A Pattern Language on Knowledge Transfer

Abstract

Knowledge Transfer is a highly specialized field in organizations. It aims at capturing, retaining, preserving, and handing over experiential as well as other types of knowledge from individuals leaving their jobs to their successors. Experts in knowledge transfer act as facilitators who design and conduct knowledge transfer processes between knowledge sources, knowledge recipients, and managers. The authors of this paper are a group of knowledge transfer facilitators with decades of experience in the field. This paper demonstrates how they approach to capture and codify their experiential knowledge on the topic of knowledge transfer in what is called a ‘pattern language’. A pattern language contains well-proven solutions for typical problems in a field of expertise. In this case, the pattern language is made up of prototypical recipes for dealing with problems in the field of knowledge transfer. The paper also discusses the concept of pattern languages and presents a general introduction to pattern language development, applicable in any field of expertise.

Full text

© 2023, The Frankfurt Knowledge Group. Papers on Knowledge Management and Knowledge Transfer. A Pattern Language on Knowledge Transfer. -1-
The Frankfurt
Knowledge Group
Papers on Knowledge Management
and Knowledge Transfer
May 2023
A Pattern Language on Knowledge Transfer
How pattern languages boost knowledge sharing between generations
The Frankfurt Knowledge Group: Christine Erlach1, Angelika Mittelmann2, C. Benjamin
Nakhosteen3, Manfred della Schiava4, Grit Terhoeven-Ackermann5
1 Narrata Consult, Burscheid, Germany
2 formerly voestalpine Stahl GmbH, Linz, Austria
3 thyssenkrupp Steel Europe AG, Duisburg, Germany
4 Wissensberater International AG, Menzingen, Switzerland
5 formerly Salzgitter AG, Salzgitter, Germany
ABSTRACT
Knowledge Transfer is a highly specialized field in organizations. It aims at capturing, retaining, preserving, and handing over experiential as well
as other types of knowledge from individuals leaving their jobs to their successors. Experts in knowledge transfer act as facilitators who design
and conduct knowledge transfer processes between knowledge sources, knowledge recipients, and managers. The authors of this paper are a group
of knowledge transfer facilitators with decades of experience in the field. This paper demonstrates how they approach to capture and codify their
experiential knowledge on the topic of knowledge transfer in what is called a ‘pattern language’. A pattern language contains well-proven solutions
for typical problems in a field of expertise. In this case, the pattern language is made up of prototypical recipes for dealing with problems in the
field of knowledge transfer. The paper also discusses the concept of pattern languages and presents a general introduction to pattern language
development, applicable in any field of expertise.
© 2023, The Frankfurt Knowledge Group
"Everyone has a right to express his inner experiences
only if he also knows how to find his language for it."
(Friedrich Nietzsche (1844-1900), Posthumous
Fragments, 1874, translated from the German)
Introduction
Kate and George are two experienced knowledge transfer facilitators. One
day, they complain to each other while sitting around a cup of coffee. The
two of them are often tasked with knowledge transfer cases too late.
Nevertheless, they are expected to harness and capture all of the knowledge
of a person leaving the company. While chatting, they share their experience
and well-established strategies to preserve under these circumstances as
much important knowledge as possible for the organization. As a result, they
find a language, i.e., a way of expressing their experience, in shape of a
success pattern for dealing with the situation of limited time available.
What Kate and George have intuitively accomplished in our story
was described by mathematician and architect Christopher
Alexander in the 1970s in his concept of pattern languages. He
published the world's first pattern language, "A Pattern Language:
Towns, Buildings, Construction" (see Alexander et al. 1977) as a
planning tool for human-centered architectural design.
Pattern languages go beyond traditional forms of documenting
information. Developing a pattern language allows experts in a field
to collaboratively discover their deep experiential knowledge and
express it in a way that can be understood by others. This great
potential of pattern languages has already been recognized in some
domains:
• Software developers were among the first to take up the concept.
The so-called Gang of Four (see Gamma/Helm/Johnson/Vlissides
1994) collected and categorized knowledge and experience of
software developers in their pattern collection. They gave the
patterns catchy names. The pattern language was translated into
many languages without changes and in the meantime became an
indispensable part of trainings of software developers.
• Iba et al. developed many pattern languages, e.g., together with
the Dementia Friendly Japan Initiative, a pattern language for
individuals with dementia and their families (Iba et al. 2017). The
group received several awards for their work, including the Grand
Prix of Dementia Friendly Award 2015 (Iba Lab & DFJI 2014).
