Knowledge management

Mechanism

Knowledge retention tools

Approach

Knowledge Management

This mechanism refers to a range of explicit activities undertaken to retain knowledge within an organisation

Definition/description

or other group of people when one of its members is due to leave through re-location, resignation or

retirement. Activities could include an “audience with”, the appointment of an apprentice, etc.

How does this

Knowledge retention tools contribute directly to RK&M preservation by providing a clear and explicit

mechanism contribute

method for extending the range of people who can benefit from knowledge over time. The retention

to RK&M preservation/

tools can also help to convert information into usable knowledge. It can be implemented top-down,

How can it be

supported by trained individuals and dedicated programs, or more informally and bottom-up, by

implemented?

volunteers within the organisation, group or project.

Does the mechanism mainly preserve information, records, knowledge, memory, or awareness?

Information:

Records:

Knowledge: X

Memory:

Awareness:

Knowledge retention tools operate explicitly to preserve knowledge. They will also support the preservation

of information and can aid the preservation of records (if these are also transferred in the knowledge

retention process) and memory (in the sense of broader, contextual information, such as why certain

research tracks were started or abandoned, why certain particular pieces of equipment were bought, etc.).

What is the level of detail addressed/provided by the mechanism?

Scope

Low level of detail:

High level of detail: X

Knowledge retention tools would usually be designed to share and extend access to detailed

knowledge, and allow its further development.

What is the main geographical or administrative-political scope development/implementation/

operation) of the mechanism? On which scale does the mechanism notably enable RK&M preservation?

[Note also the field “International dimension” further below.]

Local: X

Regional:

National:

International:

Virtual: X

Knowledge retention tools are independent of geographical scope; they would rather work within a

single organisation or a certain group of experts. This “in-house scope” is identified here as “local” (even

though it is not “on-site local”). Besides this, the online/virtual scope may be the most notable one.

Which timescale(s) is this mechanism mainly aimed at (target timescale)?

Long term:

Medium term:

Short term: X

Very short term: X

Realistically it is likely that, in the current formats, knowledge retention tools would not preserve

knowledge beyond 100 years.

When should this mechanism be implemented? This may or may not be equal to the target timescale.

Timescales

Pre-operational: X

Operational: X

Pre-closure: X

Post-closure: X

Knowledge retention tools would be implemented during all the disposal project phases, at least up to

closure but preferably also beyond (e.g. to support oversight activities).

When should this mechanism be developed? This may or may not be equal to the implementation

timescale.

Done: X

Pre-operational: X

Operational: X

Pre-closure:

Post-closure:

Knowledge retention tools already exist, but they should be refined and extended for and during

disposal projects, also with a view to go beyond short term, operational knowledge needs.

Should the mechanism be implemented intentionally (e.g. time capsules) or is its emergence largely

unintentional (e.g. surface traces) or can it not be fully controlled (e.g. art work)?

Intentional: X

Unintentional:

Cannot be controlled:

Knowledge retention tools need to be implemented intentionally.

Is the mechanism mainly tangible or intangible?

Characteristics

Tangible:

Intangible: X

The knowledge retention tools mechanism is essentially intangible, as it is designed to extend

knowledge to people. But it will be supported by tangible tools (manuals, equipment, documents, etc.).

Does the mechanism mainly rely on mediated transmission or non-mediated transmission?

Mediated transmission: X

Non-mediated transmission:

Knowledge retention is a good example of a mediated transmission mechanism, as it is designed to

actively pass on knowledge between individuals, organisations and projects.

Anyone actor in the field of RWM with knowledge related to disposal projects can apply knowledge

retention tools. However, there is a risk that if it is not the responsibility of any specific individual, no-one

will take it on. It is therefore important to elaborate knowledge retention responsibilities explicitly, among

Actors

and/or involving implementing agencies, regulators, research institutes, non-governmental organisations,

local community representatives, etc. Knowledge management professionals should be involved - it could

be argued that organisations that implement professional methods, such as “Retention of Critical

Knowledge” (RoCK), have a much greater chance of successful knowledge retention.

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Mechanism

Knowledge retention tools

Knowledge retention tools are already in practice and are relatively easy to learn, apply and transmit. It

allows for knowledge preservation as well as knowledge optimisation and development. As it is a

Main

process, there is ample opportunity to ensure that the recipients understand the transmitted knowledge

strengths/benefits

and that ambiguities are avoided.

