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  4. Fostering a Culture for Disaster Prevention

2015 Vol.1
Fostering a Culture for Disaster Prevention

An Approach to Knowledge Transfer to Staff Involved in Crisis Management - Ashiya SHINE

2015/02/20

Twenty years have passed since the Great Hanshin-Awaji Earthquake. In local governments affected by the disaster, there is a growing movement to convey the experiences of that disaster response and the lessons learned to those who are unfamiliar with them. According to a questionnaire survey of such local governments, close to a half of the employees who experienced the disaster thought that they convey the lessons learned to others. However, the survey also revealed that approximately two-thirds of the employees who did not experience the disaster were unaware of such lessons relating to their disaster response duties. In other words,“conveying”and“being conveyed”are not necessarily the same. In this context, Ashiya City devised a new way to convey knowledge, based on the recognition that transferring knowledge and lessons among employees would continue to be necessary.It is called Ashiya SHINE, a system that facilitates inheritance (from employees who experienced the disaster) of special, valuable experiences and lessons from the disaster. It also enables such inheritance in the future by employees who did not experience the earthquake disaster and by employees of the next generation. The system is intended to facilitate inheritance of tacit knowledge, the knowledge not spelled out in manuals and plans. The system features four steps in order to overcome the following two challenges: (1) listening to and properly understanding what should be inherited; (2) summarizing the inherited knowledge and actively conveying it to others (knowledge transfer among employees who did not experience the disaster). The themes of the four steps are Simulation, Hearing, INheritance, and Expansion. The system is designed to enhance the abilities to notice things in map-based disaster response drills, to listen to people who experienced the earthquake disaster, and to organize lessons to be conveyed and knowledge transfer among employees without the experience of the disaster. Particular effort was put into ensuring that the system raises awareness among not only those who convey knowledge but also those who inherit it. Our hope is that this effort will spread as a new way to transfer and inherit valuable experiences and lessons.

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