| Methods and techniques – Processes | Description |
| Knowledge audit (14) | The systematic approach to knowledge management aims to identify an organization’s knowledge needs, resources and dynamics, providing a basis for improving knowledge management and adding value |
| Benchmarking (15) | Constant and systematic procedure used to evaluate products, services and work processes in organizations recognized as exemplary of best practices, with the aim of promoting organizational improvements |
| Brainstorming (16) | The practice involves bringing together individuals with diverse expertise, focused on a specific topic, with the deliberate aim of generating unconventional proposals, exploring as many solutions as possible. The process is divided into two phases: divergent, in which ideas are generated without judgment, and convergent, in which ideas are evaluated using feasibility criteria |
| Knowledge centers (17) | The system is intended for consolidating information on customer contacts and activities, facilitating connections between people and integrating data from documents and databases. It also covers comparative experiences through the compilation of experiences on specific themes |
| Concept note (18) | These brief documents are aimed at reflection and conceptualization, exploring new themes, emerging trends and overarching questions |
| Scenario construction (19) | Strategic narrative focused on creating a future vision for the organization, identifying threats, opportunities, strengths and weaknesses. The objective is to guide the achievement of the desired scenario through strategic planning |
| Contactivity events (20) | Structured meetings to promote opportunities and stimulate the generation of new ideas, strengthening connections between people and fostering bottom-up strategies in an organized way |
| Creation of Key Performance Indicators (KPIs) (21) | Process performance measurement tool pre-established by employees in a sector or organization. Helps in understanding future improvements and monitoring goals |
| Crowdsourcing (22) | Distributed participatory design approach to identify collaborative environments between team members and the target audience |
| Knowledge management strategy development (23) | Methods for establishing a formal knowledge management plan aligned with the organization’s global strategy and objectives |
| Social media design and analysis (24) | Knowledge flow mapping instrument used to identify gaps, enabling the reinforcement of existing flows and improving the integration of knowledge after events such as mergers and acquisitions |
| E-Learning (25) | Solution that provides knowledge and information, facilitates learning and increases performance by developing an adequate flow of knowledge within organizations. |
| Assessment interviews (26) | Structured meetings between superiors and subordinates, held at defined periods, aimed at management by objectives. These meetings aim to evaluate goals, establish future plans, analyze results and discuss threats and opportunities, outlining responsibilities and forms of knowledge creation that occurred during the period |
| Exit interviews(27) | Instrument used to record the knowledge of employees who leave the organization |
| Discussion Forums(28) | Tool designed to establish an “informal meeting space” that favors an environment where people can seek advice or share information on topics of interest. It facilitates team collaboration through a network, regardless of location or time |
| Content Management (29) | Strategic tools for efficient implementation of collaboration and efficiency in the value chain through websites and portals. They include creating models, content maintenance, strategic links, storing online databases and integration with various platforms |
| Competitive intelligence (30) | Competitive Intelligence is an ethical and continuous process that collects and analyzes data from the competitive environment to support decisions. Aiming to improve market position, it involves systematically obtaining information about competitors and trends. In addition to retrospective, it seeks to anticipate threats and identify opportunities, transforming information into strategic knowledge for proactive decisions |
| Lessons learned (31) | Instrument used through modeling and simulation techniques in organizations to record lessons learned during and after an activity or project, involving specialists in different areas. These tools reflect past practices and offer tangible recommendations to improve organizational performance in the future |
| Knowledge mapping (32) | Recognition and categorization of knowledge assets in the organizational context, covering elements such as individuals, procedures and technology |
| Best practices (33) | Systems to capture and share best practices identified in an organization aiming for collective benefit |
| Mentoring (34) | Process in which a more experienced professional intentionally transfers his experience and knowledge to a younger professional, promoting the apprentice’s career development |
| Metaphors and analogies (35) | Use of figures of speech as a method of perception, allowing different concepts and contexts to make sense to people with different life experiences, through the use of imagination and symbols |
| Mental models (36) | Mental models are representations that reflect reality or imaginary scenarios, being used to encode operational knowledge from lived experiences or inferences observed from different sources |
| White pages, yellow pages, or skills bank (37) | The electronic directory, often accessible online, allows people to locate professionals with specific and specialized knowledge, by mapping their skills and abilities |
| Visual thinking (38) | The practice of using drawings as a means of expressing ideas, as proposed by |
| Individual skills development plan (39) | With the purpose of developing the essential critical capacity to transform individuals into effective knowledge workers, this method is associated with the performance evaluation and merit recognition system |
| Pitch (40) | Strategic presentation, often short, where the passion and involvement demonstrated by the presenter seek to captivate and interest listeners, positively influencing their evaluations and decisions |
| Peer review (41) | Instruments that seek to obtain feedback from colleagues in a specific work area, activity or product |
| Idea and innovation management system (42) | The system aims to improve connectivity and collaboration between experts, using integration technology to promote new ideas and create a “global brain”, providing conditions for serendipity |
| Storyboards (43) | Visual narrative that represents a sequence of events, similar to a comic book |
| Knowledge taxonomy (44) | It seeks to classify information in a hierarchical manner to facilitate access, the Knowledge Taxonomy aligns with the company’s objectives and strategies, reflecting the needs and vocabulary of users |
| Exploratory tourism (45) | “Investigative trips” represent a collaborative and playful approach to replace conventional learning methods. This format involves the joint preparation of study itineraries, covering the definition of themes, route planning, interaction with local suppliers and planned activities. In addition to promoting integration and knowledge, these trips offer an engaging alternative to explore concepts and content |
| Visual power networking (46) | The team bonding technique, applicable at the beginning of meetings or lectures, aims to allow each participant to get to know each other better, promoting integration and preparing the mind to receive new ideas and possibilities |