Presentation from the IKM-Emergent group presenting work on M&E of knowledge management. Presentation given during the KMIC webinar organised by USAID.
Origins and domain of Knowledge Management
Technological development
Characteristics of knowledge
Knowledge Management as a Management Tool
Critical elements of Knowledge Management strategy
Tactic Knowledge Management
Knowledge Management and Process Performance
Outsourcing Concept
Origins and domain of Knowledge Management
Technological development
Characteristics of knowledge
Knowledge Management as a Management Tool
Critical elements of Knowledge Management strategy
Tactic Knowledge Management
Knowledge Management and Process Performance
Outsourcing Concept
Study of Knowledge Management Articles:
Part 1: A Critical Review Of Knowledge Management As A Management Tool.
Part 2: The Use Of Tacit Knowledge Within Innovative Companies: Knowledge Management In Innovative Enterprises.
Part 3: Knowledge Management and Process Performance.
Part 4: Knowledge Outsourcing.
Gives an overview on knowledge and knowledge management. Discusses the various knowledge management processes and systems necessary for effective knowledge management practice.
The 10-Step Knowledge Management Road map
They copied all that they could follow but they could not copy my mind, and I left 'em sweating and stealing and a year and half behind —Rudyard Kipling.
IN THIS CHAPTER
• Understand the 10-step knowledge management roadmap and how it applies to your company.
• Understand the four phases constituting these 10 steps: infrastructural evaluation; KM system analysis, design, and development; deployment; and evaluation.
• Understand where each step takes you.
• Articulate a clear link between KM and business strategy to maximize performance and impact on your company's bottom line.
• Learn how to prioritize KM processes to maximize business impact.
• Understand the key steps involved in knowledge auditing, knowledge mapping, strategic grounding, deployment methodology, teaming, change management, and ROI metrics formation.
Knowledge management is a complex activity, and like anything else that cannot deliver business impact without a concrete plan, it needs a perfect plan. This chapter introduces that plan: the 10-step knowledge management roadmap that will guide you through the entire process of creating a business-driven knowledge management strategy, designing, developing, and implementing a knowledge management system and effecting the soft changes that are required to make them work—with your company in mind. I chose to describe this plan as a roadmap rather than relegating it to the status of a methodology. A methodology undermines the level of complexity that is actually involved in managing knowledge and gives it a deceptive look of a cookie-cutter formulation.
May your competitors who thought that bleeding-edge technology was their nirvana rest in peace. For nothing—no technology, no market share, no product, and no monopoly— can ever provide a competitive advantage that is anything but temporary: They can all be copied, sometimes easily and sometimes with a little effort. Knowledge is the only resource that cannot be easily copied. Knowledge is much like copy protection: Even if your competitors get to it, they cannot apply it, for knowledge is protected by context in as copy-protected software is protected by encryption.
This strengthening idiosyncrasy of knowledge also has a negative implication for you: You cannot easily copy a competitor's knowledge management strategy and system.
Examples from your industry's leaders can be useful for understanding knowledge management, but they cannot show you the right way to do it. For these reasons, your
knowledge management system and knowledge management strategy will have to be unique to your company.
What follows in the next four sections of this book is an explication of the roadmap—not imitable methodology—that will help focus on your own company and develop a
knowledge strategy whose results are hard hitting, but one that no competitor can easily duplicate. They can co
Study of Knowledge Management Articles:
Part 1: A Critical Review Of Knowledge Management As A Management Tool.
Part 2: The Use Of Tacit Knowledge Within Innovative Companies: Knowledge Management In Innovative Enterprises.
Part 3: Knowledge Management and Process Performance.
Part 4: Knowledge Outsourcing.
Gives an overview on knowledge and knowledge management. Discusses the various knowledge management processes and systems necessary for effective knowledge management practice.
The 10-Step Knowledge Management Road map
They copied all that they could follow but they could not copy my mind, and I left 'em sweating and stealing and a year and half behind —Rudyard Kipling.
IN THIS CHAPTER
• Understand the 10-step knowledge management roadmap and how it applies to your company.
• Understand the four phases constituting these 10 steps: infrastructural evaluation; KM system analysis, design, and development; deployment; and evaluation.
• Understand where each step takes you.
• Articulate a clear link between KM and business strategy to maximize performance and impact on your company's bottom line.
• Learn how to prioritize KM processes to maximize business impact.
• Understand the key steps involved in knowledge auditing, knowledge mapping, strategic grounding, deployment methodology, teaming, change management, and ROI metrics formation.
