The Socio-Economic Unit Foundation India has a Coordinating Office, four regional offices, one technical supporting wing and seven project offices. It has the ambition to become a leading resource centre in the region. They identified a lack of information sharing in SEUF as a major drawback in achieving their ambition and have developed two plans to address this.
KM Plan 1: Information sharing though SEUF website
use skills gained through the Learn@WELL writing skills module to provide quality material for the website;
repackage existing outputs to serve different online target groups;
develop an inventory of staff skills, attitudes and experiences and use to allocate responsibilities for website management and to inform organisational HR needs.
KM Plan - SEUF
KM Plan 2: Internal information sharing through improved project documentation
make results and experiences from projects more explicit, thereby creating leverage for information sharing;
document proposal development;
create central project overview (track record);
document project activities and outcomes.
These two plans were developed during a workshop attended by staff from two SEUF regional offices. A section of the workshop attendees in turn facilitated second workshops with colleagues in the four remaining regional offices to introduce them to KM concepts and acquaint them with the KM plans developed. The implementation of these plans will cut across all six regional office. Meanwhile, SEUF has plans to change its web architecture as well as developing an Intranet under an RCD (IRC Resource centre development) initiative. These two initiatives dovetail well with the KM plans developed and when implemented, will be a major step towards SEUF becoming a resource centre. New additional KM plans were drawn up in the second workshop to complement the two shown above.
KM Plan - SEUF
AMREF is a large organisation
The module was used at the AMREF Kenya country office in the water and health department.
From the AMREF headquarters, also based in Nairobi Kenya, some staff joint the workshop and we found that in HQ a KM initiative was running for a while.
KM plan AMREF
IWSD (Institute of Water and Sanitation Development
The aim of holding this KM workshop at IWSD was to provide an understanding of how KM can be used to leverage corporate knowledge to meet IWSD’s vision, mission, and goals. A major exercise in the workshop was the development of KM plans. Fortunately, the high attendance by IWSD staff at the workshop has meant that it has been possible to develop four KM plans. The topics of each plan are detailed in the box below.
Our interpretation of these topics reveals a common thread in the four proposed KM plans; and this is that they all address key strategic issues for the organisation. Our interpretation of these issues is detailed in the second column of the box above under the heading ‘Strategic Issues’
KM plan IWSD
KM as has been stated, involves organisational change. It is well known that organisational change often meets with resistance. Fortunately, this has not been the case with the organisations we have worked with. This is attributable to the fact that the idea for the KM module came from the partners themselves. They also took responsibility for organising the workshop and creating its terms of reference.
Consequently, even though it was not fully understood exactly what it would entail, the commitment to see the module through (organizing a workshop, go through the exercises mentioned above, draw up KM plans, take ownership and implement them) has been present. In this regard, the incentive to adopt the KM approach was pre-established and therefore required not to put in place an incentive structure.
Further, we have articulated in the workshops, some of the benefits that would accrue from implementing a KM plan, together with commitment from management, have served as additional incentives.
Incentives for adopting KM
Below, we assessed the situation in the three organisations based on the five lessons from pioneers as mentioned by Sveiby.
KM Lessons Lesson SEUF AMREF IWSD Enthusiastic champions Yes Yes Yes Build on existing core competence Yes No / HQ yes Yes Address an urgent strategic imperative Yes No Yes Firm commitment from the top Yes Yes / HQ ? Yes Early quick wins neutralise the nay-Sayers. N.A. No N.A.
Within organization / group KM work
Ultimate WWHWW and SMART
On personal level
Education / training / HRD / PCS
On sector level KS
RC as entrepreneurial centre
Enable sharing Key is Manage -> Define -> Deliver -> Enable World cafe People's network versus KM generation
The new dynamics of strategy: Sense-making in a complex and complicated world, Kurtz / Snowden 2003 (http://en.wikipedia.org/wiki/Cynefin)
KM work IRC
IRC Mission / Vision: ‘ use of I & K’ => flow
Network secretariat => association (Success)
Streams of Knowledge
World bank: Intranet water-staff (no credits)
UN / WSSCC: KM dialogue (stopped)
WIS 6 KM workshop (2003)
KM workshops Well WEDC conference 2005
KM titles / 40 years Lib services & News + Pubs
KM job for RNE's / DgIS?
