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2016-05-17 10:47:052016-05-17 10:47:05

"The Career Legacy Circles are a great opportunity for anyone who is approaching retirement to reflect on their professional achievements, clarify their professional objectives for this last segment of their career and more importantly, identify how they want to transition to retirement. The different discussions that happen during the group sessions assist participants in realizing that they share similar concerns and that there are different ways they can retire depending on their personality, career or personal objectives and the legacy they want to leave."  Nathaniele Pelletier c.o., Career counsellor, Bishop's University.

 

 
2016-03-25 09:06:312016-03-25 09:06:31

 Here is an upcoming conference session with Diane DOYON

Friday, April 1, 2016, at the Montréal Convention Center.

 To Turn Career Endings into Meaningful Finales: Join and/or Facilitate a Career Legacy Circle

 Retirement is often too soon, too late or in trouble context and refers to a life period as long as the active one. CLCs are structured groups about 2 human needs and 2 skills implying a wrapping up commitment and transmitting one’s professional legacy. They foster work-life balance, knowledge management and intergenerational communication. Elements of CLCs (tilted spiral, Champaign analogy, vade mecum and CLC Facilitators’ Training Program) and data collected after 50 CLCs will be shared.

 www.ccpa-accp.ca/continuing-education/annual-conference/

www.ccpa-accp.ca/wp-content/uploads/2016/03/2016Program.pdf  Session Program ID #165 

 
2013-02-27 12:11:072013-02-27 12:11:07

Document Information:

Title:Managing organizational memory with intergenerational knowledge transfer

Author(s):Jean-François Harvey, (PhD Candidate in the Department of Management, HEC Montréal, Montréal, Canada and SKEMA Business School, Sophia Antipolis, France)

Citation:Jean-François Harvey, (2012) "Managing organizational memory with intergenerational knowledge transfer", Journal of Knowledge Management, Vol. 16 Iss: 3, pp.400 - 417

Keywords:Information transferIntergenerational knowledge transferKnowledge managementOrganizational memorySocial capital

Article type:Research paperDOI:10.1108/13673271211238733 (Permanent URL)Publisher:Emerald Group Publishing LimitedAcknowledgements:Received October 2011Revised January 2012January 2012Accepted January 2012

The author is grateful for comments from Professors Alain Rondeau, Patrick Cohendet, Stefano Borzillo and Brian Hobbs, colleague and friend Louis-Etienne Dubois, the Editor Rory Chase, and two anonymous reviewers, all of whom helped to substantially strengthen the paper. The author would also like to give special thanks to Marie Côté and the participants in this study.

Abstract:

 

Purpose – The purpose of this paper is to provide the systematic analysis of an innovative, intergenerational knowledge transfer strategy in a knowledge-intensive organization.

Design/methodology/approach – The case study method was adopted to study the intergenerational knowledge transfer activities. A triangulated approach was employed in respect of the data collection, which included non-participatory observation, focus groups, documentary analysis, and semi-structured interviews. A pattern analysis of data account was undertaken.

Findings – Two models for intergenerational knowledge transfer are presented: the source-recipient model and the model of mutual exchange. This research also shows how a context conducive to knowledge transfer was developed, and concludes that this context allowed both explicit and tacit knowledge to be transferred.

Research limitations/implications – Often ignored or underestimated this study highlights the need for motivation, inspiration, and empowerment in knowledge transfer. The main limitation of this study is the generalizability of the findings.

Practical implications – The two models for intergenerational knowledge transfer provide a rubric against which both old and new intergenerational knowledge transfer initiatives can be assessed to determine whether they are capable of encouraging the transfer of both explicit and tacit knowledge.

Originality/value – There is little empirical work on the design and implementation of strategies for managing organizational memory. The integrated models and empirical results of this study can serve as guides in that process.

- See more at: http://www.emeraldinsight.com/journals.htm?articleid=17036145&show=abstract#sthash.XtUexsRk.dpuf

 

 
2012-04-28 10:59:212012-04-28 10:59:21

..." Having completed some work on the topic of legacy, I was moved by the richness and research behind Diane Doyon’s A Career Legacy Circle on day two."

Rich Feller Ph.Dis Professor of Counseling and Career Development and University Distinguished Teaching Scholar at Colorado State University, and President -Elect of the National Career Development Association in the United States.

UserFiles/a-view-of-cannexus12-through-the-eyes-of-rich-feller.pdf

 
2011-08-09 12:45:112011-08-09 12:45:11

The Intergenerational Cooperation Program provides staff members aged 50 or over (about 10 per year) with the capacity to reorganize their work time so they can identify their professional legacy through a Career Legacy Circle, optimize their mentoring skills th ...

read more http://www.accreditation.ca/en/LeadingPractice.aspx?id=2392

www.accreditation.ca/en/leadingPractice.aspx

 
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