| Methods and techniques – People | Descriptive |
| Peer assistance (1) | Practice of acquiring knowledge from the experiences of others prior to executing a new activity or project |
| Cognitive Task Analysis (CTA) (2) | A set of methods designed to identify and describe cognitive structures, such as the organizational bases of knowledge, the representation formats of skills and processes, including attention, problem solving, decision making and tacit knowledge, among others |
| Coaching (3) | The act of playing the role of mentor involves facilitating and supporting the development of another person, incorporating the practice of modeling. This means that the mentor must be able to effectively exemplify the messages and suggestions conveyed to the beginner |
| Community of practice (4) | Collaboration in groups dedicated to the development and sharing of specific knowledge accelerates learning, transcending conventional organizational barriers |
| Virtual project execution communities (5) | They allow remote collaboration, facilitating the sharing of documents, real-time communication and the carrying out of joint analyses, discussion lists and visual maps, contributing to decision-making processes and other benefits |
| Get-togethers/Shared history (6) | Meetings between individuals or work teams that consolidate relationships of trust, enabling informal dialogues about opportunities, challenges and the future of companies |
| Innovation Day/Stimuli for innovation (7) | Periodic holding of an event to present current and future technologies, processes and products to all employees, accompanied by an awards policy to recognize exceptional ideas |
| Collaborative teams or knowledge clusters (8) | The complexity of modern tasks demands comprehensive knowledge, something a single person may not acquire or provide. This need is met by collaborative teams, in which participants engage to offer complementary knowledge |
| Shared knowledge analysis groups (9) | Meeting to share knowledge external to the organization, boosting updating and competitive advantage |
| Competency-Based Management Models (10) | Aligns human resources practices with strategic objectives, identifying and developing essential skills for individual and organizational success. It focuses on skills, knowledge and behaviors, aiming to improve the performance, productivity and professional development of employees, contributing to the achievement of organizational goals |
| Review of lived action (11) | Development of individual knowledge through direct experience in projects or activities, with an emphasis on feedback, event analysis and lessons extraction |
| Storytelling or narratives(12) | Narratives are used as a powerful tool for sharing knowledge, adding context to experiences and rescuing organizational memory, giving meaning to both individual and corporate experiences |
| Personnel Exchange (shukko) (13) | Exchange of employees at different levels to facilitate the implementation of new technologies and promote understanding of work processes |