Key is KM
How big is your sector?
Individuals: teaching; PCS => champions
In organizations => KM make organizations knowledge friendly (financial sustainable first)
WELL KM lessons Supporting learning processes of various organizations KM workshops all staff! Hands-on create KM plan according to a model by Weggeman; presentation at WEDC conference KM lessons from the pioneers (Sveiby 2001) Enthusiastic champions Build on existing core competence Address an urgent strategic imperative Firm commitment from the top Early quick wins neutralize the nay-Sayers. Key is KM
Learning: What ... learning?
... knowledge is needed for
... information ...
... attitude ...
... institutional framework ...
... reputation ...
... quality control assurance ...
... acquisition ...
... competences ...
Key is focus
Network is .. Key is ? When How Why Who What Time / project bound Life cycle theme Life cycle problem Life cycle topic Timeless Lifetime Do it Review topic Action research Innovation Scale up Share knowledge Feel good Back-up Purpose project Advocacy on / advance Topic Engage al stakeholders Learning on topic Nurture relations Functional relation Like minded Colleagues (Across Sectors) Prof. interest Peers Friends & family Project team Thematic group LA / Network SECTOR Community of practice Social network GLOBAL
WASH dvlpmnt chain
Within the WASH development sector the chain of institutions between the MDG's and the grass root level is often depicted as left.
Information has to flow top-down and bottom-up (and mid-around probably). MDG-monitoring means information flowing upwards, for example by a JMP ( http://www.wssinfo.org/en/welcome.html ).
MDG's as formulated in global arenas ( http://www.un.org/millenniumgoals ) have to be translated and communicated to be understood on other levels. It is no secret (and no wonder) that people at the grass roots do not know what MDGs are. (See a 2008 IRC report by Maurice Verhaegh on WASH knowledge & information management in Uganda).
Knowledge is not tangible and does not 'flow' but is locally re-created in learning processes by the people populating the various levels.
Rural / Community / Grass root level The world community / Humanity MDG’s UN / Bi- and multi laterals Continent wide donors: EU and NEPAD World fora / Water-weeks Regional bodies / Basin organisation (Sub) National level County / Province / (Mega) City level Urban / Small town level Key is learning
IRC BP 2006-2011 Grass root MDG’s Key is learning
Up and down!
Rural / Community / Grass root level The world community / Humanity MDG’s UN / Bi- and multi laterals Continent wide donors: EU and NEPAD World fora / Water-weeks Regional bodies / Basin organisation (Sub) National level County / Province / (Mega) City level Urban / Small town level Key is flow
Newsletter / thought piece
Digital repository (IRCDOC, InterWATER etc)
Tangibles (Flyers up to books)
Go to big venues
Al information goes digital
Internet is the communication backbone
Language / Access / Web 2.0
Key is flow
Up and down!
Rural / Community / Grass root level The world community / Humanity MDG’s UN / Bi- and multi laterals Continent wide donors: EU and NEPAD World fora / Water-weeks Regional bodies / Basin organisation (Sub) National level County / Province / (Mega) City level Urban / Small town level Key is Face to Face
Venue / Seminar / World fora
Community of Practice / Practitioners
Learning alliance / Thematic group
Brown bag lunches / TFW
Fatigue / Fad / Far away
Key is Face to Face
F2F: CoP, LA, TG etc
Up and down
Rural / Community / Grass root level The world community / Humanity MDG’s UN / Bi- and multi laterals Continent wide donors: EU and NEPAD World fora / Water-weeks Regional bodies / Basin organisation (Sub) National level County / Province / (Mega) City level Urban / Small town level Key is Innovation
In and out
Rural / Community / Grass root level The world community / Humanity MDG’s UN / Bi- and multi laterals Continent wide donors: EU and NEPAD World fora / Water-weeks Regional bodies / Basin organisation (Sub) National level County / Province / (Mega) City level Urban / Small town level Key is Learning & Sharing
Themes / Regions
Key is Impact
How did you support these organizations?
How did they try to develop a learning process in-house and in the sector in their country, what this has led to etc.
KM plan / closure at WEDC conference
Anything related to the broader topic of sector learning?
Key is KM
Operators / Engineers / Managers
Information specialists / Sector professionals / Decision makers