The document discusses knowledge management in the context of an EMPHASIS project. It describes the environment as complex with regional and matrix structures. Communities of practice are discussed as informal networks for sharing ideas. Different knowledge management network structures are presented, and challenges around costs, quality, and innovation are noted. Sustaining change through knowledge is emphasized, with knowledge seen as the most important resource.

1. EMPHASIS
Knowledge Management

2. EMPHASIS Environment
 It is complex: CARE, NGOs, Partners
 Regional, Maybe Starfish-structure
 Matrix supervision,
 Performance-oriented
 Process innovation approach
 Quality content
 Emphasis on creativity, talent, knowledge,
sharing, communication, learning,
adapting,

3. Community of Practice (CoP)
An affinity group. An informal network or forum
where tips are exchanged and ideas generated
[Thomas A. Stewart].
A group of professionals, informally bound to one
another through exposure to a common class of
problems, common pursuit of solutions, and
thereby themselves embodying a store of
knowledge [McKinsey & Co.].

4. EMPHASIS CoP
Regional Secretariat
CARE UK & BIG
Project Director
Country Teams
M&E Manager
Research Manager
Finance Manager
NGO Partners,
Consultants,
Community
UN, IOM, CARAM, Members,
NACO, INTL NGO, CARE Staff
Other NGO

5. KM Networks: Centralized

6. KM Networks: Hub & Spoke - I

7. KM Networks: Hub & Spoke - II

8. KM Networks: Honeycomb

9. KM Networks: Constellation

10. The pressures
 Pressure to reduce costs, increase quality of service and
return on investment
 Time lost in gestation; so need to accelerate pace to
achieve work plan; so project changes
 Retention of team, effective platforms and self-serve
options like Ning
 Project emphasizes sharing Data, Info, & Knowledge,
 KM process which suits partners, donors and listeners
 New approaches and tools to replace command and
control structures like cross functional teams
 EMPHASIS to be a Regional collaborative team

11. Sustaining Change
“ The Basic Economic Resources – the means of
production – is no longer Capital, nor natural resources,
nor labour. It is and will be knowledge ” – Peter Drucker
 Shift from Physical asset oriented to Intellectual asset
oriented economy. Values derived from intellectual
capital
 Continuous learning becoming an integral part of
CARE.
 Knowledge & Expertise of CARE and its Individuals
should be seen as Critical Resources.

12. Why knowledge?
 CARE is Resources + Capabilities; the capabilities
tapped in EMPHASIS & individuals are essential for
sustaining competitive advantages.
 The raise of ‘Organisational learning” – the question of
survival, success and sustainability
 Knowledge is the only indispensible resource
 The sustained competitive advantage comes only from
what you know and how fast you can put into action.
 Knowledge is the most advantageous tool to deal with
Change and documenting EMPHASIS Project memory

13. What is knowledge?
 Knowledge is information combined with experience,
context, interpretation and reflection. It is high value form
of information that is ready to apply to decisions and
actions
 Knowledge is ‘Justified true belief’
 “Knowledge is experience. Every thing else is just
information” – Albert Einstein
 “The wise see Knowledge and action as one” – The
Bhagavad Gita

14. Data, Info, Knowledge
What is known by perceptual experience and
reasoning.
 For example, 1234567.89 is data
 "Your bank balance has jumped 8087% to
$1234567.89" is information
 "Nobody owes me that much money" is
knowledge
 "I'd better talk to the bank before I spend it
because of what has happened to other people"
is wisdom.

15. From Data to Knowledge
Expertise Individual, judgmental
Contextual, tacit
Knowledge
Information Codified, explicit
Easily transferable
Data

16. Explicit or Enterprise Knowledge
 Formal and systematic
 Easily communicated and shared
 Recordable, articulate, transmittable
 Examples: product Specification, Computer
Programme, Process sheets, methods of
working, or Engineering Drawing.

17. Experience or Tacit Knowledge
Experience: Active participation in events or
activities, leading to the accumulation of
knowledge or skill.
 Varies in Individuals & difficult to communicate
 Deeply rooted in action, Judgement, Intuition,
Feelings
 Inside, locked and matchless, unless revealed.
Consists of
 Technical Skills: Know – How & Why
 Cognitive: mental models

18. What does KM involve
Identify Acquire Manage Disseminate
 Ensure right knowledge to right persons at right
time and in right format
 Leverage existing Knowledge and potential of IT
 Make knowledge sharing a dominant culture
 Gain competitive advantage by harvesting &
using experiential knowledge

19. KM Definitions - Callioni
Managing mindfully a process that links data
through information, and knowledge, to
action, learning and transfer.
The output is action while the outcome is
learning and transfer.

