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Part 1

1. Map your organization’s knowledge flow systems (printable version in following section). Drawing on the collective knowledge of the group, add as much detail as you can across the following areas:

Label the main functions / teams
Identify the main knowledge resources owned or used by various teams. These could include:

A customer database or data dashboard
Program engagement reports (e.g. back to office reports
Product / service reviews / surveys / feedback reports
Customer insights retained within customer-facing teams
Customer insights gained through research
Expert knowledge retained within a technical team or expert

Label the information flows between functions / teams. Which teams interact internally and how? Which teams interact with external stakeholders and how?

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Part 2

2. Identify high points & pain points. Where are there challenges or gaps in information flow between teams? Where are there untapped sources of collective knowledge, or opportunities to improve knowledge sharing across teams? Label high points in green, and pain points in red (using colored markers or voting dots).

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Part 2

3. Summarize improvement opportunities. Looking across the high points and pain points you identified, what opportunities emerge for improving the flow of knowledge? Utilize the learning provocation (printable version in following section) for more inspiration.

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Part 3

4. Brainstorm and prioritize solutions ideas. Jump to the “How might we…?” ideation activity for step by step guidance on how to develop and prioritize solutions ideas within the opportunity areas you identified with the knowledge flow map.

The "How might we...?" ideation activity

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Knowledge Flow Mapping

Editable materials to print

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EDIT TEXT AS NECESSARY BEFORE PRINTING

M&E Team

Technical team

Program team

Senior leadership

Sector Actors

Users

Partners

TBD

Print as A3 or A2

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I have a strong sense of what embedded learning entails, and a strong concept of learning touchpoints across programs.	When my team or I share(s) an important learning, it gets no traction.	When I receive insights or reports from other teams, it’s hard to understand their significance and whether / how they should impact my work.	My day-to-day work priorities have little to do with learning.
My team has a significant program learnings, but they are not documented in a way that’s easy to access.	Learning across countries and large geographies is done effectively, silos are not an issue.	Learning takes a backseat to impact or implementation targets.	Most insights come from research trips when we spend time directly with customers.
Our outreach / publication KPI targets are too high; there is a risk that quantity will outweigh quality.	We feel confident in the quality and efficacy of learning engagements.	I always read all the reports and messages people send me about their programs and program learnings.	Our MEL plan is up to date, relevant, and well socialized across the team.

Learning provocations - Print and cut out provocation cards to introduce as inspiration during the opportunity area exploration

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Print as A4

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I often sit-in on open committee meetings to learn what’s happening with other teams.	There is a strong culture of learning in and across the organization.	We have mastered partner-based learning, our partners understand the value of learning with us and are willing to invest in data collection and other activities.	We have a clear process for how past program learnings feed into strategy.
We have a clear process for planning how / what we want to learn on new engagements, and how those objectives align with overall program learning questions.	We have mastered operationalization of embedded learning (vs. being good at reports and studies).	Our learning and insights function is clear, it sits with the [ XXXX ] team(s).	We have the right team structure & staff for learning.