Knowledge Management in the Scottish Government


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Presentation given to Glasgow Housing Association on 6 December 2011

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  • Knowledge Management in the Scottish Government

    1. 1. Knowledge Management in the Scottish Government
    2. 2. Data inputterer at Scottish Office Agriculture and Fisheries Department Various posts in Department for Work and Pensions: front line service, IT support and management, information security, risk management PGDip Information and Library Studies MA(Hons) History and Economic History Various IT qualifications Website manager at UK Trade and Investment Knowledge Management Officer with the Scottish Centre for Regeneration Librarian in the Scottish Government Library Service
    3. 3. The Government's Purpose • To focus government and public services on creating a more successful country, with opportunities for all of Scotland to flourish, through increasing sustainable economic growth.
    4. 4. Serving Government Better: A Business Strategy for the Scottish Government • Choices for Scotland • A Scotland That Works • A Creative Scotland • Being the Scotland We Want to See
    5. 5. Choices for Scotland
    6. 6. A Scotland that works
    7. 7. A creative Scotland
    8. 8. Being the Scotland we want to see
    9. 9. Bernard: You only need to know things on a need to know basis. Humphrey: I need to know everything. How else can I judge whether or not I need to know it? Bernard: So you need to know things, even when you don't need to know them. You need to know them not because you need to know them, but because you need to know whether or not you need to know. And if you don't need to know you still need to know so that you know that there was no need to know. Humphrey: Yes! From: Man Overboard
    10. 10. We hold these truths to be self evident… • Knowledge management is a kind of management • Knowledge is information which is put to use • Knowledge management is about how to turn information into value
    11. 11. Technology does not automatically improve conversation, communication or behaviour Theodore Zeldin
    12. 12. Key principles of the Knowledge Framework •We preserve knowledge through change •We update our knowledge •We share our knowledge •We value knowledge •We seek to create new knowledge •We apply our knowledge
    13. 13. We preserve knowledge through change
    14. 14. We update our knowledge
    15. 15. We share our knowledge
    16. 16. We share our knowlege
    17. 17. We share our knowledge
    18. 18. We share our knowledge
    19. 19. We value knowledge
    20. 20. We seek to create new knowledge
    21. 21. We apply our knowledge
    22. 22. Roles/governance • Head of Knowledge Information and Records Management • Knowledge and information management professionals • Analysts • Learning and development professionals
    23. 23. Skills • Skills frameworks for staff include core KIM skills, eg: – Ensure systems and processes are in place to capture and protect information and knowledge – Develop the environment to enable people to innovate, share, learn and use knowledge and information for the benefit of the organisation as a whole
    24. 24. Identifying policy parameters Engaging with practitioner priorities Disseminating lessons and learning Feedback to inform policy and improve practice Establishing partnerships Delivering programmes Learning Network Model INFORM ENGAGE CONVENE
    25. 25. For all our knowledge, we have no idea what we're talking about. We don't understand what's going on in our business, our market, and our world. KM shouldn’t be about helping us to know more. It should be about helping us to understand. So, how do we understand things? It's through stories that we understand how the world works. David Weinberger, The Cluetrain Manifesto
    26. 26. / http://
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