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