I'm undertaking a study of mentoring in large organisations, particularly local authorities. My main interest is identifying the major issues to be addressed, key success factors if you like, in order to implement programmes successfully. This is a big area and there is substantial reading, therefore I think its best to get as much info from people/organisations who have had bad experiences. Please keep in mind the size of the organisation, and the fact that in my organisation there has been a lot of change over a short period of time, a very role based culture and a fairly traditional heirarchy. That said, I would be delighted to hear from anyone who has good and bad experiences of mentoring.
Paul Hendry
2 Responses
Mentoring – Ways of receiving tacit knowledge
I am interested in mentoring as a means of passing on tacit knowledge. I.e. Gaining knowledge which is not explicity defined can be passed on through mentoring. If you have any comments please consider joining the following eGroup on Knowledge Management Systems where I would welcome discussion on this issue.
eGroup http://www.egroups.com/group/Knowledge-Management-Systemshas been specifically set up to discuss the practical side of knowledge management. I.e What elements should (or must) be included within a knowledge management system. For example; do the following need to be included?: knowledge policy, measurement, rewards, cultural implementation programmes(such as trust), defined organisation for knowledge, IT systems, knowledge audits, etc. If you have a view; please add your comments. This matter is important because many organisations will want to implement KM but do not have a clear framework of what to do.
We also failed to excite interest!
Hi Paul
I work for a large health care organisation. We deliver accredited management courses, one of which encourages the use of mentoring. Notwithstanding efforts over the past years the idea has never really “taken”. Some of my nursing colleagues use a system of “supervision” which seems to be more popular.
Stephen