• Grundschober (see Grundschober 2019) took 13 pattern languages
and extracted patterns with a focus on feedback-oriented learning
and teaching by means of e-portfolios in higher education.
• In a pattern language for good cooperation in cities (InterQuality
Architekten 2018), interested parties and experts from all over
Germany laid the foundations of common good-oriented urban
development.
However, today’s reception of pattern languages is somewhat
limited. The authors of this paper have developed a new pattern
language on the topic of knowledge transfer. Goal was to capture,
refine, and retain empirical knowledge out of hundreds of
knowledge transfer processes. In the course of this development, the
enormous potential of pattern languages once more became evident.
This article explains the principle of pattern languages for capturing
and disseminating well-established experiential knowledge. Due to
entirely positive experience with the Pattern Language on
Knowledge Transfer, we plead for a stronger reception of the
concept of pattern languages in general in the field of knowledge
management.

© 2023, The Frankfurt Knowledge Group. Papers on Knowledge Management and Knowledge Transfer. A Pattern Language on Knowledge Transfer. -2-
Patterns, Pattern Language, and Development Process
A pattern language is an organized collection of solutions to
common, recurring problems in a domain of knowledge. Each
design pattern contains a combination of a general recipe for solving
a problem within its context. As in a natural language, the patterns
are the vocabulary of the domain. The patterns of a pattern language
are linked to each other via relationships. Because the patterns are
inherently connected, those patterns that are suitable for solving a
given use case can be combined to yield a high-quality overall
solution.
A pattern language is an explicated result of a development process
conducted by experts in a particular domain. The aim of the process
is to preserve and document their expert knowledge thus making it
available to others. The artifact to be created—the pattern
language—consists of a collection of short text contributions that all
follow a uniform structure (including at least the name of the pattern,
its context, problem/task definition, and solution recipe). From a
knowledge management perspective, it is perfectly possible to
extend this basic text structure to multimedia patterns containing
other media such as images and sound.
In the process of pattern language development, the following
phases can be distinguished (see Figure 1):
1. Preparation Phase
2. Research Phase
3. Production Phase
4. Pattern Linkage Phase
5. Usability Preparation Phase
6. Dissemination Phase
These phases reflect some of the building blocks often found in
knowledge management methods, such as identifying, developing,
preserving, distributing, and applying knowledge (see Probst et al.,
2013).
Fig. 1: Phases in the development of a pattern language
The preparation phase is about selecting the domain (or a section of
it) and recruiting suitable individuals to participate.
Kate learns about the concept of pattern languages from John, a colleague
in her knowledge management expert network. She asks George and the
transfer facilitators in her organization whether they would like to
participate in developing a pattern language for knowledge transfer so they
could collect and share their common insights and learnings. After she
introduces them to the concept and its benefits, George and two others agree
to participate. John is willing to provide advice and to support the group of
authors.
Development work for the pattern language begins with a research
phase. Based on their experience, the authors write patterns and give
them names aptly describing the situations or solutions covered in
the patterns.
Kate invites everyone to a pattern mining workshop led by John. The
participants tell each other about knowledge transfers they have conducted.
They pay particular attention to approaches that have proven successful
repeatedly under given conditions. As they share their experience from
different knowledge transfer situations, they find a number of evidence-based
solutions to deal with similar initial situations. For the group, it is a new
experience in working together that it is not necessary to argue until finding
just the one right solution. They find that each perspective has its own validity
and enriches their dialog. Neither opinions nor models from scientific theory
are taken into account while gathering best practices. Merely the
participants’ experience is taken as a basis for adding recipes to the
collection. They write the key points on cards. By clustering the cards, they
find first patterns, and give them appropriate names. One of the patterns, not
entirely unexpectedly, they name Dealing with the Situation of Limited Time.
The production phase contains the majority of mental workload in
the development process. The authors come together in small groups
to work on each pattern they find and to add visual elements. Each
pattern is carefully edited and short summaries are added.
John offers to conduct the first pattern writing workshop together with the
entire group of authors so that they can all understand and apply the concept
of a pattern language. At the beginning of the workshop, they agree on the
basic structure of a pattern comprising context, problem, forces, solution,
obstacles, and references (see sample pattern further down). John suggests
to start with a simple pattern. The discussion on the elements helps the group
to find a common understanding about the context and the associated
problem. Based on this common picture, the group now reflects which
potential pitfalls from their experience can impede the proposed solution
(conflicting priorities and obstacles). By the end of the workshop, the first
pattern has emerged. The working group then continues in small teams until
all pattern clusters have been processed. All of group complete the short
summaries together and design an icon for each pattern.
