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2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
2008 sector-learning
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2008 sector-learning

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  • Annex 4: Future elements of information strategy – together with brief justification / explanation The Internet is the communication channel within the period of the coming business plan next to face to face interaction. Second, all explicit information is going digital. Given the fact that IRC’s prime target group will be offered assistance in local governance, IRC’s information strategy will focus there. More and more this target group gets connected as is the global community. The all are to be addressed by information flows within the knowledge cycles. The information strategy consists of a palette of information products and services. Products like a newsletter, public ‘blue pages’ and bibliographic database, services entail a help desk, question and answer / library service. The tools and methodology used are shared and competence in use is back stopped. Te picture below depicts key issues to address and tools to use, staring from a personal up to a network level (vertical). The emphasis (horizontal), shifts from information management to knowledge sharing, to end with learning. Within IRC the current databases (top left) around thesaurus, InterWATER and IRCDOC will be stored in separate websites (upper right) and CoP’s are planned around them to achieve co-creation in global news services. Workshops with partners and clients concentrate around organisational level in information (Stock) and knowledge management / knowledge sharing (flow). Thematic groups are supported in their CoP or LA (upper right), when needed starting on lower organisational / team level and / or with stock / flow angle. The justification of this strategy is IRC’s aim to work the bulk (>75%) decentralised on regional or national level. The target group for services and products based on information management and competencies to use ICT and / or to use ICT for local products and services is in the network around IRC staff. In co-production and co-creation the strategy addresses the global level. Publication of hard copy, based on the digital form, will be on a ‘demand led, need to have’ basis.
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    • 1. Sector learning & KM The WELL KM experiences November 2008, Pels, IRC
    • 2. <ul><li>DfID &lt;– WELL &lt;– Partners &lt;–&gt; IRC / WEDC / LS </li></ul><ul><li>Outputs + Capacity development </li></ul><ul><ul><li>Participatory needs assessment </li></ul></ul><ul><ul><ul><li>Writing skills </li></ul></ul></ul><ul><ul><ul><li>‘ Know your client’ (proposal writing) </li></ul></ul></ul><ul><ul><ul><li>… </li></ul></ul></ul><ul><ul><ul><li>Knowledge management </li></ul></ul></ul>Big steps 1
    • 3. <ul><li>Round of introduction; plenary (ice breaker) </li></ul><ul><li>Fears and expectations; plenary (links to ‘Are expectations met’ just before closure) </li></ul><ul><li>Introduction of concepts </li></ul><ul><ul><li>Information Management </li></ul></ul><ul><ul><li>Knowledge Management </li></ul></ul><ul><li>KM, a play on words </li></ul><ul><ul><li>What is knowledge? </li></ul></ul><ul><ul><li>Why knowledge cannot be managed directly </li></ul></ul><ul><li>KM perspectives; three levels: </li></ul><ul><ul><li>Personal </li></ul></ul><ul><ul><li>Organisational </li></ul></ul><ul><ul><li>Community / network (of practice) </li></ul></ul><ul><li>KM landscape: </li></ul><ul><ul><li>KM applications: from stock to flow </li></ul></ul><ul><ul><ul><li>transactional, analytical, asset management, process, developmental and innovation and creation </li></ul></ul></ul><ul><ul><li>Enabling technology (same scale as applications) </li></ul></ul><ul><li>Weggeman framework </li></ul><ul><li>Operational processes (KVC versus ODV matrix) </li></ul>Big steps 2
    • 4. <ul><li>KM ‘instruments’: access, create, share and evaluate </li></ul><ul><li>Activity: personal information behaviour / personal KM; buzz groups and plenary </li></ul><ul><li>Activity: organisational profile; individual, buzz groups and plenary </li></ul><ul><li>Introduction to KM scan, relation with Weggeman model </li></ul><ul><li>Activity: perform KM scan </li></ul><ul><li>Introduction of concepts: </li></ul><ul><li>How to become a Resource Centre </li></ul><ul><ul><li>Activity: where do we stand?; buzz groups and plenary </li></ul></ul><ul><ul><li>Activity: how to network outside the organisation?; buzz groups and plenary </li></ul></ul><ul><li>Recap knowledge value chain / examples </li></ul><ul><ul><li>Activity: based on vision and mission discuss goals; buzz groups </li></ul></ul><ul><ul><li>Activity; make KM plan(s); group work </li></ul></ul><ul><li>Activity; presentation KM plans; plenary; feed back by management </li></ul><ul><li>Are expectations met; plenary round based on list; take homes </li></ul><ul><li>Feed back on workshop; questionnaire </li></ul><ul><li>Closure </li></ul>Big steps 3
