Knowledge Solutions for Libraries


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Sustainable competitive advantage derives from strenuous efforts to identify, cultivate, and exploit an organization's core competencies. Libraries can look for opportunities in strategy development, management techniques, collaboration mechanisms, knowledge sharing and learning, and knowledge capture and storage.

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Knowledge Solutions for Libraries

  1. 1. The views expressed in this presentation are the views of the author/s and do not necessarily reflect the views or policies of the Asian Development Bank, or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this presentation and accepts no responsibility for any consequence of their use. The countries listed in this presentation do not imply any view on ADB's part as to sovereignty or independent status or necessarily conform to ADB's terminology. Knowledge Solutions for Libraries Olivier Serrat 2014
  2. 2. Knowledge Management: A Vital Tool for Change Management Challenged by the internet, libraries worldwide are reconsidering the products and services they offer. But, creating shared visions and plotting organizational directions is one thing; delivering the dream is another. At a time when increasingly advanced skills are required for success in life and work, all libraries must retool. Competence is a specific range of knowledge, skills, or behaviors utilized to improve performance. Sustainable competitive advantage derives from strenuous efforts to identify, cultivate, and exploit an organization's core competencies. Opportunities exist in the areas of strategy development, management techniques, collaboration mechanisms, knowledge sharing and learning, and knowledge capture and storage.
  3. 3. Contents The Five Competencies Framework aims to build strengths and ADB's Knowledge Solutions series has since 2008 offered handy, quick reference guides to tools, methods, and approaches that promote this intent. A selection of Knowledge Solutions for libraries follows: Strategy Development Management Techniques Collaboration Mechanisms Knowledge Sharing and Learning Knowledge Capture and Storage
  4. 4. Strategy Development • Building a Learning Organization How can a strategy support and energize organization, people, knowledge, and technology for learning? • Creating and Running Partnerships Does your strategy leverage partnerships and recognize their drivers of success and failure? • Design Thinking Is your strategy the outcome of a human-centered, prototype-driven process for the exploration of new ideas? • Future Search Conferencing How might futurizing enable diverse and potentially conflicting groups find common ground for constructive action? • On Resilient Organizations How might investments in leadership and culture, networks, and change readiness build resilience to survive and thrive in turbulent times?
  5. 5. Strategy Development • A Primer on Intellectual Capital How might you realize your organization's true value? • Reading the Future How emergent is your strategy? Does it consider other scenarios? • Seeking Feedback on Learning for Change How would you gauge perceptions of competencies to learn for change? • Social Network Analysis How might your strategy make out social networks and analyze the actors and the relationships between them? • The Premortem Technique Working backward, does your strategy integrate alternatives that emerge from the perspective of future failure?
  6. 6. Management Techniques • Business Model Innovation What are business models and how might they enable your organization to capture, create, and deliver value to meet explicit or latent needs? • Conducting Effective Meetings Do you manage meetings before, during, and after, with appreciation of their different kinds, to make them productive and fun? • Engaging Staff in the Workplace In what ways might your organization benefit from staff engagement and how could that be driven? • Fast and Effective Change Management How might your organization overcome resistance to change and secure as much discretionary effort as possible? • Forestalling Change Fatigue If transformation change rarely succeeds, what rationale is there for bottom-up approaches?
  7. 7. Management Techniques • Managing by Walking Around How does one manage by walking around to emphasize the importance of interpersonal contact, open appreciation, and recognition and build civility and performance in the workplace? • Managing Knowledge Workers Why should you empower knowledge workers to make the most of their deepest skills and perform best? • New-Age Branding and the Public Sector How might we embrace branding to drive organizational behavior and behavioral change? • Picking Investments in Knowledge Management How might you prioritize investments in knowledge management? • A Primer on Organizational Culture What are the components of organizational culture and what is the role of organizational learning for change?
  8. 8. Management Techniques • A Primer on Organizational Learning How do organizations learn? • A Primer on Talent Management How can one give talent strategic and holistic attention to make it happen? • Sparking Innovations in Management Why should we drive management innovation? • The Five Whys Technique How might we investigate deeply the cause-and- effect relationships underlying problems? • The Reframing Matrix Do you enable different perspectives to be generated and applied in management processes?
  9. 9. Management Techniques • The SCAMPER Technique How might one brainstorm to resolve a problem, meet an opportunity, or turn a tired idea into something new and different? • Understanding and Developing Emotional Intelligence Do you have the ability, capacity, skill, or self- perceived ability to identify, assess, and manage the emotions of yourself, of others, and of groups?