In the pattern linkage phase, the set of individual patterns evolves to
form a pattern language. Here, pattern relationships are established.
Relationships reflect the inner structure of the pattern language and
create clarity.
The group of authors visualizes the patterns using suitable software. They
sift through the short summaries and add relationships between patterns.
Visualizing relationships helps them to recognize the overall structure of the
pattern language and also allows to add suitable substructures for improved
clarity. For example (and remember they are dealing with the domain of
knowledge transfer), they create a substructure that bundles variants of
knowledge transfer methods.
Up to this point, the pattern language is understandable and
applicable more or less only for its authors (and possible feedback
providers). The usability preparation phase is about preparing the
pattern language for use by different target groups. Appropriate
characterizing keywords are selected for the patterns, which can later
be used to find the right patterns with search algorithms and subject
indices. If necessary, keywords with attributes are provided to
further improve search results. In addition, coaches who advise and
support users of the pattern language can be trained in this phase.
With the help of John, the authors identify possible target groups for their
pattern language. They also look for tags that support pattern search. For
each pattern, they add appropriate keywords. Some keywords require
attributes to make search more accurate. For example, for the keyword
‘knowledge source’ it is important to know whether there is one or more.
Since some patterns address situations with a single individual as knowledge
source and other patterns focus on situations with a group serving as
knowledge source, corresponding attributes (single vs. group) are defined
for the patterns. Performing a search will thus yield patterns according to
the attributes specified as a solution for the use case in question.
An appealing presentation of the pattern language with notes on its
goals and possible use cases round off the development process in
the dissemination phase. This opens the door for distributing the
evidence-based knowledge compiled in the pattern language. Also,
dissemination promotes further development and continuous
improvement of the pattern language. For the latter, future working
groups start over with a new research phase.
The group of authors reaches out to a web designer who gives the
presentation of the pattern language an appealing look and feel for selected
user groups. Kate and her team guide interested users through the process

© 2023, The Frankfurt Knowledge Group. Papers on Knowledge Management and Knowledge Transfer. A Pattern Language on Knowledge Transfer. -3-
of getting started in using the pattern language. As a result, they continually
receive suggestions for improvements and for further developments in their
pattern language.
Wide use of the pattern language increases the experience of users
in the domain. Sooner or later, they will suggest adding more
patterns, e.g., because new contexts require new ways of solving
problems. In the best case, users will join in to develop new patterns
together with the original authors. Thus, the development cycle
starts anew.
Phases in the development process do not necessarily have to be
followed strictly sequentially. Depending on circumstances,
individual activities, e.g., pattern mining, pattern writing, are
prioritized or repeated several times in an iterative manner.
The Pattern Language of Knowledge Transfer
The authors of this article followed more or less strictly the
development process as described above. The artifact pattern
language, i.e., the collection of patterns on knowledge transfer, was
documented in inside, a software in the field of knowledge
management. Besides features of collaborative pattern development,
inside also offers visualization and linkage functions. It is therefore
useful for developing and implementing pattern languages. In the
following, the basic structure of the pattern language as well as a
detailed example of a pattern is outlined.
Pattern Language Structure
The pattern language of knowledge transfer is divided into the two
basic pillars of Organizational Knowledge Flow and Knowledge
Flow Between Individuals. In both pillars, patterns are sorted into
four categories (see Figure 2). Patterns are assigned to pillars and
categories according to their primary use, either to the pillar on
organizational knowledge flow, or to the pillar on knowledge flow
between individuals. The latter contains patterns oriented along
phases and techniques of knowledge transfer processes.
A color scheme is used in order to better grasp the structure of the
pattern language from an application perspective and to be able to
correctly locate individual patterns. The pillar Organizational
Knowledge Flow is colored in shades of blue and the pillar
Knowledge Flow Between Individuals in orange. Brightness levels
of the colors indicate subordinate categories (see icons in Figure 2).
Pattern names are underlined so that they are immediately
recognizable in the text.
Fig. 2: Structure of the Pattern Language of Knowledge Transfer
The collection of patterns currently contains approx. 70 patterns that
have undergone final review. A number of additional patterns are
under development. The authors assume that with these patterns the
empirical knowledge on knowledge transfer is sufficiently well
documented to be handed over to a next generation of knowledge
transfer practitioners for use and further development.