Knowledge management is a complex activity, and like anything else that cannot deliver business impact without a concrete plan, it needs a perfect plan. This chapter introduces that plan: the 10-step knowledge management roadmap that will guide you through the entire process of creating a business-driven knowledge management strategy, designing, developing, and implementing a knowledge management system and effecting the soft changes that are required to make them work—with your company in mind. I chose to describe this plan as a roadmap rather than relegating it to the status of a methodology. A methodology undermines the level of complexity that is actually involved in managing knowledge and gives it a deceptive look of a cookie-cutter formulation.
May your competitors who thought that bleeding-edge technology was their nirvana rest in peace. For nothing—no technology, no market share, no product, and no monopoly— can ever provide a competitive advantage that is anything but temporary: They can all be copied, sometimes easily and sometimes with a little effort. Knowledge is the only resource that cannot be easily copied. Knowledge is much like copy protection: Even if your competitors get to it, they cannot apply it, for knowledge is protected by context in as copy-protected software is protected by encryption.
This strengthening idiosyncrasy of knowledge also has a negative implication for you: You cannot easily copy a competitor's knowledge management strategy and system.
Examples from your industry's leaders can be useful for understanding knowledge management, but they cannot show you the right way to do it. For these reasons, your
knowledge management system and knowledge management strategy will have to be unique to your company.
What follows in the next four sections of this book is an explication of the roadmap—not imitable methodology—that will help focus on your own company and develop a
knowledge strategy whose results are hard hitting, but one that no competitor can easily duplicate. They can co
Strategic Knowledge Management for Monitoring and Evaluation TeamsLeah D. Wyatt
These slides were delivered in a workshop led by Leah D. Gordon for the Nigeria National Agency for the Control of AIDS February 12, 2012.
The objectives of this workshop were to: 1.) gain a fundamental understanding of knowledge management principles and discover ways to integrate knowledge management into everyday work routines; 2.) Develop a clear structure for disseminating and promoting the use of information generated from research and evaluation studies.
From a talk to the Workshop on Integrated Strategy on Healthy Living and Chronic Diseases, Ottawa, February 2011.
Knowledge exchange is more than just a compilation or warehousing of data or information. To generate new knowledge we must infuse data with new meaning. We do this not in an additive way from single actions and data-bits, but by creating a story about the overall pattern embedded in events and data and then using that story to understand more clearly the events and data that gave rise to it.
Identifying outcomes and impact- monitoring and evaluation of research brokering and intermediation
Presentation by Anna Downie , Strategic Learning Initiative, IDS, UK at the Locating the Power of the In-between conference
Creation of a virtual community of practice for csr researcherskrijke
Presentation of the masterthesis of Kevin Rijke and ARjen Kleinherenbrink: Een goed begin is het halve werk, creation-of-a-virtual-community-of-practice-for-csr-researchers
Creation Of A Virtual Community Of Practice For CSR Researchersguest565b50
Creating a corporate social responsbility community, a conscious attempt to create an online, global 'faculty' for all students of CSR and related subjects.
Reflections on Research and Evaluation Reality Jan 2016John Wren
This PPT presents personal reflections on the challenging environment many researchers and evaluators in government agencies face. The reflections come from 15 years of experience, and observing and listening and talking to colleagues in NZ and Australia.
Social and technology entities in an innovation development process. Presented by Elica Safari Mehr, School of Population Health, University of Auckland, at HINZ 2014, 11 November 2014, 12pm, Plenary Room
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Organizing effective events and conversationsEwen Le Borgne
Originally posted on the ILRI slideshare (http://www.slideshare.net/ILRI/presentations), this is a presentation I gave for the ILRI series of information/communication training workshops 'Komms Klinics' on the topic of 'organizing and facilitating effective events and conversations'. It is based on my ILRI work and other personal insights.
Originally posted on the ILRI slideshare (http://www.slideshare.net/ILRI/presentations), this is a presentation I gave for the ILRI series of information/communication training workshops 'Komms Klinics' on the topic of 'engagement with stakeholders in research'. It is based on my ILRI work and other personal insights.
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This framework to understand how Learning Alliances work and are supporting embedding of action research was developed for the WASHTech project let by IRC International Water and Sanitation Centre (by myself)
Presentation about KM, learning and what it means for www.except.nl.
