07. August 2025
Knowledge is a central resource in modern companies – yet paradoxically, it is often withheld. Studies show that employees refrain from sharing knowledge for psychological reasons: fear of losing status, uncertainty about their own expertise, or low trust in colleagues are frequently cited causes (Zhou et al., 2022). Some worry that sharing knowledge might make them replaceable or cause them to lose valuable advantages, while others see no personal benefit in sharing. Negative past experiences, such as ignored contributions or lack of recognition, further reinforce these barriers.
It is rarely a matter of ill intent – rather, unconscious protective mechanisms or structural issues hinder knowledge exchange. When knowledge remains siloed, not only is innovation stifled, but team collaboration suffers as well. Building an open knowledge culture therefore begins with understanding these psychological hurdles – regardless of whether a knowledge management tool is already in use.
Anyone who wants knowledge to be shared must create an environment where employees feel safe. The key concept here is psychological safety – the confidence to speak up within a team without fear of embarrassment or sanctions (Psychology Today, 2024). Leaders play a crucial role: they should not only share knowledge themselves but actively seek it, gather diverse perspectives, and treat mistakes as visible learning opportunities.
Reducing competitive mindsets – for example through shared goals and team incentives – also encourages a cooperative attitude. Formats such as learning rounds, retrospective meetings, or informal exchanges help break down barriers. Equally important: knowledge sharing must not feel like extra work, but should be integrated into daily operations. A supportive knowledge management tool can help structure these processes and make them easily accessible – provided its use is actively guided and valued.
Technology alone does not eliminate psychological barriers – but it can be an important catalyst. A well-implemented knowledge management tool not only supports structured documentation and accessibility of knowledge but also actively promotes exchange. It creates transparency, makes solutions easier to find, and reduces the fear of becoming redundant by sharing information. Combined with clearly defined roles, tags, and feedback functions, employees can contribute purposefully and benefit from it.
Crucially, such tools should not be introduced in isolation, but embedded within a comprehensive approach. This includes an open communication culture, continuous training, and recognition of active knowledge contributions. When psychological safety meets technical infrastructure, a productive learning environment emerges – making knowledge sharing a natural part of everyday work.
Production Downtime and Operator Response: What Causes Slow Reactions – and How to Reduce Downtime.
