This presentation is the part of 12-day (28 January–8 February 2019) training workshop on “Multi-scale Integrated River Basin Management (IRBM) from the Hindu Kush Himalayan Perspective” organized by the Strengthening Water Resources Management in Afghanistan (SWaRMA) Initiative of the International Centre for Integrated Mountain Development (ICIMOD), and targeted at participants from Afghanistan.

1. Strengthening Water Resources Management in
Afghanistan (SWaRMA)
Training Workshop on Multi-scale Integrated River Basin Management from a HKH perspective
Module 8: Knowledge Management and Communication

2. Key principles of knowledge
management
Session I

3. Knowledge management (KM) is…
the process of creating, sharing, using
and managing the knowledge and
information of an organization. It refers to
a multi-disciplinary approach to achieving
organizational objectives by making the
best use of knowledge.
KM is an enabler of individual, organisational and community learning.

4. Communication is
a two-way process of reaching
mutual understanding, in which
participants not only exchange
information, news, ideas and
feelings but also create and
share meaning.
In general, communication is a means of connecting people or places.

5. Knowledge characteristics
• Using knowledge doesn’t consume it.
• Transferring knowledge does not result in losing it.
• Knowledge is abundant, but the ability to use it is scarce.
• Knowledge as a commodity or intellectual asset
• Much of an organization’s valuable knowledge walks out the door at the end of the
day.

6. 3

7. 3 Degree C,
Kathmandu, Nepal

8. 3 Degree C
It’s going to be cold

9. Collecting
Organizing
Summarizing
Analyzing
Synthesizing
Decision-making
WISDOM
KNOWLEDGE
INFORMATION
DATA

10. KM
Databases
Collaborative
technology
Organisational
science
Document
and
information
management
Decision
support
systems
Library and
information
science
Web
technologies
Artificial
intelligence
IT
Help desk
systems
KM - multidisciplinary nature

11. Polanyi (1966)
Argument
- all knowledge is either tacit or rooted in tacit
knowledge
80/20 rule Explicit
Tacit
Tacit

12. Explicit knowledge Tacit knowledge
Nature
 Easily identifiable
 Relatively easy to share
 Intrinsically incomplete, lacks
context and requires
interpretation
 Within-person knowledge
 Difficult to articulate
 Hard to share
 Can be shared only directly
Typical examples
 Information
 Know-that
 Theoretical knowledge
 Intuition and insight
 Practical intelligence, skills and practice
 Know-how
 Rules of thumb
 Mental models and beliefs
Mechanisms for
generating and
sharing
 Codification
 Documentation
 Databases and search engines
 Blogs, wikis, intranet
 Practice
 Personal and team reflection
 Drawing mental maps
 Apprenticeship
 Social interaction and mentoring
 Story-telling and metaphors
 New codification systems can make some tacit
knowledge easier to share, through converting
some elements of it into explicit knowledge

13. • Facilitate a smooth transition from those retiring to their successors
who are recruited to fill their positions
• Minimize loss of corporate memory due to attrition and retirement
• Identify critical resources and critical areas of knowledge so that
the corporation knows what it knows and does well — and why
• Build up a toolkit of methods that can be used with individuals,
with groups, and with the organisation to stem the potential loss of
intellectual capital
Why knowledge management?

14. • Helps people do their jobs and save time through better
decision making and problem solving.
• Builds a sense of community bonds within the
organisation
• Helps people to keep up to date
• Provides challenges and opportunities to contribute
KM for the individual

15. • Helps drive strategy
• Solves problems quickly
• Diffuses best practices
• Improves knowledge embedded in products and services
• Cross-fertilizes ideas and increases opportunities for
innovation
• Enables organisations to stay ahead of the competition
better
• Builds organisational memory
KM for the organisation

16. • Develops professional skills
• Promotes peer-to-peer mentoring
• Facilitates more effective networking and collaboration
• Develops a professional code of ethics that members
can follow
• Develops a common language
KM for the community of practice

17. Open access resources for
Afghanistan
Session II

18. HimalDoc
www.icimod.org/himaldoc

21. Research4Life (R4L)
• A collective name for the five programmes – Hinari, AGORA, OARE, ARDI and GOALI
• A public-private partnership of the UN bodies, Universities and publishers
• Content from up to 175 publishers
• Provides free access to up to 90,000 peer-reviewed online resources to the developing
countries
• Free access to Afghanistan [eligible categories of institutions]
• Pure and applied science, social sciences

22. Goals of R4L
To connect developing world researchers with the international scientific
community
To reduce the ‘publishing gap’ and improve the quality of locally produced
articles and journals
Ultimately – improve health, food security, environment, and development
in relation to U.N.’s 2015 – 2030 Sustainable Development Goals (SDGs)

