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KM supporting organisational goals

Part 1: Intro to group work

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KM’s Value

“The basic economic resource is no longer capital, nor natural resources, nor labour. It is and will be knowledge.”

P. Drucker (fr / sp)

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1^st & 2^nd processes A

Primary process | Why your organisation / network is on earth | Raison d’être

Plan

Budget

Time

Staff

(Land)

Knowledge

Evaluate

Monitor

Mission

Vision

Objectives

Goals

Evaluate

To be learned: the basic processes of an organisation

This is a basic schema of your organisation.

Over time your activities follow the horizontal arrow pointing to the right.

Before start - at the beginning of a new period - planning is done.

And all activities must be embedded within mission and vision.

They are expressed in objectives and goals.

On lessons from KM pioneers is to ‘align with strategic intent of the organisation.

You must be able to answer the question ‘knowledge to do what?’.

Notice planning, budget, evaluation diametral to the primary process.

There must be a feedback loop ....

... that can be single, double or triple :-)

If the primary process is fixed in action, output, outcome and impact you will be in single loop, continuously improving, concentrating on ‘doing things right’.

Notice that M&E is aimed at improvement, at learning!

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1^st & 2^nd processes B

Managers

input

Q’s

Issues

Cases

Knowledge workers: Protocol, standard, approach (to achieve what has been agreed / budgetted / planned)

output

A’s

Solutions

Decisions

Facilitate ..

Planning &...

... Control..

Mission

Vision

Objectives

Goals

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Poster session MV... K

Work in pairs; create a poster showing where knowledge intervenes in the primary process.

Show mission / vision statement and primary process to create output. Indicate where knowledge is crucial. Relate to KM tree.

Trainer assist / respond where needed.

Posters will be sticked to the wall.

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Cheat sheet introduction to KM

	1st generation	2nd generation	3rd generation
WORDL	information	knowledge	context
WORDL	explicit	tacit	learning?
KM4Dev	stock	flow	context
Dixon	explicit	experiential	collective
Dixon	collection	connection	conversation
Dixon	learning in private		learning in public
Dixon	need to know		transparency
Dixon	management control content		user control content
PPT model	technology	people	process
Dixon	information management	experience management	idea management
Dixon	internet	www	web 2.0
Dixon: Connect	people to info	people to people	integrating ideas
Anklam	explicit	tacit	emergent
Anklam: Knowledge lives	artfacts	individuals	networks
Anklam	infrastructures	behavior	conditions
Learning loop	action	frame	context
iSpace: dimensions	abstract	narrative	experiential
Pels	Agenda	Audience	Arena

To be learned: work with the overview and see how alle wording group over generations.....

Point to make: overview KM vocabulary; see the (successive) development.

Use: think about where you are as organisation or as KM initiative; which words describe best what you do / want.

Look at the whole column where you have the most ‘hits’ and pinpoint the KM generation you need to nurture.

It also works the other way around: you are dealing with networks?

Than 3rd generation, think in knowledge flow (row KM4Dev), emphasis is on the process (row PPT model) etc.

PS Do not be ashamed to be in the 1st generation; just address IM as fundament to go to the next generation.

PS There is (hardly) leapfrogging generations.

PS Even when in the 3rd generation, issues from 1st and 2nd need attention!!!

PS Notice 3rd generation KM to happen in networks and control content by users (empowered).

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Exercise KM case

Revisit mission, vision, goals and objectives of your organisation. When needed select one objective.
Make a poster and indicate Where to plan What KM initiative How, by Whom and When.�Revisit cheat sheet introduction to KM�Revisit KM tree
When finished goto 1 until time is up.

Keep in mind to present a / your case on day 2!

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KM supporting organisational goals

Part 2: KM ++ | Interactive

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Pritchett 2012

Efficiency - Effectiveness

To be learned: differences efficiency and effectiveness.

Model for M&E for a development project.

It represents the value chain from funders to beneficiaries through implementing agencies.

The thicker black arrow indicates an in- or external fund or grant manager.

The picture get increasingly complex when depicting a network or consortium or public private partnership (PPP).

Still we plan linearly along the ‘input - impact’ value chain.

The value chain will come back in the next slides.

Point to make:

discuss with the group what this picture is about: Fig 1; M&E for a development project
difference between effective and efficient.
difference monitoring (primary process) / evaluation (what you are on earth for; raison détre, primary process)
attribution to outcome / impact, certainly in a networked society

Do not shy away to go to the next slides just to let participants peak (the whole truth did not fit 1 slide :-)), but mention that Pritchett is a big shot in the development complexity discourse.

Source: http://www.cgdev.org/sites/default/files/its-all-about-mee_1.pdf

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Hearn

Buzz

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Exercise

Make resource lists

Name stakeholders

List partners

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September 14, 2009, NY, FD races

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1^st & 2^nd processes C

Managers

input

Q’s

Issues

Cases

Knowledge workers: Protocol, standard, approach (to achieve what has been agreed / budgetted / planned)

output

A’s

Solutions

Decisions

Facilitate ..

Planning &...

... Control..

Mission

Vision

Objectives

Goals

Supporting systems / structure

To be learned: the function of IT as supporting. KM is NOT IT!

