Позитивные изменения. Том 3, № 4 (2023). Positive changes. Volume 3, Issue 4(2023)

Alexei Semikhatov, Doctor of Physical and Mathematical Sciences, Head of the Laboratory of the Theory of Fundamental Interactions, Lebedev Physical Institute, Russian Academy of Sciences, formulates the nature of knowledge as follows: “Knowledge is a renewable and inexhaustible resource. Knowledge is not an on-shelf product. And it is essentially boundless.” Describing the unique feature of knowledge, he adds that “engaging with knowledge is an active process. Its main value lies in how it transforms the learner. Real [meaning for] knowledge starts where textbooks end, and a unique feature of us as humans is the ability to navigate the uncharted territories of scientific papers yet unwritten, results yet unformulated, and hypotheses yet unshaped.”

Exploring one’s identity is a crucial issue, not only for a person but also for every organization or a company that tries thinking strategically.

All the experts agreed that what is known in the corporate world as diversity and inclusion (D&I) are vital principles for generating new knowledge, whether we are talking about individuals or systems of values and outlooks. This approach recognizes the importance of factoring in everyone’s experiences, characteristics, and viewpoints at all organizational levels, adding value to the organization’s ultimate products.

Semikhatov underscores, “It is important that different generations be represented in any team producing new knowledge. This is because knowledge creation does not happen top-down following instructions, but requires continuity in the teaching/learning paradigm.”

Dukhanina also emphasizes the importance of diverse perspectives: “Exploring one’s identity is a crucial issue, not only for a person but also for every organization or a company that tries thinking strategically. It is extremely important to allow visibility for a spectrum of different viewpoints.”

ADAPTING KNOWLEDGE TO EXTERNAL CHANGES

Shifting the focus to practical considerations, it is crucial for donor organizations not only to comprehend the role of knowledge in their sector but also to acknowledge how external factors (such as the emphasis on sustainable development, mounting staff shortages, and the trend towards technological sovereignty) impact and challenge the established knowledge management practices. These issues were central to the panel session at the conference “Priceless Cargo: Organizing the Accumulation, Management, and Transfer of Knowledge and Competencies in the Sector,”[109] where participants shared their insights and strategies for enhancing the maturity of knowledge management processes, methods of knowledge accumulation, and technologies for knowledge transfer.

It is crucial for donor organizations not only to comprehend the role of knowledge in their sector but also to acknowledge how external factors impact the established knowledge management practices.

The challenges identified in preserving and transferring a large body of knowledge in the rapidly changing conditions include:

• Lack of Structured Information: The information donor organizations often have to deal with is usually heterogeneous and poorly organized information. This applies to contextual data critical for understanding key aspects of the funding environment and data that illuminates the impact of funding. The scarcity of structured information poses significant challenges in developing a knowledge management system, particularly in categorizing information logically or thematically.

• Access to Reliable and Current Information: Employees in foundations and Corporate Social Responsibility (CSR) departments often lack access to a broad spectrum of information, including research, best practices, and success stories relevant to their work areas. Furthermore, the information at hand is not necessarily compliant with the quality standards, current, or even practically useful. In the fast-evolving field of social innovation which the donor organizations are investing in, information becomes outdated quickly, necessitating mechanisms for ongoing updates and evaluation of information within an organization and in the community at large.

• Data Security: Knowledge management systems must be safeguarded against unauthorized access. Their staff must possess the knowledge and skills to maintain confidentiality of sensitive information, such as personal data about donors and beneficiaries.