  10. 10. Collaboration Mechanisms • Bridging Organizational Silos How might one bridge silos to promote effective cross-functional teams? • Building Communities of Practice How do you build a community of like-minded, interacting people to ensure more effective creation and sharing of knowledge in a domain? • Building Trust in the Workplace How should we earn, develop, and retain trust for superior results? • Collaborating with Wikis How do you harness the power of collaborative minds to innovate faster, cocreate, and cut costs? • Delegating in the Workplace Why, in organizations, is it better to understand delegation as a web of tacit governance arrangements?
  11. 11. Collaboration Mechanisms • Distributing Leadership How can one distribute leadership if it is an outcome, not an input to business processes and performance? • Drawing Mind Maps How does one represent, link, and arrange concepts, themes, or tasks under a central topic? • Exercising Servant Leadership Why would you support people who choose to serve first, and then lead, as a way of expanding service to individuals and organizations? • Informal Authority in the Workplace How can reciprocity intensify mutual influence in organizations? • Leading in the Workplace What is the new context for leadership in the public sector?
  12. 12. Collaboration Mechanisms • Learning in Strategic Alliances Why should strategic alliances manage the partnership, not just the agreement, for collaborative advantage? • Managing Virtual Teams How can we organize and coordinate with effect a group whose members are not in the same location or time zone, and may not even work for the same organization? • On Networked Organizations Why are hierarchy, market, and network forms of organization not mutually exclusive? • A Primer on Corporate Values What role can corporate values play in guiding behavior and decision-making? • Sparking Social Innovations How can you generate good ideas that meet pressing unmet needs and improve people's lives to foster smart, sustainable globalization?
  13. 13. Collaboration Mechanisms • Surveying Communities of Practice How might one design and analyze a survey of communities of practice? • Wearing Six Thinking Hats How can we actualize the thinking potential of teams? • Working in TeamsHow does one develop a successful team?
  14. 14. Knowledge Sharing and Learning • Asking Effective QuestionsHow do you know what question to ask when? • Building Networks of Practice What are the forms and functions of networks of practice and how do you monitor and evaluate performance? • Coaching and Mentoring How can we coach and mentor to inspire and empower employees, build commitment, increase productivity, grow talent, and promote success? • Conducting After-Action Reviews and Retrospects When a critical milestone has been reached, why should we discuss successes and failures in an open and honest fashion? • Conducting Effective Presentations How can an ordinary presentation become a lively and engaging event?
  15. 15. Knowledge Sharing and Learning • Conducting Peer Assists How can individuals come together to share their experiences, insights, and knowledge on an identified challenge or problem? • Conducting Successful Retreats How does one step back from day-to-day activities to think about the future? • Dimensions of the Learning Organization How do you harness, individually or in association, useful models of learning and change to reflect on the dimensions of a learning organization? • Drawing Learning Charters How can an organization demonstrate commitment to learning, against which provision and practice can be tested and serve as a waymark with which to guide, monitor, and evaluate progress? • Embracing FailureIs failure a way to an opportunity?
  16. 16. Knowledge Sharing and Learning • Harnessing Creativity and Innovation in the Workplace What are the stimulants and obstacles to creativity and innovation that drive or impede enterprise in organizations? • Identifying and Sharing Good Practices How can one suggest that a process or methodology that has been shown to be effective in one part of an organization and might be effective in another too? • On Knowledge Behaviors Why must motive, means, and opportunity be aligned to invest resources productively across the knowledge-sharing landscape? • Social Media and the Public Sector How can the public sector use Web 2.0 applications to forge, build, and deepen relationships? • Storytelling What is the potential of stories or narratives as a communication tool to value, share, and capitalize on the knowledge of individuals?
  17. 17. Knowledge Capture and Storage • Conducting Exit Interviews How do you garner feedback on why employees leave, what they liked about their job, and where the organization needs improvement? • Critical Thinking By what process can one analyze and evaluate thinking to improve it? • Harvesting Knowledge How do you draw out and package tacit knowledge to help others adapt, personalize, and apply it; build organizational capacity; and preserve institutional memory? • Staff Profile Pages How do we build dynamic, adaptive electronic directories that store information about the knowledge, skills, experience, and interests of people? • Writing Weblogs How can groups discuss electronically areas of interest and review different opinions and information surrounding a topic?
  18. 18. Further Reading • ADB. 2008–. Knowledge Solutions. Manila. • ——. 2008–. Knowledge Solutions. Manila. • ——. 2010. Compendium of Knowledge Solutions. Manila. • ——. 2014. Toward a Library Renaissance. Manila.
  19. 19. Quick Response Codes @ADB @ADB Sustainable Development Timeline @LinkedIn @ResearchGate @Scholar @SlideShare @Twitter