At the Connect by Cayuse 2024 virtual conference, The University of Alabama, Birmingham’s Gina Hedberg and Vanderbilt University Medical Center’s Heather Darlin explored practical strategies for building a sustainable knowledge transfer process in their session The Art and Science of Knowledge Transfer: Bridging the Gap for Future Success. This essential approach in research administration helps bridge experience gaps, support organizational change, and ensure seamless transitions.
Below, we dive into the takeaways that make knowledge transfer an invaluable part of an adaptable, resilient team.
Beyond Training: The Core Purpose of Knowledge Transfer
It is important to keep in mind that while similar, knowledge transfer is not the same thing as training a new hire or newly promoted team member. While training serves to orient new team members to basic skills, knowledge transfer goes beyond by preserving insights, decision-making processes, and practical experiences from team members who have left their role for any number of reasons.
This continuity becomes especially important during transitions, unexpected absences, or when adapting to new roles. Knowledge transfer should be an ongoing, intentional process that weaves into team workflows, sustaining the depth of expertise needed to keep organizations running smoothly.
Explicit vs. Tacit Knowledge
In the knowledge transfer framework, explicit knowledge represents the visible, accessible portion of shared information—think SOPs, guides, and technical manuals. Tacit knowledge, however, is the deeper, experience-based insight that is often harder to document but just as essential.
Capturing both explicit and tacit knowledge helps ensure a well-rounded knowledge transfer process that goes beyond procedural guidance. As Margaret Fuller put it, “if you have knowledge, let others light their candles in it.” In other words, everyone on your research team has important knowledge about their role that they can share with others, and encouraging more open discussions about individual practices and experiences can promote easier and more thorough knowledge transfer.
Tailoring Knowledge Transfer to Learning Styles
Recognizing the learning preferences of team members can greatly enhance knowledge transfer. Using the VARK model (Visual, Auditory, Reading/Writing, and Kinesthetic learning), the session highlighted that tailoring to these learning styles encourages engagement and improves retention. For example, visual learners benefit from charts and graphs, auditory learners from discussions or videos, and kinesthetic learners from hands-on experiences and simulations. Blending these methods allows for a customized approach, where individuals receive information in ways that align best with their learning style, helping them retain critical insights more effectively.
The “See One, Do One, Teach One” approach can also reinforce learning: by first observing, then practicing, and finally teaching a task, team members internalize each step and gain confidence in their abilities to transfer their knowledge.
Steps for Developing a Proactive Knowledge Transfer Plan
Identify Needs and Define Scope: To begin, teams should assess what specific knowledge is essential to preserve, pinpointing which tasks are core to each role and identifying subject matter experts (SMEs) to share their insights. Teams may also need input from both internal and external stakeholders to cover all angles, especially where roles intersect.
Categorize Knowledge by Priority and Frequency: Tasks can be organized by their frequency, from daily duties to annual reports or one-time events. Mapping out these tasks proactively ensures that infrequent but significant tasks aren’t overlooked. Prioritizing knowledge areas helps teams mitigate potential disruptions, and planning ahead allows smoother transitions.
Gather and Transfer Knowledge Thoughtfully: A kickoff meeting can set the tone for knowledge transfer, providing a structured way to approach the process. Specific questions help direct SMEs to share what’s most valuable, ensuring that both explicit knowledge (e.g., audio recordings, documentation) and tacit knowledge (e.g., mentorship) are captured effectively. Thoughtful notes taken during these conversations allow for accurate and comprehensive documentation.
Consider Practical Aspects: Practical details—like time availability, privacy needs, and security concerns—are essential in knowledge transfer planning. Documents stored on secure platforms (SharePoint, Dropbox) keep information accessible yet protected. Regularly updating this content helps prevent outdated materials from disrupting workflows, and assigning dedicated team members to manage updates creates a dependable knowledge base.
Evaluate and Update the Knowledge Transfer Plan: Periodic review keeps the knowledge transfer plan relevant to organizational changes and evolving roles. Conducting a review semi-annually or quarterly can help teams account for updates and identify areas for improvement. Maintaining a master list of key tasks and knowledge areas ensures that all essential information remains within reach, even as team members move into new roles or responsibilities.
Building Knowledge Transfer into Everyday Workflows
Effective knowledge transfer also benefits from integration into daily operations, creating a culture where sharing and collaboration are embedded in team interactions. Routine discussions, quarterly check-ins, and ongoing mentoring sessions all support this proactive, “extra-curricular” approach to preserving knowledge. Incorporating it into regular activities alleviates the pressure of trying to capture everything at once, allowing new hires or transitioning staff to gain knowledge incrementally and confidently.
Key Takeaways for Building Capacity and Continuity
By embedding knowledge transfer into team culture, organizations can foster professional growth and readiness. With proactive planning and continuous updates, knowledge transfer preserves expertise, supports career development, and can even reduce the anxiety of stepping into new roles. A fresh perspective from someone filling in for an experienced team member may reveal opportunities for process improvements or added efficiencies.
In the words of Peter Senge, “Sharing knowledge is not about giving people something, or getting something from them. It is about creating learning processes.” An intentional, well-organized knowledge transfer process enables research administration teams to build on collective expertise, bridging gaps and setting up future success.
In the evolving field of research administration, knowledge transfer plays an essential role in maintaining operational stability. These takeaways offer a path to fostering a culture where team members not only grow in their roles but become contributors to the shared foundation that drives the organization forward.