In terms of special content, some cross-sectional topics appear
throughout the pattern language. One example is quality. It is a
relevant topic from both an organizational and an individual
perspective and is therefore found, e.g., at the following spots in the
pattern language structure:
• Organizational Pillar | General | Organizational Quality Assurance
in Knowledge Transfer
• Organizational Pillar | Preparation | Introduction of an ISO-
Compliant Knowledge Transfer Process
• Individual Pillar | General | Quality Assurance in Knowledge
Transfer
• Individual Pillar | Follow-up | Evaluation of Transfer Success
Other typical cross-sectional issues include communication, creating
acceptance, and empowering stakeholders.
In addition to such cross-sectional topics, subgroups of patterns can
be identified that address specific issues and solution paths in greater
depth. In particular, the pattern cluster Transfer Process Variants
should be mentioned here, located in the Execution section of
Knowledge Flow Between Individuals. This cluster alone contains
about 15 patterns describing different variants of knowledge transfer
and their respective application contexts. Examples of patterns in
this cluster are:
• Accompanied Knowledge Transfer
• Self-Directed Knowledge Transfer
• Knowledge Transfer as a Sprint
• Knowledge Transfer Between Managers
The Execution section contains the most patterns. About 50 % of all
patterns are located here. Numerous subtopics address experiential
knowledge in individual patterns, such as
• Development of an Event Curve
• Naive Inquiry Recommended
• Shifting Between Openness and Structure
• Knowledge Requirements Analysis
Linkages in the Pattern Language
Patterns are interconnected. This is an essential characteristic of
pattern languages in general. Linkages between patterns are set via
hyperlinks. Visualization features of the software inside are used to
represent these logical connections (see Figure 3). Table 1 shows the
types of relations used in the Pattern Language of Knowledge
Transfer.
These relation types have proven useful for the Pattern Language of
Knowledge Transfer. Some were defined in the early stages of
development, some emerged along the way while the pattern
language evolved. Pattern languages for other domains may require
other types of relations or other definitions of the relations.
In order to arrange the patterns into logical sequences within the
structuring pillars and categories of the pattern language, processual
structures are integrated at several points. Groups of patterns that can
usually be applied in succession are combined into corresponding
pattern chains. The most obvious chains of this kind are the
categories of Preparation, Execution and Follow-Up in the
individual pillar and Preparation, Implementation and
Establishment in the organizational pillar. Somewhat more subtle
and not immediately recognizable when looking at the structure are
procedural sequences that are assembled by means of the
relationship ‘Leads to’. A wonderful example is the pattern Selection
of a Suitable Knowledge Transfer Process. It can be found in the
individual column on the level of preparation. This pattern is linked

© 2023, The Frankfurt Knowledge Group. Papers on Knowledge Management and Knowledge Transfer. A Pattern Language on Knowledge Transfer. -4-
to several subsequent patterns using ‘Leads to’, such as
Accompanied Knowledge Transfer or Self-Directed Knowledge
Transfer.
Tab. 1: Relationships for linking patterns in the Pattern Language
of Knowledge Transfer.
Relations
Between Pattern
A and Pattern B
Definition
Supports
A improves the quality of B or contributes
to B
Belongs to
A is sub-pattern of superordinate pattern B
Requires
A has B as prerequisite
Leads to
A is cause or trigger of B
Is alternative to
A and B have the same context, free
choice of A or B
Includes
A contains B
Graphic Language for the Pattern Language
As shown in Figure 3, most patterns already contain characteristic
icons. The authors have developed basic symbols based on the most
relevant roles in knowledge transfer (knowledge source, knowledge
recipient, knowledge transfer facilitator, manager, and manager
responsible for organizational knowledge transfer process), which
are combined into icons for each pattern (see Table 2).
Example of a Pattern
To illustrate what a pattern in the pattern language on knowledge
transfer looks like, the description of the pattern Dealing with the
Situation of Limited Time with the sections context, problem,
solution recipe and obstacles is presented below. The pattern is
located in the individual column on the preparation level. This
location of the pattern indicates that a lack of time is often already
evident before the transfer process begins.
The pattern also contains hints on how to deal with time constraints
occurring not only prior to but also during the transfer process. The
decision to allocate the pattern to the preparation level as opposed to
the execution level was made to promote better usability in search
and retrieval. Alternatively, the pattern could have been divided into
two separate patterns focusing on time management prior to and
during the transfer process, respectively. This alternative design
would have been possible. However, the authors decided that such
an artificial separation would not offer any practical advantages in
usability.
Tab. 2: Basic symbols for graphical visualizations in the pattern
language of knowledge transfer.
