The Hidden Barrier: How Tribal Knowledge Can Undermine Devops Culture

Every organization I've ever worked at has had someone who holds a significant amount of the knowledge and expertise within the team or department. This person is often referred to as the "go-to" person, and is relied upon heavily for their expertise and insights. While having a knowledgeable team member can be a valuable asset, relying too heavily on this individual can also create problems.

One such problem is the phenomenon known as tribal knowledge. Tribal knowledge is the accumulated knowledge, skills, and experiences that exist within a group or organization, but is not formally documented or shared. It is often passed down from person to person through verbal communication and unstructured learning, rather than being codified and shared through formal channels.

In a devops culture, where the emphasis is on collaboration, transparency, and continuous improvement, tribal knowledge can be a hindrance. It can lead to silos of information and a lack of standardization, which can hinder the flow of work and make it more difficult for new team members to ramp up. It can also lead to a lack of accountability, as it can be difficult to track who has what knowledge and who is responsible for maintaining it.

However, there are many benefits to eliminating tribal knowledge within an organization. By documenting and sharing knowledge and expertise, you can create a more collaborative and efficient team. It can also help to create a more transparent and accountable culture, as everyone has access to the same information and resources. In addition, it can help to reduce the risk of single points of failure, as knowledge is not lost if a key team member leaves the organization.

Overall, eliminating tribal knowledge is an important step in creating a successful devops culture. By prioritizing documentation, open communication, and continuous learning, you can help to create a more collaborative and efficient team, and foster a culture of transparency and accountability.

In many organizations, the person who holds the most tribal knowledge is often the one who has been with the company the longest. They have accumulated a wealth of experience and knowledge through their years of working with the team and are often looked to as the go-to person for information and guidance. However, relying too heavily on this individual can create problems, especially if they are not willing or able to share their knowledge with the rest of the team.

One common reason that tribal knowledge is not documented or shared is because the individual who holds the knowledge does not like to write up documents or share their knowledge through formal channels. They may prefer to share information informally, through verbal communication or one-on-one interactions. While this can work in the short term, it is not sustainable in the long run, as this knowledge is not captured and documented for future reference.

To avoid the negative effects of tribal knowledge, it is important to create an environment where knowledge sharing is encouraged and valued. This can be done through regular team meetings, documentation of processes and procedures, and the use of tools such as confluence and knowledge bases to share information. It's also important to encourage open communication and collaboration, and to create an environment where it is safe for team members to ask questions and seek out information.

By fostering a culture of continuous learning and knowledge sharing, you can help to eliminate tribal knowledge and create a more collaborative and efficient team. This is especially important in a devops culture, where the emphasis is on collaboration, transparency, and continuous improvement. By eliminating tribal knowledge, you can help to create a more transparent and accountable culture, and reduce the risk of single points of failure.