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As a manager, take action now to make sure your organization maximizes the potential of all its people, helping them develop the most vital skills for their shifting roles and functions. Successful employees will use creative thinking to solve new problems that arise as a result of major organizational shifts and new technologies.
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To counter those cohesion and performance risks, managing such a globally-dispersed team requires deliberate planning that helps bridge those boundaries. My colleague, Mark Mortensen, and I have identified two types of knowledge — direct and reflected — that help fill those awareness contextual gaps.
Certainly, knowledge transfer has been a priority of the International Olympic Committee (IOC). Particularly in the last 12 years since the Sydney Games, it has put extensive effort into developing a KnowledgeManagement Program. Language barriers. Difficulty of getting the whole story. Contractual commitment.
With this in mind, there are two types of trust— swift trust and passable trust —that are useful to understand for people who work in global organizations. For global teams who communicate largely via electronic technology, passable trust is especially useful. Both types of trust have their limits, however.
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