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Knowledge Management in Perspective
5th February, 2013
Abubakari M.S. WumbeiRCN Ghana
Improving KM system through the Learning Alliance (LA)
Approach
KM Workshop Outline
• Quick KM scan//Reflection on KMF
• KM presentation
• Exercise 1 (see KMF ppt.)
17-6-2013RCN Ghana, February 2013
2
LP3 KM Framework
• Learning and sharing
• Documenting the process and learning
• Storing and making information accessible
• Communicating and disseminating information/ lessons learned
Facilitation
What is Knowledge Management
• What is Data?
• What is Information?
• What is Knowledge?
17-6-2013KM training, February 2013
6
Data
A record of a state of
a variable - raw data
A PerformanceA musical
composition
A music note
Information
Data organised with a
purpose, a message
Knowledge
Literally… sum
total of what people
/organisation know
Data, Information, Knowledge
Knowledge Management
• Managing knowledge which is stored in the heads of people or otherwise. e.g., in databases.
• KM seeks to create an organization in which every staff member is stimulated to manage and share his personal knowledge within the context of the organization’s overall goals and strategies
• KM is the growing and leveraging of organizational/institutional know how value
17-6-2013RCN Ghana Presentation at KM training,
February 05, 2013 8
sector learning
Networking/ Collaborations/ Partnerships Storing
knowledge
Genererate
knowledge
DisseminateWASH governance
ICT systems
(e-library,
web-based
tools, etc.)
‘Modern’
Library
Why is KM Important?
In many parts of the World the importance of access to knowledge is considered as important as other keyresources like manpower and availability of finance.
Key for sector development:
– Knowledge enables project planners to know what works and what doesn’t – helps avoid mistakes, enables choice of more effective strategies for projects.
– Knowledge is needed to inform decision making to address failed policies and methods and to ensure that sector investments achieve optimal results.
Where does it come from?
• Knowledge is created by the act of learning;
• it is transferred through teaching/sharing
• Therefore, if we want a knowledgeable WASH sector; (a sector that knows how to solve the pressing
problems facing it, or make informed choices about different
options) then we also need a sector that knows how to learn!
learning and information?
• Information sharing has a crucial role in learning
• Information is the raw material for creating knowledge, but it takes people and institutions to turn raw information into useful knowledge.
Eg. We can read an article about communities managing bulk water
supply in slums in India, but only when we have tried the approach in Tamale and modified it appropriately can we say we have the
knowledge to implement the approach.
What is learning?
• “Learning is acquiring new, or modifying existing knowledge, behaviors, skills, values, or preferences and may involve synthesizing different types of information.” (Wikipedia)
LP1 How important is learning?
Learning and knowledge management is an
important element of any mature sector
should not rely on ad hoc support, but become an
integral part of sector capacity and be properly
funded both at national and decentralised levels.
Learning and sharing of
experience
Learning and sharing of experience
SOURCE: TRIPLE-S/IRC
Double loop learning
Uptake
Single Loopeffectiveness
Double loopRestructuringNew concepts
Action
Insights
Planning
Adaption of models
Observation Doing things better
Doing things differently
reflection
Information and KM products and services
dissemination
Promotion of use
Action
Experiences
WASH Sector Learning
Who is the driving force?
New insights
Adaption of new models
Adaption to local context
Documentation
Monitoring
Assessment of results
Reflection
Doing things
differently :
new
policies,
approaches,
new
attitudes
Efficiency.
No changes
in
objectives,
principles
and norms
Learning model
• Learning may be single loop or double loop.
Single Loop Learning:
– The objective of single loop learning is to bringorganisational activity back on track.
– This is aimed at correcting and modifying practicesin order to fit in with an established policy
Learning model
• Double loop learning is the ability of theorganisation’s members to think critically andcreatively about the underlying frameworks.
– aim to increase the organisation’s capacity to think creatively and act innovatively.
Strategic Impact of KM
• The overarching goal of poverty reduction and the MDGs require that KM and learning should not only contribute to internal efficiency but also to issues such as improved responsiveness, partnership, and policy influence
Impact of learning activities
• Do we learn in a structured or systematic manner from mistakes in the past?
• Do existing experiences and lessons (positive or negative) feedback and result in better capacities (improved approaches, enhanced capacities in organisations, and changed attitudes)?
• Are innovative and successful solutions to local problems being brought to scale?
KM Impact
• Can KM and learning increase the responsiveness of the sector to the situation of the poor?
• Can KM increase practioners’ impact on policy?
• Can KM and learning improve the translation of policy into practice?
• What role does KM play in sector engagement in policy debates and decision-making processes?
Learning Limitations
Limitations that impede organisational learning include:
• Human habits
• Lack of motivation
• Hierarchical structures,
• Routines, and
• Differing interpretations by different sub-groups within an organisation.
The Knowledge Value Chain (KVC)
The knowledge value chain is a practical way of
operationalising the concept of KM within an
organization. The KVC contains six operational
activities as follows:
1. Determining the needed knowledge
2. Determining the available knowledge
3. Outline and implement an effective structure for knowledge management
4. Developing or acquiring the missing knowledge
5. Sharing the developed knowledge among stakeholders
6. Using the shared knowledge (this is the most important part process)
7. Evaluating the previous knowledge processes.17-6-2013
RCN Ghana Presentation at DA KM training, November 2012 22
17-6-2013 23
Develop or acquire knowledge
1 2 3 4 5 6
Share
knowledge
Apply
Knowledge
Evaluate
Knowledge
Needed
knowledge
Inventory of
Available
knowledge
Mission
Vision
Goals
cyclic
continue
process
Exte
rna
l im
pu
lses
Inte
rna
l im
pu
lses
The Knowledge Value Chain (KVC)
Resource Centre Network
Overall objective:- improve and sustain WASH services through the facilitation of information exchange and sharing by all stakeholders.
Resource Centre Network
KNUST
UNICEF
TREND/TPP
IRC Ghana CWSA/WD/G
WCL/EHSD
Organisations, platforms,
projects and initiatives,
coming together as
institutional partners
Core Group
Secretariat
Steering Committee
Facilitate sector
learning
CONIWAS
WaterAid/GWJN
WSMP
Looking back (Findings-PSO, Feb2009)• Lack of sector ownership of the KM initiative
• Weak facilitation of sector learning processes
• Weak culture of documentation and
• Weak product development, packaging & dissemination
• inadequate budgets for KM
• little impact at decentralized level due to lack of capacity
• lack of capacity for monitoring and learning
• inadequate information/ ICT infrastructure
LP4 Products and Services
NLLAP Series
WASH Reflections
E-library (www.washghana.net/library)
Website (www.washghana.net)
Ghana WASH News
Sector Calendar
Factsheets
Advisory/info point
NATIONAL LEVEL
REGIONAL LEVEL
DISTRICT LEVEL
LEARN/SHARE
LEARN/SHARE
Facilitating sector learning processes
3rd NLAP
4th NLAp
5th NLAP
6th NLAP
7th NLAP
8th NLAP
9th NALP
10th NLAP
11th NLAP
12th NLAP
0
5
10
15
20
25
30
35
40
45
Nu
mb
er
of
par
tici
pan
ts
Other
Private sector / consultant
University / research institute
NGO / civil society
Development partner / donor
Government Ministry, Agency or Department
Unknows
Conclusion
• All of these initiatives need your support
• contribute to the creation of a knowledgeable WASH sector, by
• fully committing to the LA platform, documenting, sharing and participating in platform meetings
Exercise 1:
• Set the vision, mission & objectives
• Outline Strengths /Weaknesses/Opportunities
• (see. Strategic KM planning process slide)
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