Knowledge Management in the
Public Sector
April, 2009
Paul McDowall
Knowledge Management Advisor
Canada School of Public Service
“The purpose of management is the
productivity of knowledge.”
Peter Drucker
2
Agenda
• How does Knowledge Management apply to the
Canadian public sector?
• How has Knowledge Management been applied
across the Canadian public sector?
• Lessons Learned in applying KM
• Where are we headed?
3
The DIKW Model
Where is the experience?
WISDOM
Where is the expertise?
What can you retain?
KNOWLEDGE
INFORMATION
DATA
4
What is Wisdom?
“We don’t receive wisdom. We must
discover it for ourselves after a journey
no one can take for us or spare us, for it
is a point of view about things.”
- Marcel Proust
5
5
Knowledge in Two Forms
(M. Polanyi)
Explicit knowledge: knowledge that is articulated in formal
language and which can be easily transmitted among individuals.
It can be expressed in scientific formulae, codified procedures or
a variety of other forms. It includes codified information, data,
facts, records and documents, text, etc and is held in many
different types of media.
Tacit knowledge: knowledge that is embedded in individual
experience such as perspective and inferential knowledge. Tacit
knowledge includes insights, hunches, intuitions, and skills that
are highly personal and hard to formalize, making them difficult to
communicate or share with others. It can be ‘learned’ from
someone often only by close association with them for a period of
time. It represents the cognitive abilities of people.
6
Its about the Creation and Flow of Knowledge
(Nonaka and Takeuchi)
Tacit
Tacit
Explicit
Socialization/ Externalization
Intermediation (e.g. codification)
(e.g. conversation)
Explicit Internalization Combination/Cognition
(e.g. reflection)
(e.g. automatic feedback)
7
Knowledge Spaces
(D. Snowden)
3. Complex
•Tacit knowledge
•Scientists, experience
•Find patterns, understand
•Observations
•Explorers, innovators
•Explore, test
4. Chaotic
2. Specialized
•Technical documents
•Experts, consultants
•Design, develop systems
•Standards, manuals
•Bureaucrats, administrators
•Categorize, process
1. Routine
8
Adapted from Snowden (2002)
Expertise Research
Henley Business School (UK), R. McDermott
1.
Expertise is the intuitive ability to improvise within a domain
2.
Expertise includes different types of knowledge
- Specific, analytic, know-how, skill
3.
To “retain” expertise, shift from retaining to learning.
Tools are scaffolding to aid thinking, not descriptions.
4.
Create opportunities for deliberate practice to get knowledge to
settle into embodied habits.
Developing expertise is not just acquiring knowledge,
it is to learn how experts know and see through their eyes.
9
9
Expertise Research
Henley Business School (UK), R. McDermott
Expertise
Technical/
Specific
scientific
knowledge
organizational
operational
Skill
attention
awareness
Personal
know how
Analytic
knowledge
cues
options
processes
frameworks
patterns
guidelines
Training
Learning from experience
10
10
The Johari Window
Know
Know
•Core competence
•Stewardship
•Lack of stewardship
Don’t Know •Missed opportunities
•Corporate amnesia
Don’t Know
•Gaps
•Partnership or
collaboration potential
•Risks of change
•Corporate ‘ignorance’
11
The Outcomes are Effectiveness and
Innovation
Individual level
Knowledge and Learning
Organizational
level
Knowledge Management
and Organizational Learning
Outcomes level
Effectiveness and Innovation
12
What is Knowledge Management?
Knowledge Management, or the management of an environment to
facilitate the creation and use of knowledge for increased innovation
and value, is a multi-disciplinary field that draws from theories in
economics, sociology, philosophy, and psychology. It also engages
the applied fields of information technology, information and library
science, and business. This matrix gives KM dimensions that other
management approaches lack and thus can provide comprehensive
and practical management solutions.
S. McIntyre and I. Moen, Vanguard, Issue 4, 2002
13
What is Knowledge Management?
Knowledge management refers to the processes of creating,
capturing, transferring and using knowledge to enhance organizational
performance. Knowledge management is most frequently associated
with two particular types of activities:
- those activities that attempt to document and appropriate
knowledge that individuals have (sometimes called the codification
of knowledge) and activities to disseminate that knowledge
throughout the organization, and
- those activities that facilitate human exchanges in which
knowledge that is not codified (tacit knowledge) can be shared.
