Peter Flagstaff’s concerns about inefficient knowledge management are closely associated with the pitfalls in organizational learning. Therefore, in order to improve knowledge sharing among the employees, the top managers should pay attention to developing learning capability of their subordinates.
Motivating workers to engage in learning is essential for efficient information sharing because it can help them incorporate ideas about learning and invent more affective strategies.
In addition, a variety of approaches should be developed for employee to acquire knowledge so that each person has a wider access to accumulating his/her experience. Finally, knowledge distribution is an essential condition for solving problems and, therefore, managers should focus on this issue as well.
The reluctance of information exchange among the accountant managers are explained by their concerns with the freshness and originality of the ideas.
Committed to the old stereotypes, they mistakenly believe that the idea shared with another manager is not valid anymore and, therefore, it cannot be called a creative one. However, these assumptions are not valid because the employees fail to realize the actual purpose of knowledge management.
The task of Flagstaff and Gibson is to convince their employees that knowledge management significantly contributes to the welfare and performance of their firm.
They should introduce new organizational culture and face the diversity within the employed environment. In this respect, high-impact learning is an effective approach favoring knowledge sharing and minimizing the fears of information stealing.
Establishing the right priorities and creating new knowledge will promote a healthier environment and provide new prospects for development. Filling in the gap between knowledge and performance, the managers will focus more on performance rather than on technical outcomes.