A cooperative may have important skills concentrated in a few members or collaborators. When those people reduce their commitment, the organization risks losing memory of processes and relationships. The replacement should be prepared as a continuous activity.
I propose to recognize knowledge that is difficult to replace: functioning of services, reading information and managing complex situations. Not all of them can be enclosed in a manual. Support and comparison on operational cases help to make visible what remains implicit.
A hypothetical example is a working group that changes composition. An orderly step can describe open decisions, criteria used, and information still missing. Without this link, new participants could repeat discussions already held or make choices without knowing the constraints.
Training should not only concern those who already have an assignment. Providing opportunities for understanding to interested members may broaden future participation, in accordance with applicable procedures. Skills succession becomes a condition of collective continuity: it allows to maintain operational capacities and to re-examine existing practices, without depending exclusively on the availability of the same people.