Knowledge management is a blossoming and evolving field, and RWM arguably is a challenging and

interesting environment for its further development.

As knowledge retention relies on the repeated and ongoing application of a human-interaction process,

it is vulnerable to change, distortion, selectiveness or abandonment. Triggers for such events can be

Specific

financial or societal, including political and psychological issues (individual or corporate). These might

include carelessness, frustration, envy, time pressure, competition, pride, etc.

issues/challenges

Knowledge and knowledge retention tools and media evolve rapidly.

Current knowledge retention tools focus notably on short-term, operational needs.

Where countries are phasing out nuclear energy, the interest in nuclear knowledge may diminish.

International

Knowledge is increasingly becoming global in scale, and knowledge retention tools can be applied

virtually. Knowledge retention tools can be adapted to any culture. International applications can build

dimension

on more localised experiences.

Knowledge Management: Knowledge risk analysis; Knowledge sharing philosophy

Connection to other

Culture, Education and Art: Education, research and training; Industrial heritage; Intangible cultural

heritage

approaches/

Oversight Provisions: Monitoring; Clear and planned responsibilities

mechanisms

International Mechanisms: International Research, education and training programmes

Regulatory Framework: Safeguards.

• J. Day (2012). Management of knowledge across generations: preventing knowledge loss, enabling

knowledge readiness. In: NEA (2013), The Preservation of Records, Knowledge and Memory (RK&M)

across Generations: Scoping the Issue. Workshop proceedings. The Preservation of Records,

Information resources

Knowledge and Memory (RK&M) Across Generations: Scoping the Issue. 11-13 October 2011, Issy-les-

Moulineaux, France. pp. 73-78. OECD, Paris.

issued by the RK&M

• J. Day & E. Kruizinga (2013). Knowledge retention strategies across generations. In: NEA (2013), The

initiative

Preservation of Records, Knowledge and Memory (RK&M) Across Generations: Improving Our

Understanding. Proceedings of the second RK&M Workshop. The Preservation of Records, Knowledge

and Memory (RK&M) Across Generations: Improving Our Understanding. 12-13 September 2012, Issy-

les-Moulineaux, France pp. 57-61, OECD, Paris.

• IAEA (2011). Comparative Analysis of Methods and Tools for Nuclear Knowledge Preservation. Nuclear

Energy Series No. NG-T-6.7, IAEA, Vienna.

Other information

• Heler, D. (2012). Palo Verde Nuclear Generating Station. Knowledge Transfer and Retention (KT&R)

Preservation & Program (USA). IAEA - Practical Approaches to Risk Management of Knowledge Loss in

resources

Nuclear Organizations. Scientific and Technical Exchange. Sept 26-28, 2012, Gelendzhik (Russia).

• Wisbey, S. and Clark, A. (2014). Application of Knowledge Management to the UK’s Radioactive Waste

Management Programme. Waste Management Conference. Phoenix, Arizona, USA. WM Symposia, US.

Examples

• Shelley, A. (2012). How can we retain the key knowledge our organisations need for future success?

Slides that mention examples of good practices according to the author. See

www.slideshare.net/Arthur.Shelley/shelley0812-know-retentiontransfer.

Mechanism

Knowledge risk analysis

Approach

Knowledge management

Knowledge risk analysis refers to a range of explicit activities undertaken to identify, understand and

Definition/description

control the risk of knowledge loss from an organisation or other group of people. It can include analysis

of business threats, system health checks, and control of staff demographics, such as age profiles,

subject matter expertise, etc.

How does this

Knowledge risk analysis contributes directly to RK&M preservation by providing a clear and explicit

mechanism contribute

method for identifying and countering threats to its loss. It can also help to (re)convert information into

to RK&M preservation/

usable knowledge. It can be implemented top-down, supported by trained individuals and dedicated

How can it be

programs, or more informally and bottom-up, by volunteers within the organisation, group or project.

implemented?

Knowledge risk analysis and knowledge retention tools should work together.

Does the mechanism mainly preserve information, records, knowledge, memory, or awareness?

Information:

Records:

Knowledge: X

Memory:

Awareness:

Scope

Knowledge risk analysis operates explicitly to preserve knowledge. It will also support the preservation

of information and can also aid the preservation of records (if these are part of the analysis) and memory

(in the sense of broader, contextual information, such as why certain research tracks were started or

abandoned, why certain particular pieces of equipment were bought, etc.).

