elements of a model km framework for country offices united nations development programme knowledge...
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Elements of aElements of aModel KM FrameworkModel KM Framework
for Country Offices for Country Offices
United Nations Development Programme
Knowledge Management Workshop
UNDP Bhutan
10 - 11 August 2004
Communities ofCommunities of
Practice &Practice &
Knowledge WorkerKnowledge Worker
Model KM Framework
create
capture
share
appl
y
Knowledge assetsKnowledge assets•People
•Capacity mapping•K-products
•Documenting & Codifying•Templates
•IT
•K-Networks•CO-to-CO support
•Technology•Culture & Trust
•Incentives
Business ProcessesBusiness Processes•Learning cycle
•Handover procedures•Peer assist
•Projects/activities•Tools developed
•Monitoring•Action reflection
LearnBefore
LearnDuring
LearnAfter
After Action Review
Lessons LearnedComparative
Experiences
Determinants for KM strategy development
Time availability
Management support for cultural change
Technology infrastructure/ connectivity
Staffing
Systems and processes
Learning
Knowledge creation
Advocacy and communication
Financial resources
44
People and Performance
• Make knowledge sharing and networking a core performance factor of the RCA
• Introduce incentives to promote knowledge sharing and reward “best knowledge worker”– Give attribution, recognition, credit– Introduce “Knowledge-Olympics”
• Set up multidisciplinary programme teams• Introduce mentoring and coaching• Use the “Mutual Support Initiative”• Recruit KM officer (KM, LM and M&E officer could
form core of KM unit)
55
Learning• Apply the learning cycle and introduce “after action
reviews” in the programming cycle• Use joint field visits for knowledge sharing and learning• Prepare and share lessons learned• Organize ‘exit-interviews’• Use 5% learning time creatively• Make use of VDA• Organize dedicated knowledge sharing and learning
events• Deal openly with project failures as learning
opportunity• Strengthen the role of the M&E unit
66
Working smarter
• Establish in-country networks• Join global expert networks• Engage knowledge networks• Introduce Peer Reviews (e.g. virtual PAC
meeting)• Review comparative experiences• Use different technologies to manage your
knowledge
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Practical issues• Capturing
– Templates to standardize– Structured hand-over procedures, incl. exit interviews
• Documentation– Organized and “cleaned” shared drives– CO intranet site– Document filing system
• Sharing– Regular PO meetings– Informal meeting possibilities– Joint field visits– Regular dedicated learning sessions– CO-to-CO support/exchange– Join/set up communities of practice– Provide and allow feedback – be constructive
88
Key lessons• Leadership from the top is essential• Leader of CoP is ‘make or break’• A holistic approach to managing knowledge only
works in a non-hierarchical environment• Facilitators should have good communication
skills, but not be the “expert”• Knowledge is power, which often prevents
people from sharing it• KS is about trust• Rewarding people for KS is crucial• Start from the clients (internal and external)
and define the problem (knowledge gaps) first• Think carefully about the business case –
articulate the reasons for KS
99
Further issues to consider
• Knowledge is created by human beings• It is natural for people to create and
share knowledge• Everybody is a knowledge worker• People choose to share their knowledge• Knowledge management is not about
technology• Knowledge is born in chaotic processes
that take time
1010
End of presentationEnd of presentation
Thank you for your attention
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