    • 5. <ul><li>Introducing KM as a concept and its underlying principles; (initiating) </li></ul><ul><li>Providing assistance in developing KM plans; (advisory) </li></ul><ul><li>Sharing lessons learned from WEDC’s and IRC’s own experiences in this area; (advisory) </li></ul><ul><li>Facilitating local workshops hosted by the partners; (instigating) </li></ul><ul><li>Providing guidance on appropriate literature (instigating) </li></ul>Big steps 4
    • 6. KM scan Knowledge needed Knowledge available Develop / acquire knowledge Share knowledge Apply knowledge Evaluate knowledge Average 66 Maximum 71 72 70 71 70 62 Minimum 66 66 64 65 65 57 Strategy 66 66 64 65 65 57 Culture 68 69 67 68 67 60 Management style 70 70 68 70 69 61 Personnel 71 72 70 71 70 62 Structure 66 67 65 66 65 58 Systems 66 67 65 66 65 58
    • 7. <ul><li>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. </li></ul><ul><ul><li>KM Plan 1: Information sharing though SEUF website </li></ul></ul><ul><ul><li>use skills gained through the Learn@WELL writing skills module to provide quality material for the website; </li></ul></ul><ul><ul><li>repackage existing outputs to serve different online target groups; </li></ul></ul><ul><ul><li>develop an inventory of staff skills, attitudes and experiences and use to allocate responsibilities for website management and to inform organisational HR needs. </li></ul></ul>KM Plan - SEUF
    • 8. <ul><li>KM Plan 2: Internal information sharing through improved project documentation </li></ul><ul><ul><li>make results and experiences from projects more explicit, thereby creating leverage for information sharing; </li></ul></ul><ul><ul><li>document proposal development; </li></ul></ul><ul><ul><li>create central project overview (track record); </li></ul></ul><ul><ul><li>document project activities and outcomes. </li></ul></ul><ul><li>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. </li></ul>KM Plan - SEUF
    • 9. <ul><li>AMREF is a large organisation </li></ul><ul><li>The module was used at the AMREF Kenya country office in the water and health department. </li></ul><ul><li>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. </li></ul>KM plan AMREF
    • 10. <ul><li>IWSD (Institute of Water and Sanitation Development </li></ul><ul><li>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. </li></ul><ul><li>Thematic Groups - Strategic Issues / KM plan </li></ul><ul><ul><li>Research - Resource generation /Acquisition </li></ul></ul><ul><ul><li>Info. and Marketing - Positioning / branding IWSD, Profile raising, Web-presence </li></ul></ul><ul><ul><li>Technical &amp; Training - Product development, New work </li></ul></ul><ul><ul><li>Admin &amp; Finance - Resource allocation /Transparency /Compliance </li></ul></ul><ul><li>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’ </li></ul>KM plan IWSD
    • 11. <ul><li>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. </li></ul><ul><li>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. </li></ul><ul><li>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. </li></ul>Incentives for adopting KM
    • 12. <ul><li>Below, we assessed the situation in the three organisations based on the five lessons from pioneers as mentioned by Sveiby. </li></ul>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.
    • 13. <ul><li>Within organization / group KM work </li></ul><ul><ul><li>Ultimate WWHWW and SMART </li></ul></ul><ul><li>On personal level </li></ul><ul><ul><li>Education / training / HRD / PCS </li></ul></ul><ul><li>On sector level KS </li></ul><ul><ul><li>RC as entrepreneurial centre </li></ul></ul><ul><ul><ul><li>Initiator </li></ul></ul></ul>Recap
    • 14. Enable sharing Key is Manage -&gt; Define -&gt; Deliver -&gt; Enable World cafe People&apos;s network versus KM generation
    • 15. Complexity <ul><li>The new dynamics of strategy: Sense-making in a complex and complicated world, Kurtz / Snowden 2003 (http://en.wikipedia.org/wiki/Cynefin) </li></ul><ul><li>Probe </li></ul><ul><li>Sense </li></ul><ul><li>Respond </li></ul><ul><li>Act </li></ul><ul><li>Analyze </li></ul><ul><li>Categorize </li></ul>
    • 16. KM work IRC <ul><li>IRC Mission / Vision: ‘ use of I &amp; K’ =&gt; flow </li></ul><ul><li>Network secretariat =&gt; association (Success) ‏ </li></ul><ul><ul><li>Streams of Knowledge </li></ul></ul><ul><ul><li>GWA </li></ul></ul><ul><li>World bank: Intranet water-staff (no credits) ‏ </li></ul><ul><li>UN / WSSCC: KM dialogue (stopped) ‏ </li></ul><ul><li>WIS 6 KM workshop (2003) ‏ </li></ul><ul><li>KM workshops Well WEDC conference 2005 </li></ul><ul><li>KM titles / 40 years Lib services &amp; News + Pubs </li></ul><ul><li>KM job for RNE&apos;s / DgIS? </li></ul>Key is KM