Symbol
Explanation
The symbol for knowledge source is a circle with
waves. The waves indicate knowledge flow and
thus show willingness to share knowledge with
successors.
The symbol for knowledge recipient is a circle
with dots. Orange colored dots represent
knowledge learned from the knowledge source.
These parts will help the recipients to swiftly find
their way in their new position.
The symbol for knowledge transfer facilitator is a
square holding a net. It shows that the transfer
facilitator provides a safety net for all participants,
guiding them safely through the entire transfer
process.
The symbol for manager is a triangle with vertical
lines. The lines visualize organizational
embedding and thus responsibility for successful
knowledge transfer in the manager’s area of
responsibility.
The symbol for manager responsible for
organizational knowledge transfer process is a
square with arrows. They symbolize individual
transfer processes managed holistically in an
organizational knowledge transfer process.
Example Pattern
Dealing with the Situation
of Limited Time
Context
Before or during a knowledge transfer process, it turns out that time
available will be short (particularly common in →Knowledge
Transfer Between Managers) for retaining and transferring as much
knowledge as necessary. Both knowledge source and knowledge
recipient are supportive of the knowledge transfer process.
Problem
How is it possible, despite limited time resources, to transfer as
much relevant knowledge as necessary, experiential knowledge in
particular, and thus retain it for the organization?
Solution Recipe
A knowledge transfer accompanied by a knowledge transfer
facilitator (→Accompanied Knowledge Transfer) is best suitable for
Fig. 3: Relationship graph of pattern Dealing with the Situation of Limited Time

© 2023, The Frankfurt Knowledge Group. Papers on Knowledge Management and Knowledge Transfer. A Pattern Language on Knowledge Transfer. -5-
the situation. This type of knowledge transfer allows an efficient
handover that can be pursued along with the day-to-day work of all
those involved. This ensures that the time available for transfer is
used in the best possible way.
In this setting, process clarity is key. It should be clear what happens
when, how, and with what time effort. This can be realized either by
appointing an experienced knowledge transfer facilitator (as
described here) or by structuring the process efficiently in other
ways such as clear visualization of process steps, guiding questions,
etc.
In order to get a grip on time pressure in the context of a knowledge
transfer process, the entire process is well planned like a project
before it starts. Preliminary discussions clarify how much time the
entire transfer process is expected to take.
A transfer plan (→In-Process Design of Transfer Plan) is used
throughout the entire knowledge transfer process. It contains all
transfer-relevant activities and is a living document. This means that
open points are added or marked as completed throughout the entire
process.
All parties involved (knowledge source, knowledge recipient,
manager, knowledge transfer facilitator, etc.) schedule expected
time slots in their calendars and assign the meetings the highest
priority. An escalation procedure is mapped out together with the
manager in the event of meetings being postponed or cancelled
repeatedly.
Those responsible for the knowledge transfer process ensure that the
process is divided into suitable time segments and meetings (a
maximum of 90 minutes is suggested with respect to attention span
for knowledge sharing and learning). The sequence of meetings
takes into account the individual capacities and boundaries of
participants. Since time is limited, it is important that the meetings
take place as planned.
As soon as scheduling problems arise, the manager is involved
according to the predefined escalation procedure. Several solution
scenarios are jointly developed by prioritizing knowledge areas or
knowledge transfer steps. The optimal scenario and transfer variant
under the given circumstances is then implemented. One possible
solution scenario could be a →Knowledge Transfer as a Sprint.
Obstacles
• The knowledge provider and/or recipient cancels scheduled
meetings without offering alternative dates. The knowledge
transfer facilitator asks the manager for support.
• The meetings are either too often or too rare resulting in poor
transfer quality. The knowledge transfer facilitator tries to find a
better scheduling arrangement involving all participants.
• Again and again, some topics cannot be discussed with sufficient
depth in the time scheduled for the meetings. The knowledge
transfer facilitator revises the project schedule together with all
participants and discusses the priorities of the topics.
Connected patterns
• Accompanied Knowledge Transfer (requires)
• Knowledge Transfer as a Sprint (requires)
• Knowledge Transfer Between Managers (supports)
• In-Process Design of Transfer Plan (requires)
Conclusions on the Method and Lessons Learned
When developing a pattern language, the way the group collaborates
is a critical success factor. An open dialogue bringing together
different experiences provides a much richer description than a
culture of discussion focused on convincing others through
arguments. When there are different experiences, i.e., when
solutions and beliefs seem contradictory, this is often an indicator
for different contexts. In such situations, it is appropriate to
formulate different patterns. Hence, if the context is different, write
a new pattern!