Given for a KM/learning workshop at Except in Rotterdam on 16 September 2011 (upcoming at the time of description)
Presentation given during a RiPPLE Consortium Advisory Group meeting to present past and current comms work and introduce the participants to the upcoming challenges and perspectives
Web 2 0 for enhanced (strategic) communication?Ewen Le Borgne
A quick dash in the fascinating world of the Web 2.0, the potential of these applications, the shift from traditional communication and the opportunities this provides for (strategic) communication. I gave this presentation as a short 'teaser' during a workshop on strategic communication provided for the Water and Sanitation Forum of Ethiopia in February 2010.
Checklist Communication Strategy DevelopmentEwen Le Borgne
This presentation was given during a workshop on strategic communication for the Water and Sanitation Forum in Ethiopia (hosted under CRDA) and is based on a checklist of strategic questions developed by IRC Water and Sanitation Centre (www.irc.nl) to help develop a communication strategy. The workshop was facilited by me and Livia Iotti for the RiPPLE project and by Simret Yasabu for WaterAid Ethiopia.
Monitoring And Evaluation Of Knowledge Management Elb
1. Monitoring and Evaluation of Knowledge Management Simon Hearn, ODI, [email_address] Ewen LeBorgne, IRC International Water and Sanitation Centre, [email_address] Valerie Brown, Australia National University, [email_address]
14. Need a better understanding of what intangibles are Based on Talisayon (2009) Value creation through intangibles Human Capital Structural Capital Relationship Capital Tangible Assets Motivational Factors Cognitive Factors
15. Need a better understanding of knowledge transitions Nonaka and Takeuchi (1995) SECI
16. Need a better understanding of how knowledge is put to use Graham et al (2001) Knowledge to action cycle
17. Need a better understanding of organisational factors affecting knowledge use Ramalingam (2005) The RAPID Framework for Knowledge Strategies
18. We need to understand the level of complexity Snowden (2002) Cynefin framework
25. Local knowledge Holistic knowledge Individual knowledge Collective knowledge as a nested set A collaborative system Specialist knowledge Organisational knowledge
26. Port Pirie: small town with the biggest lead smelter in the world COMMUNITY SPECIALIST ORGANISATION HOLISTIC FOCUS People long resigned to risk Health Centre stays aloof Mine muzzles council INDIVIDUAL Children diagnosed with lead KNOWLEDGES STRUCTURE CONDITIONS Fear for future livelihood
27. New alliances in Port Pirie COMMUNITY SPECIALISTS ORGANISATIONAL HOLISTIC Outrage, political action Technical skills, advocacy Public/private good Children’s well-being I NDIVIDUAL Parent, grandparent
28.
29. Next steps: - The IKM-E approach - Emergent questions on the horizon
IKM-Emergent Working Group 3: Management of knowledge Our Journey
The journey
We were encouraged to be as practical as possible in today’s webinar and leave you with some great tools like Outcome Mapping, Appreciative Enquiry, Contribution Analysis, etc etc. But instead what we think would be much more useful is to give you a few signposts that can help you decide how to use whatever tools you decide to use. Because it’s not the tool that is the most useful thing but how it is used and what it is used for. Some tools have these aspects built in to a certain degree, but that is all the more reason to need to make these questions explicit. So we’re going to give you a taste of a few different perspectives on knowledge management in the hope that some of them will resonate with your thinking and help you understand how you can assess you initiatives. We are dealing with diverse world views and different forms of knowledge, power and governance Effective methodologies are needed that hold this diversity We need to add value to understanding, justifying and improving knowledge for development processes While we have no clear answers, there are signposts to the way this could be done.
1. An intervention aimed at facilitating knowledge flow 2. Knowledge capital that is created 3. This leads to changed practices in people, teams or organisations 4. This then leads ultimately to performance improvement
Simple framework that can be applied to any situation: intangibles of some kind are used for effective decision making, which leads to some kind of valuable result. This simple frameworks carries with it a strong message that when we M&E KM, we must think through the full value chain, not just the km intervention.
Describes the processes that move knowledge between tacit and explicit states. this can help us understand the knowledge processes that are going on in any given intervention and thus enable us to see where and how knowledge is being used.
Set within an organisational context Looks at four overlapping dimensions that play a role in defining the success of a knowledge and learning strategy in an organisation Suggests that dealing with the four in an integrated and coherent manner may make strategies more effective – thus gives us a model to evaluate these strategies
Four domains of knowledge – all of which are valid within different contexts. Provide common process we can monitor Sense-categorise-respond – everything is given and defined Sense-analyse-respond – interpretation is needed but the skills are trainable probe-sense-respond - act-sense-respond
IKM has adopted the concept of multiple knoweldges which can help clarify these things and make them explicit.