Go through all elements of this image and check back with participants if they are still on board.

Recognise lots of knowledge workers in ARD (middle block)

Big block is the primary process: questions / cases / issues are input and solutions output.

Links back to the value chain some slides back.

Planning, facilitation and control (monitoring) is secondary process.

Point to make: Task oriented and people oriented managing.�PS If nobody asks what task / people oriented managing is leave it because it comes back in a buzz :-)

People oriented is to agree with staff a set of tasks, for example organise research or to plan a mailing.
Task oriented is about micro managing sub tasks or activities; prescriptive (get envelope, fill envelope, attach stamp, mail letter etc opposed to ‘please organise mailing’)

Point to make: systems / structures are supporting and NOT KM per sé.

Link to discussion on 1st / 2nd process + posters.

Make participants notice primary and secondary process need to go together.

And donors want to know about time and money on a regular - yearly or less - period; it is their proxy.

Question to participants:

Are you engaged in planning?
How do you facilitate knowledge workers?�PS When they reply ‘I do have none :-)’ ask them about self-management
Do you control outputs? On what criteria?

Conclusion is also that IT is helping the process; IT is supporting.

However processes are supported by applications, IT applications.

Secondary processes are easier to support by IT because by default they measure with numbers, characters(trings), time units and check boxes.

The trick of the trade is to connect the primary process elegantly with IT applications.

Later on in the course participants look into applications along the KM spectrum by Binney.

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Buzz: True or false about KM?

Addresses key performance parameter (e.g. Knowledge)

KM effort align with strategic intent

KM makes performance topic of improvement

Puts learning (M&L M&E) at centre stage

Recognises its people that matter and that development is about people (who hold K :-) )

Supports view, perspective, metaphor, story to hold onto. What’s your KM story?

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Cheat sheet: A network is ...

What	Social network / day2day life	Community of practice / ioners	Learning - / Network	Thematic group	Project Team
Who	Friends & family	Professional interest Peers	Colleagues across sectors	Like minded	Functional relation
Why	Nurture relations	Learning on topic	Engage all stakeholders	Advocacy on / advance topic	Purpose project
How	Feel good Back-up	Exchange knowledge	Action research Scale up	Review topic Innovation	Do it
When	Timeless Lifetime	Life cycle topic	Life cycle problem	Life cycle topic	Time / Project bound

LA = Learning Alliance

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Jane Hart

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Cheat sheet KM friendly environment

People (not task) centred management
Focus on M&L (monitoring & learning; not for ticking monitoring boxes per sé)
Plan, reward and recognise knowledge sharing
Be modest / critical on what learning loop you are in; follow Snowden / Cynefin recipe
Open up to entrepreneurial efforts
Allocate time & resources for KM initiatives

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Cheat sheet KM language

Tacit knowledge | in your brain

Explicit knowledge | on paper / in computers

Complexity | cause and effect clear in hindsight

Knowledge Sharing (v/s knowledge exchange?) | Buzz

Reflection | intentionally critically look back

Sense making | abstraction information into knowledge

WWHWW acronym | What, When, How, Who and Why

Attribution | partly contribution to impact

Learning | reflexive practice / looping context, frame, action and outcome

Curation vs Experience Capitalisation? | Buzz

Case studies / Good practice | better, good, emergent or novel practice

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Weggeman model entry

Start here

Pick any cell, row or column to work on

To be learned: apply Weggeman model

Points to make: buzz on last columns

The Weggeman model is to follow the next steps:

Reflect on mission and vision
From there derive goals and objectives <= THIS IS THE CRUX | START HERE
Focus on one goals and think about knowledge needed.
Next go further to the right and think about how to

establish what knowledge is available
how to develop knowledge needed�PS ‘Needed / available and to be develop’ is sometimes taken as one.

Than ask about knowledge sharing and applying
Last evaluate whether the path walked resulted addressing the goal�PS And when not adjust activities OR adjust goals!

When needed / opportune the above steps can be detailed for Strategy, Culture etc ... up to Systems, the 7S McKinsey dimensions

This is a lot of work and perhaps better done in a short workshop; explain matrix and buzz on people, process and technology for every cell.

Note the last columns indicating what intervention dimensions are easy and which are difficult.

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Tree model entry

Start here

Pick any root or branch to work on

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KM cyclic framework entry

Start here

Try to complete circles

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Cynefin; where are we?

Importance of KM interventions

To be learned: closely look at model, where are you? Protocol for action / practice / group size and work type.

Point to make: look at environment first. A recipe is given (probe, sense, respond). Is there time to analyze or categorize? What kind of practice fitz?

Looking at your environment you operate in as an organisation, but also as a person or network, it is complex by definition.

You cannot control all parameters, all people, all actions, all ...

In a complex arena try several fail-safe (no problems when failing) experiments, probes; sense and respond.

For an organisation you would like to move into the complicated or simple arena, but ....

This framework you can you is you are lost on what to do.

If you are in a complicated situation you need good practice, you work with experts, you co-operate, you follow the rule: sense ANALYSE and respond.

Notice that in a complex environment you lack the time to analyze; you will have to probe (try multiple efforts), sense and respond, work in collaboration etc. Networks almost always reside here.