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Communication Tools for Knowledge Management and Learning


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Communications that engage stakeholders encourage them to connect and build relationships. High levels of collaboration increase the chances that, as desired outputs are accomplished, intended beneficiaries will capitalize on promised benefits. If knowledge management is about providing the right knowledge to the right people at the right time, it must be wedded to good communications.

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Communication Tools for Knowledge Management and Learning

  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. Communication Tools for Knowledge Management and Learning Olivier Serrat 2013
  2. 2. Some Uses of Knowledge Knowledge is a resource that has explicit and tacit dimensions. Managing it to help make sense out of chaotic, complex, or complicated situations can, for example: • Identify relevant knowledge and resources. • Help avoid making the same mistakes twice. • Convey important information widely and quickly. • Accelerate the generation and delivery of products and services. • Surface scarce expertise and insight. • Replicate an organization's good practices. • Engender conditions for creativity and innovation. • Enable faster and better decision making.
  3. 3. Communication Communication underpins knowledge management. The communication of information is: • The process through which relationships are instituted, sustained, altered, or ended by increases or reductions in meaning. • The purposeful activity of conveying data, information, and knowledge across space and time. • The act of leveraging various technical or natural means, e.g., oral, written, and non-verbal forms, whichever is available or preferred.
  4. 4. A Typical Information Life Cycle Information Identify, Plan Create, Generate Capture, Collect Record, Store Manage, Process Share, Transmit Consume, Use Discard, Recycle
  5. 5. Principles of Strategic Communications Continuity (integrated processes for research, analysis, planning, implementation, evaluation) Credibility (positive perceptions of accuracy, quality, and truthfulness) Dialogue (multi-faceted exchanges of ideas) Integration (vertically and horizontally organized and coordinated processes) Precision (right messages, forms, persons, channels, contexts, supports, time, and places) Results-Orientation (concrete outcomes for well-defined impacts) Ubiquity (actions, images, and words send a consistent message; every staff is a messenger) Understanding (deep comprehension of clients, audiences, and partners)
  6. 6. Sample Communication Models
  7. 7. Channels and Tools Face-to-Face (Training/workshop, meetings, speaking engagements, informal encounters) Print (Memoranda, reports, publications, collaterals) Web (Internet/intranet, blogs, e-newsletters/alerts, podcasts, social media) Multimedia (Video-documentaries, flash animation learning tools) Audiovisual (Exhibits, digital signage, Powerpoint presentations) Broadcast (Radio, television)
  8. 8. Channels and Tools: Face-to-Face • Here: internal audiences • Messages, targeted • Communication process is two-way
  9. 9. Channels and Tools: Print • Here: internal and external audiences • Messages, mostly targeted at a wide range of audiences • Communication process is both one- way and two-way
  10. 10. Channels and Tools: Web • Here: internal and external audiences • Broad-stroke messages • Communication, mostly one-way; feedback is appreciated but not always required
  11. 11. Channels and Tools: Multimedia • Here: external audiences • Messages, targeted • Communication process is mostly one-way; feedback is appreciated but not always required
  12. 12. Channels and Tools: Audiovisual • Here: internal audiences • Messages, primarily targeted • Communication process is mostly two-way
  13. 13. Channels and Tools: Broadcast • Here: external audiences • Messages, mostly general • Communication process is one-way Interview with Channel NewsAsia on the power of storytelling in the workplace
  14. 14. Other Considerations • Timeline/ deadline • Approach, i.e., media blitz or staged • Opportunities to piggy-back on other events or campaigns • Updates on messages • Need to seek inputs or feedback from internal and/or external audiences Once Periodic/ Intermittent ContinuousWebsiteupdates E-newsletters/alerts Publications TVinterviews CoPmeetings Speakingengagements Planners Training/seminars Informalencounters
  15. 15. Further Reading • ADB. 2008. Linking Research to Practice. Manila. • ——. 2008. Posting Research Online. Manila. • ——. 2009. Value Cycles for Development Outcomes. Manila. outcomes • ——. 2010. New-Age Branding and the Public Sector. Manila. sector • ——. 2010. Marketing in the Public Sector. Manila.
  16. 16. Further Reading • ADB. 2010. The Future of Social Marketing. Manila. • ——. 2010. Social Media and the Public Sector. Manila. • ——. 2010. Enriching Policy with Research. Manila. • ——. 2012. Communications for Development Outcomes. Manila.
  17. 17. Quick Response Codes @ADB @ADB Sustainable Development Timeline @LinkedIn @ResearchGate @Scholar @SlideShare @Twitter