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Mechanism

Knowledge risk analysis

Low level of detail:

High level of detail: X

A knowledge risk analysis would in itself not preserve a high level of detail, but it generally is applied to

and aimed at preserving detailed knowledge.

What is the main geographical or administrative-political scope

(development/implementation/operation) of the mechanism? On which scale does the mechanism

notably enable RK&M preservation?

[Note also the field “International dimension” further below.]

Local: X

Regional:

National:

International:

Virtual: X

A knowledge risk analysis is independent of geographical scope; it would rather work within a single

organisation or a certain group of experts. This “in-house scope” is identified here as “local” (even

though it is not “on-site local”). Besides this, the online/virtual scope may be the most notable one.

Which timescale(s) is this mechanism mainly aimed at (target timescale)?

Long term:

Medium term:

Short term: X

Very short term: X

Realistically it is likely that, in the current formats, the knowledge preservation effect of knowledge risk

analysis would not apply beyond 100 years.

When should this mechanism be implemented? This may or may not be equal to the target timescale.

Timescales

Pre-operational: X

Operational: X

Pre-closure: X

Post-closure:

Knowledge risk analysis can be implemented during all the disposal project phases, at least up to closure

but preferably also beyond (e.g. to support oversight activities).

When should this mechanism be developed? This may or may not be equal to the implementation

timescale.

Done: X

Pre-operational: X

Operational: X

Pre-closure:

Post-closure:

Knowledge risk analyses are carried out already, but should be refined and extended for and during

disposal projects, also with a view to go beyond short term, operational knowledge needs.

Should the mechanism be implemented intentionally (e.g. time capsules) or is its emergence largely

unintentional (e.g. surface traces) or can it not be fully controlled (e.g. art work)?

Intentional: X

Unintentional:

Cannot be controlled:

Knowledge risk analyses need to be implemented intentionally.

Is the mechanism mainly tangible or intangible?

Characteristics

Tangible:

Intangible: X

The knowledge risk analysis mechanism is essentially intangible, as it is a process to identify, understand

and control the risk of loss of knowledge held by people. But it will be supported by tangible tools

(manuals, equipment, documents, etc.).

Does the mechanism mainly rely on mediated transmission or non-mediated transmission?

Mediated transmission: X

Non-mediated transmission:

The knowledge risk analysis is an iterative process designed to avoid knowledge loss over time.

Any one actor in the field of RWM with knowledge related to disposal projects can apply a knowledge

risk analysis. However, there is a risk that if it is not the responsibility of any specific individual, no-one

Actors

will take it on. It is therefore important to elaborate knowledge risk analysis responsibilities explicitly,

among and/or involving implementing agencies, regulators, research institutes, non-governmental

organisations, local community representatives, etc. In these cases it is best to involve knowledge

management professionals.

Main

Knowledge risk analysis is at the heart of knowledge management and preservation. Dedicated

knowledge risk analysis tools are rather well developed and can be learnt, diversely applied and

strengths/benefits

transmitted.

As knowledge risk analysis is an iterative process involving human interaction, it is vulnerable to

distortion or abandonment. The causes of knowledge loss are also diverse, including material and

human aspects which can be unintentional but also deliberate. There can be financial or societal factors

Specific

at play in knowledge loss, comprising political and even psychological issues. These might include

issues/challenges

carelessness, time pressure, competition, pride, etc., i.e. issues not always easily addressed. Nevertheless,

a knowledge risk analysis needs to be followed up by practicable knowledge retention activities.

Knowledge develops and changes over time, so that it may not always be clear which knowledge should

be preserved and which may be considered redundant.

International

The knowledge risk analysis mechanism can be applied equally well in any culture, and international

dimension

applications can build on more local experiences.

Connection to other

Knowledge Management: Knowledge retention tools; Knowledge sharing philosophy

Culture, Education and Art: Research, education and training (the content, target groups, … of which can

approaches/

be informed by knowledge risk analysis)

mechanisms

Dedicated Record Sets and Summary Files: SER (knowledge risk analysis can inform the SER process)

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Mechanism

Knowledge risk analysis

• S. Tunbrant (2012). Examples of Loss of RK&M and Possible Countermeasures as Received by the Members.

