Knowledge sharing allows teams and individuals to more quickly develop solutions to difficult problems, reduce costly duplication of effort, and create new, innovative solutions through collaboration. But, most knowledge sharing practices neglect the group or individual who will receive and hopes to leverage the knowledge. Written to help the reader empathize with and understand the particular needs of the knowledge sharer, this article suggests what organizations and managers can do to support the particular needs of the other, important component of the knowledge equation, the knowledge receiver.
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