a result: To generate value from the intelectual and

knowledge-based assets

What is NOT KM?

Knowledge Management is not equal to information systems.

Knowledge Management is not folder management.

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Our GCPs/ideas – KM solutions

Making the backup of all the needed information Wikis of myaiesec.net with links to the

documents/materials Having a serwer for MC/LC Make standard structure for the documents you

have, so it is easy to find Standarize names of files Store the documents on the office computer

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KM - references

“Introduction to KM Guide”, 2002, Paul Coffey (AI), and others, AIESEC.net

“KM Intro for AIESEC”, 2002, Paul Coffey (AI), CEMOS 2002 & AIESEC.net

“The ABCs of Knowledge Management”, Megan Santosus & Jon Surmacz, 2002,

“Bilgi Yonetimi Belge, Yonetimi Degildir”, Meliksah Karakas, www.bilgiyonetimi.org

Bilgi Yonetimi, Ismet Barutcugil, Kariyer Yayincilik, Istanbul

Transition

The period of time when all knowledge, information, experience, attitude, global, national direction are trasfered to new people in charge.

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Keep in mind!

Transition is an ethic responsibility towards the future well being and success of the incomers!

It is not about judging you or your term, it is about preparing your successors!

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Transition Flow

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Coaching

Delivery

Preparation

Evaluation/Feedback

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PREPARATION

• Plan it for the whole LC/MC (think how you can engage your members into the process and build their responsibility)

• Build the accountability of your team members – they have to support you with the delivery

• Gather all the knowledge that should be delivered

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DELIVERY

• What should be delivered?• What should be discussed?• Strategic and structural transition• What are the most effective methods of

delivery?• Check on every EB/MC meeting how the

transition is going• Organize the meeting with alumni and

externals to pass the contacts

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COACHING

• Use mentoring or coaching as a way to support your successor

• Offer your help in moments, which were the toughest in your term

• Give constant feedback

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EVALUATION/FEEDBACK

• Ask for feedback after every meeting• Ask for successors’ evaluation

Role of incomers – output of group discussion Preparation:

Set expectations and deliver to the currents Ask and answer questions about agenda, plan of transition Research on the area and general knowledge Feedback the plan Assess your skills, competencies

Delivery Ask questions Clarify and participate, study by yourself Propose new solutions, ask for feedback of your ideas Use all people with the knowledge, use different networks Use shadowing

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Coaching: Ask for feedback Ask for more support/coaching/mentoring Be honnest about what you don’t understand Don’t become dependant Set expectations about what kind of the support you need

(direct/indirect)

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Role of incomers – output of group discussion

Role of outgoers - output of group discussion

Preparation: Gather expectations Set objectives Assess the level of knowledge and competencies of your successor,

ensure common AIESEC understanding Plan the transition process Gather GCPs

Delivery Support in building a new team Individual, team meetings Use diverse methods of delivery Evaluate and track the process and progress of incomers Give homework Pass all the files and documents

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Coaching: Provide the tools Support, motivate, give positive thinking Challenge the perspective Agree on what kind of the coaching the incomers need Help in planning

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Role of outgoers - output of group discussion

Role of an outgoing LCP/MCP

Setting objectives and outcomes Developing the agenda and topics Defining timeline, roles and responsibilities Track the team if they are delivering the transition Designing the frame for functional transition plan Ensuring transition is happening at all organizational levels:

MC, NST, EB, Coordinators, OCPs, other LC members Making sure evaluation and feedback are taken into

consideration

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Role of incoming LCP/MCP

Setting expectations Defining personal learning outcome and for the team Giving feedback to topics, esp. based on ideas and

thoughts for the new team Giving feedback to delivery method based on

personal learning style Checking with EB/MC members if they are satisfied

with the transition that is being delivered

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BOTH: incoming and outgoing teams have to take responsibility for the

transition process!

Play an active role!