Creating a pattern language in the way described in this paper leads
to experiential and tacit knowledge being captured and made
explicit. The patterns are codified artefacts, and they are the result
of knowledge retained while developing the pattern language. Thus,
remembering comes while working on the patterns and is
encouraged by sticking to the predefined sections of a pattern
template (e.g., context, problem, solution recipe, obstacles).
Even if the temptation is great to let oneself get carried away when
writing—when it comes to solution recipes, obstacles, etc., the group
should pay careful attention that they stick to their own, personal
self-made experiences. Unconfirmed deductions from theory or
assumptions not verified in practice should not be part of any
patterns. This discipline ensures that the resulting pattern language
contains only solutions that have proven successful in reality.
Equally relevant for practical use of the pattern language is that the
solution recipes contain clear, operationalized instructions for
action. These solution recipes bypass and take into account the
described obstacles and pain points.
Experience expressed as a pattern language should follow a meso-
level documentation, i.e., should have a medium degree of
abstraction. On the one hand, patterns go beyond a single specific
application example, in the sense that the solutions described were
successfully confirmed again and again in practice. On the other
hand, however, abstraction should not be overdone to a degree that
patterns contain merely theoretical explanations that lose reference
to the context.
Pattern languages are designed to be utilized. One prerequisite for
this is that they are formulated in a comprehensible way. It is
therefore helpful if the group of authors obtains feedback from
outside experts in order to fine-tune the text of the patterns in a
review process.
Finally, a group that wants to develop a pattern language must be
aware that this undertaking is a marathon, not a sprint. Group
exchanges, pattern design, drawing connecting links, keyword
selection, and attribute assignment take time. And once a set of
patterns is written, it often turns out in review that intensive revisions
are still needed for consistency and comprehensibility. But if a group
deliberately embarks on this long journey, it will be rewarded with
a body of codified experience that is most probably unparalleled in
the chosen domain.
Note on Original Publication
This paper is an extensively revised translation of a German paper
published in ‘Das Kuratierte Dossier’, Vol. 5 ‘Knowledge
Management Essentials’ by Gesellschaft für Wissensmanagement
e. V. (Knowledge Management Society in Germany, Austria, and
Switzerland) in March 2023, available at
https://www.gfwm.de/dossier-gkc22
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Tools
• inside, software for strategic knowledge management in companies and
organizations, www.inside-workspace.de
• Conceptboard, online whiteboard for digital collaboration,
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• MindManager, mind mapping tool, https://www.mindmanage r.com/de/
The Frankfurt Knowledge Group
Angelika Mittelmann: Computer scientist with decades of experience in knowledge
management, in facilitating knowledge transfer and change processes in the industry, in
teaching (university), consulting, and training; Knowledge Management Award 2015;
Member of the GfWM Advisory Board (Knowledge Management Society in Germany,
Austria, and Switzerland) since 2016.
C. Benjamin Nakhosteen: PhD in Mechanical Engineering; more than 20 years of
interdisciplinary experience in knowledge management. Scientific Head of Third-Party
Funded Research until 2010, Chair of Technology D idactics, Technical University of
Dortmund; numerous specialist publications; GTW Science Award for doctoral thesis
‘Technisches Erfahrungswissen in industriellen Produktionsprozessen’ (Experiential
Technical Knowledge in Industrial Production Processes). Responsible for knowledge
management at thyssenkrupp Steel Europe since 2010. Chairman of the GfWM
Advisory Board (Knowledge Management Society in Germany, Austria, and
Switzerland) 2016-2022.
Christine Erlach: Master of Psychology, founder of the consulting firm NARRATA
Consult, using narrative methods in organizations since the 1990s to uncover hidden
knowledge treasures, values, and attitudes and to make them usable. She is coach and
author of numerous publications on narrative knowledge and change management.
Grit Terhoeven-Ackermann: Master of Psychology, introduced the transfer method
‘Transferwerk’ at Salzgitter AG. Facilitating numerous transfer processes in different
organizations, complemented with a focus on coaching in the transfer process.
Manfred della Schiava: Know ledge management pioneer of the first hour who helped
to shape the development of this management move ment. He is the founder of the
‘Wissensberater-Netzwerk’ (Knowledge Consultant Network) and developed the
‘Wissensberatung-Methode’ (Knowledge Consulting Method). His heartfelt concern is
well-being of all mankind so that exchanging knowledge can be pursued with joie de
vivre.