20. KM Definitions
Knowledge Management is the art of
creating value from the intangible assets
of an organization. (Sveiby)
Knowledge Management consists in the
identification, optimization and dynamic
management of the intellectual assets
possessed in explicit or implicit form by
persons or communities (Snowden).

21. The efficiency of a firm depends on how
fast it bridges the gap between what it
knows and what it needs to know
Knowledge Gap
ge
Change
n
ha
o fC
e
R at
g
earnin
of L
Rate
Time

22. Two Thrusts of KM
1. Sharing existing knowledge
“Knowing what you know”
KM
2. Knowledge for Innovation
“Creating and Converting”

23. Why KM?
 Not to reinvent the wheel : solution exists, or is
known somewhere in the organization
 Learn from past mistakes – ours or others
 Knowledge resource depletion, Reduction,
migration & brain-drain
 Innovate & lead change in the business
Wise Men Learn from their Mistakes
The Wiser Learn from Others mistakes also

24. Lens and Frames
 What you see depends on where you sit
 What you do depends on where you stand
 What you hear depends on where your
mind is
 What you feel depends on what you know

25. Hare or Duck?

26. First Position
Seeing, hearing and feeling the situation
through your own eyes, ears and feelings.
You think in terms of what is important to
you, and what you want to achieve,

27. Second Position
Stepping into the shoes of the other person
and experiencing (seeing, hearing and
feeling) the situation as if you were him,
her, or them.
You think in terms of how this situation
would be interpreted by other person.
“Before criticizing someone, walk a mile in
their shoes!”

28. Third Position
Standing back from a situation and experiencing it
as if you were a detached observer. In your mind
you are able to see and hear the other person as
if you were a Third person.
You think in terms of what opinion, observations or
advice would some one who is not involved
offer. You need to be in a strong resourceful
state and take a objective view of your own
behaviour and look for opportunities to respond
differently, in order to achieve a different and
more positive outcome.

29. Which Position?
 We stand for Evidence, Truth…
 We stand for Peace…
 So, the Third position
 ‘Facilitate Sharing’ in our CoP
 The EMPHASIS CoP

30. Principles of the Prophet
Practice
Preach
Beliefs
+ Right Actions
= Results
Right Means + Right Ends
= Success
“He was …without a bodyguard, without a palace, without a fixed revenue. If ever any man had the right
to say that he ruled by a right divine It was Mohammad, for he had all the power without instruments and
Observation without its support. He cared not for dressing of power. The simplicity of his private life was in keeping
with his public life." Bosworth Smith

31. IM Versus KM
Develop a culture of trust,
autonomy, collaboration, and How Individual goals will be
innovation managed and leveraged.
Make KM part of the normal
workflow and functions of the
worker
How and why to use information and
resources, and enable that knowledge
to be more responsive and innovative
Source: Gartner Research
Engage individuals and communities,
to flatten organisational structures and
simplify communication paths

32. Our KM Strategy
 We conducted knowledge audit
 Developed a knowledge strategy for attaining the goals
of EMPHASIS
 Ensuring that appropriate KM activities are officially
sanctioned
 Consider the CARE culture
 Consider the stages of the knowledge process: create,
capture, share, revise
 Identify and consider ways to manage knowledge risks,
& threats
 Review link between implementation & EMPHASIS
objectives

33. Knowledge Sources
• Community
• Face to Face
• Phone
• Mobile
• Web
• Machines

34. EMPHASIS KM Processes
Discussion Transcripts Knowledge Assets
Chat, Tele, Video Conf
or Resources
consisting of
E-forum discussion Discussion summary Recommended
Documents,
Blogs Consolidated Replies Websites,
Contacts,
Organizations…
SMS, Audio, Video Final Blog
Group work Collaborative Document
FGD, Field or Immersion Visit Reports, Guidelines, budgets Archives
Transliteration Translated docs

35. KM Enablers
 Guidelines, tools and techniques
 Communities of Practice
 Document success story, lesson learnt, develop
concepts, scenarios
 Collaborative technologies
 Experiential learning – Immersion Visits
 Social network analysis
 Intranets
 Archives: Records and document management
 Mentor the Sharing culture
 Reflection and Self Assessment

36. Ring up Ning, and sing,
Ring up Ning, and sing,
Your story on Ning;
If your story is stronger,
Our program will be longer
Ring up Ning, and sing!

37. http://emphasis.ning.com
No thanks for your patience
Thanks only for sharing in CoP
So, join the EMPHASIS CoP
Your qualification is your knowledge