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?

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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

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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)