Laisva valia grįstų asmeninių žinių integracijos į organizacijos žinias kliūčių įveikimo modelis

LTAsmeninės darbuotojų žinios - sunkiai išmatuojamas organizacijos resursas, kurį galima ir būtina vystyti integruojant Į organizacijos duomenų bazes. Tačiau asmeninių žinių integravimo į organizacijos žinių bazę procesus veikia stiprūs vadybiniai, kultūriniai, ne visuomet priklausantys nuo pačios asmenybės, bei psichologiniai trikdžiai, todėl diegiamos žinių valdymo sistemos gali ir neduoti laukiamo rezultato. Šio integravimosi proceso sėkmę lemia tokios aplinkybės, kaip darbuotojų ir organizacijos gebėjimas žinias identifikuoti ir vidinis darbuotojo noras žiniomis pasidalyti. Straipsnyje akcentuojama mintis, kad sėkmę gali laiduoti laisva valia grįstų asmeninių žinių integracijos į organizacijos žinias principas. Organizacijų vadovams tenka sunki užduotis atkurti darbuotojų pasitikėjimo jausmą, įveikti visuomenėje įsišaknijusius stereotipus ir nuostatas, kurios trikdo integravimo procesus. Organizacijose egzistuoja įtampos laukai tarp vadovybės ir darbuotojų valios, organizacijos ir asmeninių vertybių, nuostatų. Siekiant, kad asmeninės žinios sėkmingai integruotųsi į organizacijos žinias, būtinas nuoseklus organizacijos kultūros ir valdymo auditas, siekiant nustatyti individualius, asmeninius ir organizacinius trikdžius bei pašalinti priežastis. Organizacijoms gali tekti rekonstruoti santykius su savo darbuotojais.

ENWith globalization and cultural diversity of society the combination of the characters used by it changes but the content responds to basic needs, instincts and fears of the individual. Mechanical knowledge management systems implemented in organizations do not yet ensure the efficiency of knowledge application if there is a lack of knowledge about the nature of the integration process and the ability to recognize, identify the disturbances. Knowledge of the organization is the knowledge of the individuals that are its component parts, but individuals’ knowledge is not yet the knowledge of the organization. Condition of effective application of knowledge in organization is wisdom. It helps employees to break themselves free from the fears that limit their creative powers. Disturbances of individual knowledge integration into the knowledge of the organization are individual, organizational and intercultural. Development of social competence forms the environment in which successful knowledge sharing is possible. Cultural problems of management in the organization, mistrust, insecure and conflicting environment, formalization of the relation of work activities and the organization remain the main obstacles when integrating individual knowledge into the knowledge of the organization. People in organizations need not to be governed but allowed to create. Administrative measures that ignore free self-determination formalize the relationship with the organization; they do not ensure feedback and co-operation. The essence of cooperation - volunteering, free choice, free will to act. This guarantees confidence and systemic stability. Free will ensures employee’s loyalty and commitment on purpose to achieve individual and organizational goals and congruence of values.Thus on purpose to ensure cohesive integration of individual knowledge the organization is to internally grow to the level where the employee is regarded not as a hired person but as a partner that has as a right to decide on his own. It is not enough for organizations to be able to identify the most relevant individual knowledge on their own but also to develop the system that helps an employee to recognize and internally wish to express personal knowledge that he/she has. The employee must be given so much freedom so that he/she could decide how much he/she needs it and set a personal relationship with the organization. Organizations should avoid excessive administrative control when promoting self-control mechanisms. Security and balance are the values that support the stability of the organization as a system and therefore they should not only be publicly declared, but also reflected in everyday management actions, in internal and external politics (relations with communities, customers, clients). When analyzing the reasons that trouble the sharing of personal knowledge, a systematic approach to all the structural elements of the organization is necessary that evaluates the already existing tension fields that may arise in the future. In order to use the potential of the personal knowledge thorough internal audit is necessary that embraces cultural and structural elements as well as reconstruction of the employees’ relationships.