In: NEA (2013), The Preservation of Records, Knowledge and Memory (RK&M) across Generations:

Information resources

Scoping the Issue. Workshop proceedings. The Preservation of Records, Knowledge and Memory

(RK&M) Across Generations: Scoping the Issue. 11-13 October 2011, Issy-les-Moulineaux, France.

issued by the RK&M

pp. 47-54. OECD, Paris.

initiative

• NEA (2014). Preservation of Records, Knowledge and Memory across Generations. Loss of information,

records, knowledge and memory in the area of conventional waste disposal. Study prepared in the

framework of the NEA Initiative on the Preservation of Records, Knowledge and Memory (RK&M)

across Generations. NEA/RWM/R(2014)3. OECD, Paris.

Other information

• IAEA (2006). Risk Management of Knowledge Loss in Nuclear Industry Organizations. IAEA, Vienna.

• A.Tolstenkov 2012). Approaches and Methods of Risk Management Including IT Applications (Russia).

resources

In: IAEA - Practical Approaches to Risk Management of Knowledge Loss in Nuclear Organizations.

Scientific and Technical Exchange. Sept. 26-28, 2012, Gelendzhik (Russia). IAEA, Vienna.

Examples

—

Mechanism

Knowledge sharing philosophy

Approach

Knowledge management

A knowledge sharing philosophy refers to a form of ethos of sharing knowledge, within organisations

Definition/description

and beyond, delivered via a range of explicit activities. It can include communities of practice, expert

directories, expert systems, collaborative software technologies, and knowledge repositories

(knowledge bases). The knowledge sharing philosophy sits above the related knowledge retention tools.

A developed philosophy should lead to a set of retention tools.

Developing and implementing a knowledge sharing philosophy contributes directly to RK&M

How does this

preservation by providing a strong ethos and a clear and explicit methodology for extending the range

mechanism contribute

of people who can benefit from and co-develop knowledge. Its focus is not directly on preserving

to RK&M preservation/

knowledge over time, but the more people hold and contribute to certain knowledge, the more likely it

How can it be

is to be preserved over time. A knowledge sharing philosophy can also help to convert information into

implemented?

usable knowledge. It can be implemented top-down, supported by trained individuals and dedicated

programs, or more informally and bottom-up, by volunteers within the organisation, group or project.

Does the mechanism mainly preserve information, records, knowledge, memory, or awareness?

Information:

Records:

Knowledge: X

Memory:

Awareness:

A knowledge sharing philosophy operates explicitly to share knowledge. It will also support the

preservation of information and can aid the preservation of records (if these are also shared) and

memory (in the sense of sharing broader, contextual information, such as why certain research tracks

were started or abandoned, why certain particular pieces of equipment were bought, etc.).

What is the level of detail addressed/provided by the mechanism?

Scope

Low level of detail:

High level of detail: X

A knowledge sharing philosophy would support sharing and extending access to detailed knowledge,

and allow its further development.

What is the main geographical or administrative-political scope

(development/implementation/operation) of the mechanism? On which scale does the mechanism

notably enable RK&M preservation? [Note also the field “International dimension” further below.]

Local:

Regional:

National:

International:

Virtual: X

A knowledge sharing philosophy is independent of geographical scope; it would rather work within a

single organisation or a certain group of experts. This “in-house scope” is identified here as “local” (even

though it is not “on-site local”). Besides this, the online/virtual scope may be the most notable one.

Which timescale(s) is this mechanism mainly aimed at (target timescale)?

Long term:

Medium term:

Short term: X

Very short term: X

Realistically it is likely that, in the current formats, a knowledge sharing philosophy would not preserve

knowledge beyond 100 years.

When should this mechanism be implemented? This may or may not be equal to the target timescale.

Timescales

Pre-operational: X

Operational: X

Pre-closure: X

Post-closure:

A knowledge sharing philosophy should be implemented during all the disposal project phases, at least

up to closure but preferably also beyond (e.g. to support oversight activities).

When should this mechanism be developed? This may or may not be equal to the implementation

timescale.

Done: X

Pre-operational: X

Operational: X

Pre-closure:

Post-closure:

Knowledge sharing already exists as a driving process, but it should be refined and extended for and

throughout disposal projects, also with a view to go beyond short term, operational knowledge needs.

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DESCRIPTIONS OF RK&M PRESERVATION MECHANISMS

Mechanism

Knowledge sharing philosophy

Should the mechanism be implemented intentionally (e.g. time capsules) or is its emergence largely

unintentional (e.g. surface traces) or can it not be fully controlled (e.g. art work)?

