Monitoring and Evaluation of Knowledge Management<br />Knowledge for Development in Africa<br />Simon Hearn, ODI, s.hearn@...
What is M&E<br />Understanding what we are doing in order to:<br />Maintain relevance<br />Assess effectiveness<br />Ensur...
Dimensions of M&E of KM<br />Monitoring areas 	Activities   -   strategies   -   environment   -   culture<br />Triggers o...
Current practice<br />KM itself not grounded<br />No systematic approaches to M&E of KM<br />Based on potential rather the...
Result<br />
Knowledge generation<br />Knowledge<br />Knowledge translation<br />Knowledge application<br />
External factors<br />Knowledge<br />Context<br />Links<br />
Challenges<br />Many actors, perspectives and agendas<br />Competition of value systems<br />Unavoidable power relations<b...
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Monitoring And Evaluation Of Knowledge Management

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A presentation at the 2009 Knowledge for Development in Africa conference in Namibia. Based on initial stages of a study for IKM emergent. see here for associated blog.... http://thegiraffe.wordpress.com/2009/12/17/monitoring-knowledge-management-an-impossible-task/

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  • Me, odi, rapid, ikmOverview:
  • M&E: understanding what it is we are doing in order to:Maintain relevanceAssess effectivenessEnsure maximum efficiencyDemonstrate impactEnsure sustainabilityEach of these has an inward facing element aimed at improving, and an outward facing element aimed at proving.
  • Different monitoring areas: Activities, strategies, culture/environmentDifferent triggers: Either planned or emergentDifferent scales:Individual – KM for meOrganisation – KM for ODISector – KM for developmentDifferent assets: Information, knowledge, other intangible assets: motivation, capacity, empowerment, attitude, trustDifferent processes: knowledge generation, storage, translation, use, reflection and learningDifferent dynamics: power, perspectives, value systems
  • Identifying and optimising production, transferand use of knowledge by individuals, teams, organisations or communities in order to achieve positive results and realisation of goals.Not good enough – doesn’t cut enough of the dimensions
  • Individual – KM for meOrganisation – KM for ODISector – KM for developmentNot just knowledge but intangiblesEither planned or emergentActivities, strategies, culture
  • This framework incorporates the knowledge processes and adds three further domains:Links: within and across the organisation boundaries – networking, partnerships, communication, Context: Governance structures, management processes, institutional pressures, funding, historyExternal: partners, donors, other external agencies, networks, national, regional and global factors.
  • Monitoring And Evaluation Of Knowledge Management

    1. 1. Monitoring and Evaluation of Knowledge Management<br />Knowledge for Development in Africa<br />Simon Hearn, ODI, s.hearn@odi.org.uk<br />
    2. 2. What is M&E<br />Understanding what we are doing in order to:<br />Maintain relevance<br />Assess effectiveness<br />Ensure maximum efficiency<br />Demonstrate impact<br />Guarantee sustainability<br />
    3. 3.
    4. 4. Dimensions of M&E of KM<br />Monitoring areas Activities - strategies - environment - culture<br />Triggers of KM Planned - emergent<br />Scales of KM Personal - organisation - development<br />Asset Information - knowledge - other intangible assets<br />Processes Generation - storage - translation - use<br />Dynamics Power - perspectives - value systems<br />
    5. 5. Current practice<br />KM itself not grounded<br />No systematic approaches to M&E of KM<br />Based on potential rather the evidence<br />Information – knowledge confusion<br />M&E of activities is strong<br />For the purpose of organisational effectiveness and donor approval<br />
    6. 6. Result<br />
    7. 7. Knowledge generation<br />Knowledge<br />Knowledge translation<br />Knowledge application<br />
    8. 8. External factors<br />Knowledge<br />Context<br />Links<br />
    9. 9. Challenges<br />Many actors, perspectives and agendas<br />Competition of value systems<br />Unavoidable power relations<br />How to understand value of intangibles<br />How to determine legitimacy of knowledge<br />No time when busy doing<br />No clear and agreed terminology<br />No clear indicators<br />How to attribute results to KM<br />Measurement vs. understanding<br />
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