Abstract
Expertise is a key resource in any organization, but it is usually not treated with the same care as other resources. Few organizations have any methods for preserving or expanding their experience, or even taking stock of their current expertise. In contrast, other corporate resources, such as financial assets and equipment, are monitored with great attention. Ironically, many corporations are proud of their experience. They boast of “being in business for over 75 years.” But if you enter their offices you may have trouble finding anyone who has worked in the same job more than 2 or 3 years. When staff members retire, the organization does little to preserve their expertise; if an exit interview is performed it is usually directed at learning how the person feels about the job and the organization, rather than trying to elicit the accumulated tricks of the trade. Supervisors acknowledge the person’s expertise through a small party or a gift, perhaps a plaque.
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Klein, G.A. (1992). Using Knowledge Engineering to Preserve Corporate Memory. In: Hoffman, R.R. (eds) The Psychology of Expertise. Springer, New York, NY. https://doi.org/10.1007/978-1-4613-9733-5_10
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DOI: https://doi.org/10.1007/978-1-4613-9733-5_10
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