    • 17. So... <ul><li>How big is your sector? </li></ul><ul><ul><li>Individuals: teaching; PCS =&gt; champions </li></ul></ul><ul><ul><li>In organizations =&gt; KM make organizations knowledge friendly (financial sustainable first) ‏ </li></ul></ul><ul><ul><li>In sector =&gt; KS </li></ul></ul><ul><ul><ul><li>RC or secretariat </li></ul></ul></ul><ul><ul><ul><ul><li>Thought leaders </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Information (library / flyer / news (paper) / workshops ) ‏ </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Organize players / certify / influence policy </li></ul></ul></ul></ul><ul><ul><ul><li>Co-others? Civil society? </li></ul></ul></ul><ul><li>The sector is complex so... </li></ul>Key is SCALE
    • 18. 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
    • 19. Sector learning <ul><li>Deconstructing </li></ul><ul><ul><li>Sector: What? </li></ul></ul><ul><ul><li>Learning: What ... learning? </li></ul></ul><ul><ul><ul><li>... knowledge is needed for </li></ul></ul></ul><ul><ul><ul><li>... information ... </li></ul></ul></ul><ul><ul><ul><li>... attitude ... </li></ul></ul></ul><ul><ul><ul><li>... institutional framework ... </li></ul></ul></ul><ul><ul><ul><li>... reputation ... </li></ul></ul></ul><ul><ul><ul><li>... quality control assurance ... </li></ul></ul></ul><ul><ul><ul><li>... acquisition ... </li></ul></ul></ul><ul><ul><ul><li>... competences ... </li></ul></ul></ul>Key is focus
    • 20. 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 &amp; family Project team Thematic group LA / Network SECTOR Community of practice Social network GLOBAL
    • 21. WASH dvlpmnt chain <ul><li>Within the WASH development sector the chain of institutions between the MDG&apos;s and the grass root level is often depicted as left. </li></ul><ul><li>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 ). </li></ul><ul><li>MDG&apos;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 &amp; information management in Uganda). </li></ul><ul><li>Knowledge is not tangible and does not &apos;flow&apos; but is locally re-created in learning processes by the people populating the various levels. </li></ul>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
    • 22. IRC BP 2006-2011 Grass root MDG’s Key is learning
    • 23. Information flow <ul><li>Up and down! </li></ul><ul><li>Big audiences </li></ul><ul><li>Make explicit </li></ul><ul><ul><li>Choose </li></ul></ul><ul><ul><ul><li>target group </li></ul></ul></ul><ul><ul><ul><li>arena </li></ul></ul></ul><ul><ul><ul><li>carrier </li></ul></ul></ul>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
    • 24. Information flow <ul><li>Means: </li></ul><ul><ul><li>Newsletter / thought piece </li></ul></ul><ul><ul><li>Digital repository (IRCDOC, InterWATER etc) ‏ </li></ul></ul><ul><ul><li>Tangibles (Flyers up to books) ‏ </li></ul></ul><ul><ul><li>Go to big venues </li></ul></ul><ul><li>Issues: </li></ul><ul><ul><li>Al information goes digital </li></ul></ul><ul><ul><li>Internet is the communication backbone </li></ul></ul><ul><ul><li>Language / Access / Web 2.0 </li></ul></ul>Key is flow
    • 25. Knowledge sharing <ul><li>Up and down! </li></ul><ul><li>Human scale </li></ul><ul><li>Learning alliances </li></ul><ul><li>Action research </li></ul>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
    • 26. Knowledge sharing <ul><li>Methods: </li></ul><ul><ul><li>Venue / Seminar / World fora </li></ul></ul><ul><ul><li>Community of Practice / Practitioners </li></ul></ul><ul><ul><li>Learning alliance / Thematic group </li></ul></ul><ul><ul><li>Brown bag lunches / TFW </li></ul></ul><ul><li>Issues: </li></ul><ul><ul><li>Fatigue / Fad / Far away </li></ul></ul><ul><ul><li>Flobbidigroestiow </li></ul></ul>Key is Face to Face
    • 27. Communication <ul><li>Audience </li></ul><ul><li>Access </li></ul><ul><li>Language </li></ul><ul><li>Relevance </li></ul><ul><li>Power </li></ul><ul><li>F2F: CoP, LA, TG etc </li></ul>Keys!
    • 28. Themes <ul><li>Information flow </li></ul><ul><li>Knowledge sharing </li></ul><ul><li>Up and down </li></ul><ul><li>Advocacy </li></ul><ul><li>Thematic group </li></ul>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
    • 29. Regions <ul><li>Information flow </li></ul><ul><li>Knowledge sharing </li></ul><ul><li>In and out </li></ul><ul><li>Regional platform </li></ul><ul><li>Coordination </li></ul>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 &amp; Sharing
    • 30. Themes / Regions <ul><li>Motifs </li></ul><ul><ul><li>Innovate </li></ul></ul><ul><ul><li>Scale up </li></ul></ul><ul><ul><li>Matrix </li></ul></ul><ul><ul><li>Information flow </li></ul></ul><ul><ul><li>Knowledge sharing </li></ul></ul><ul><ul><li>Learning </li></ul></ul>Key is Impact
    • 31. Today <ul><li>How did you support these organizations? </li></ul><ul><li>How did they try to develop a learning process in-house and in the sector in their country, what this has led to etc. </li></ul><ul><li>KM plan / closure at WEDC conference </li></ul><ul><li>Anything related to the broader topic of sector learning? </li></ul>Key is KM
    • 32. <ul><li>Operators / Engineers / Managers </li></ul><ul><li>Information specialists / Sector professionals / Decision makers </li></ul><ul><li>Activities / Frameworks / Discipline </li></ul>What … learned?
    • 33. Nonaka

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