23. How to access
www.research4life.org

24. Registration page
• Complete registration
• Need 3 contacts information – head, librarian, IT staff
• User name and/or IP based access
• R4L team review the request
• Takes 2-3 weeks to get log in
https://registration.research4life.org/register/default.aspx

25. Sign in for access
Go to any of the programmes at the
bottom of the R4L page
http://www.fao.org/agora/en/
[example]
Login AGORA
One log in
all 5 programmes access

27. Browsing the
agora collection

28. Types of
content
Journals
Books

29. Journal titles
organized
alphabetically

30. Further information
Resources
https://www.research4life.org/resources/
Help Desk: r4l@research4life.org
Or contact the programmes directly:
Hinari: hinari@who.int
AGORA: agora@fao.org
OARE: oare@unep.org
ARDI: ardi@wipo.int
GOALI: goali@ilo.org

31. Knowledge sources, platforms and
sharing for IRBM in Afghanistan
Session III

33. Common stakeholders
• Urban Public ( Municipalities, Afghan Waters Supply & Sewerage Corporation (AWSSC)
• Rural Public (Farmers, Local Government)
• Bureaucrats (Senators, Member of parliament)
• Politicians
• Ministries (MEW,MAIL,MRRD,MUDL, MoPW, ANDMA, NEPA, MoMOP, IDLG, MoPH, MoFA,
MoWA, AMD)
• Technocrats (CDC, Guzars, Religious Scholars)
• Planners (AoP,SCOLW)
• Academia/Researchers (Researchers, Universities, students)
• Data Providers (NGOs, International Organizations, Private companies
• Auditors
• Donors
• Private Sector (Mineral water Production companies, Centre Statistical Organization)
• Media ( Social Media, Print & Electronic Media)

34. High Power, Less Interested High Power, Highly Interested
MoFA
Politicians
Member of Parliaments
Senators
Local government
Religious Scholars
Tribal Leaders
Media
MEW
MAIL
ANDMA
Academia
AoP
SCOLW
Donors
AMD
AWSSC
Low Power, Low Interest Low Power, Highly Interested
Smaller Businesses
MoWA
MUDL
Municipalities
Farmers
Researchers & Research Centers
Students
Private Companies
Mineral water production companies
NGOs
International Agencies
Communities/CDC
NEPA
Independent Directorate of Local Governance (IDLG)
MoPH
MoPW

35. Knowledge management
challenges and opportunities in IRBM
in Afghanistan
Session IV

36. Key principles of science
communication and new/ digital/
social media
Session V

37. Communication is
a two-way process of reaching
mutual understanding, in which
participants not only exchange
information, news, ideas and
feelings but also create and
share meaning.
In general, communication is a means of connecting people or places.

39. Be a confident communicator
… your scientific expertise and command of your subject
gives you credibility, but trust is also driven by the extent to
which a communicator speaks authentically, drawing on
their own experiences and perspectives…
Where your expertise allows you to give an informed
perspective and you are comfortable doing so, it will often
be better than letting another less-qualified voice fill the
void.

40. “I’m a foot soldier of science”
- Dr Kashmira Kakati

41. Talk about the real world, not abstract ideas
One challenge presented by the use of global scale numbers or long
term trends is that it can reinforce perceptions that the problem is an
abstract technical issue that has little to do with people’s everyday
lives. This makes it easier for audiences to engage in what’s known as
‘psychological distancing,’ dismissing climate change as a problem
that only matters at some distant point in the future for people who
live far away.

43. Connect with what matters for your
audience
Connecting with widely-shared public values or points of
‘local interest’ in your communication and engagement
makes it more likely that your science will be heard.

45. Tell a human story
For the purposes of climate change communication, using
a narrative form means describing the problem, laying out
its consequences and talking about solutions. Including this
final element is crucial, because research shows that
without a clear indication of how people can respond to
the risks of climate change, it can feel overwhelming.

47. Lead with what you know
Uncertainty is a feature of climate science that shouldn’t
be ignored or sidelined, but can become a major stumbling
block in conversations with non-scientists.

49. Use the most
effective visual
communication

52. SOCIAL MEDIA IS A
COMPLICATED SPACE

54. Web 2.0?
Do you think you can
make the leap to the next
generation?

55. This visualization removes all the
distractions of standard graphs and allows
the viewer to just see the long-term trends
and variations in temperature without
needing to interpret anything else.

56. #MetsUnite

57. Micro-influencers for climate change awareness?

58. SIMPLE
RULES
THAT WILL
MAKE YOU A
ROCKSTAR
SOCIAL MEDIA
INFLUENCER
…PROBABLY

59. Give your work a human
face!

60. Be strategic!
There are soooooooo
many days out there!

61. Simplicity is key

62. Recognize the space as a
collaborative tool!

64. RIVER BASINS & CRYOSPHERE 64
Thank you