Intentional: X

Unintentional:

Cannot be controlled:

A dedicated knowledge sharing philosophy needs to be implemented intentionally.

Is the mechanism mainly tangible or intangible?

Characteristics

Tangible:

Intangible: X

A knowledge sharing philosophy is essentially intangible, as it refers to a certain ethos, attitudes and

behaviour that should result in the extension of knowledge to people. However, it will be supported by

tangible tools (manuals, equipment, documents, etc.).

Does the mechanism mainly rely on mediated transmission or non-mediated transmission?

Mediated transmission: X

Non-mediated transmission:

This mechanism is a good example of a mediated transmission mechanism, as it is designed to actively

share knowledge between individuals, groups and organisations.

A knowledge sharing philosophy needs to be cultivated as a form of organisational ethos, so that

everybody involved in disposal projects (employees of implanting agencies, regulators, researchers,

members of the supply chain, non-governmental organisations, politicians, local community

representatives, etc.) has the freedom and encouragement to share their knowledge and be open to that

Actors

of others, within and beyond their organisations. However, there is a risk that if it is not the dedicated

responsibility of any specific individual, no-one will take it on or at least not structurally. It is therefore

important to elaborate a knowledge sharing philosophy by means of developing specific knowledge

sharing tools and responsibilities. Knowledge management professionals, educational professionals and

perhaps also (science) communication experts can help in this regard.

Once the mechanism is ingrained in the ethos of an organisation or project more generally, and

practised via application of tools, it often self-perpetuates.

Main

A knowledge sharing philosophy encourages interand trans-disciplinarity, by which, in turn, it

encourages learning and communication.

strengths/benefits

The field of knowledge management, which provides tools to deliver a philosophy of knowledge

sharing, is blossoming. A knowledge sharing philosophy also fits current trends towards citizens’ science

and knowledge crowdsourcing.

As a knowledge sharing philosophy relies on a certain ethos, on attitudes and behaviour in the form of

ongoing human-interaction processes, it is vulnerable to change, distortion, selectiveness or

abandonment. Triggers for such events can be financial or societal, including political and psychological

issues (individual or corporate). These might include carelessness, frustration, envy, time pressure,

Specific

competition, pride, etc.

Knowledge and knowledge sharing tools and media evolve rapidly.

issues/challenges

Current knowledge sharing tools typically focus on short-term, operational needs.

The technicality of large parts of disposal projects related knowledge may hinder its sharing beyond a

limited group of experts, especially in technocratic/expertocratic environments. Some knowledge items

within the nuclear field are also restricted (e.g. in the context of dual-use).

Where countries are phasing out nuclear energy, the interest in nuclear knowledge may diminish.

International

A knowledge sharing philosophy can be developed equally well in any culture, although some cultures

may find this easier than others. Where relevant, international applications can build on each other’s

dimension

experience.

Knowledge Management: Knowledge retention tools; Knowledge risk analysis

Connection to other

International Mechanisms: International co-operation; International research, education and training

programmes

approaches/

Culture, Education and Art: Research, education and training; Public information dissemination activities;

mechanisms

Alternative reuse of the disposal site/infrastructure (e.g. interactive visitor centres)

Oversight Provisions: Monitoring; Clear and planned responsibilities

Information resources

I. Hill (2013). NEA Data Bank: Knowledge Preservation Activities. In: NEA. The Preservation of Records,

issued by the RK&M

Knowledge and Memory (RK&M) Across Generations: Improving Our Understanding. Proceedings of the

initiative

second RK&M Workshop. 12-13 September 2012, Issy-les-Moulineaux, France. OECD, Paris.

• IAEA (2009). Development of Knowledge Portals for Nuclear Power Plants, IAEA Nuclear Energy Series,

Other information

No. NG-T-6.2. IAEA, Vienna.

• M. Skrzeczkowska (2017). Building understanding – IAEA activities considerable in improvement of

resources

radioactive waste and spent fuel management, decommissioning & remediation. In: Forum on

Stakeholders Confidence 18th meeting, IAEA, Vienna, Sept 12-14, 2017. OECD, Paris.

The NEA Data Bank, which is designed to be a centre of reference with respect to basic nuclear tools,

Examples

such as computer codes and nuclear data, used for the analysis and prediction of phenomena in the

nuclear field. It should also provide a direct service to its users by developing, improving and validating

these tools and making them available as requested. See www.oecd-nea.org/databank/

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