Public Service Commission of Canada, 1998
14
What is Knowledge Management?
Knowledge Management is a multi-disciplinary approach to using
and managing organizational knowledge that is based on sound
Information management practices, focussed on organizational
learning, recognizing the contribution and value of employees, and
is enabled by technology. It is primarily concerned with the content
of knowledge within the organization and how that knowledge can
improve organizational performance.
Interdepartmental Knowledge Management Forum, 1999
15
Knowledge Management Principles
Davenport/Prusak:
 Knowledge originates and resides in people's minds
 Knowledge sharing requires trust
 Knowledge sharing must be encouraged and rewarded
 Management support and resources are essential
 Knowledge is creative and should be encouraged to develop in unexpected
ways
 Technology enables new knowledge behaviours
Snowden:
 We know more than we say and we say more than we write down
 Knowledge can never be conscripted, it is only volunteered
 We only know what we know when we need to know it
16
A Knowledge-based Public Sector
 A Changing Service Agenda
program effectiveness – results!
efficiency and innovation required – expenditure review
accountability
increased risk sensitivity
 A Changing Policy Agenda
policy re-focussing and rationalization
 A Changing Workforce - demographics
 A Changing Workforce Management Agenda
new legislation
public service renewal
core learning and professional development
recruitment and staffing - Talent Management
retention and workplace well-being
17
Some Common Myths
There’s no problem replacing those departing employees, just hire more
university recruits
We just need to get people to document everything they know and store it in
the knowledgebase
We just need everyone to have personal training plans to become a learning
organization
Now that we have a training policy we will become a learning organization
We need more technology for us to communicate better
You can’t “manage” something as ephemeral as knowledge, so Knowledge
Management doesn’t exist
18
Some Common Truths
We need to break down the barriers between silos
We need to function more like a team
We need to improve the decision-making process
We need to be more responsive to changes in situations, drivers and
priorities – knowledge mobilization
We need to know how to deal with the HR issues of the future, and start to
take action now – knowledge retention
We need to be more efficient and effective in times of shrinking budgets
We need to become more innovative and less risk averse
We need to collaborate on horizontal issues
19
The Role of Knowledge in the Public Sector
• A strategic organizational asset resident in people.
-
e.g. human capital/capacity
• A major ingredient in strategy and policy formulation.
-
e.g. insight, expertise, evidence, research, and intelligence
• A critical resource in program development and delivery.
-
e.g. know-how, skills, competencies, capacities, experience
• A high value-added component of products and services.
-
e.g. information, analysis, guidance, support to decision-making
• Knowledge is a part of our legacy
-
e.g. history, archives, records, library, wisdom, judgment
20
The Knowledge Advantage for
the Canadian Public Service
•
•
•
•
•
•
Cultural and Societal advantage – public policy
Collaborative advantage – working horizontally
Creative advantage – innovation, R&D, S&T
Citizen-Client advantage – service delivery, e-govt
Co-opetition advantage – knowledge-based economy
Cosmopolitan advantage – Canada and the world
21
A Knowledge-based Public Sector
“We don’t make widgets, we manage knowledge, that’s what
government people, public sector people do and when you are managing
knowledge your number one tool is learning.“
Clerk of the Privy Council’s Sixth Annual Report, 1998
“Traditional organizations built around activities and inputs are getting in
the way of results and outcomes. A results-based organization requires
a new management model. People and Knowledge Management are
two essential cornerstones of a new public sector management
model”
COSO Learning and Development Committee Progress Report, July 2002
22
The Challenge for the Public Sector
“Loss of vital knowledge and experience is taking its toll on
Canada’s cherished institutions – the Public Service of
Canada in particular. Veteran employees are retiring in
unprecedented numbers. Continual change and
organizational churn are now the norm. New technologies
allow us to store vast amounts of information, but also to
misplace vast amounts of information. We, as an institution,
are forgetting important lessons from the past…
Preserving knowledge is a core responsibility of every
manager…
There are no longer any excuses for doing nothing.”
François Guimont, Chair, CSPS Action-Research
Roundtable on Organizational Memory
(from Lost & Found A Smart-Practice Guide to
Managing Organizational Memory, April, 2007)
23
A Knowledge-based Public Sector
“In the coming years, I will be looking to deputies and agency heads to
ensure that newly recruited public servants can benefit from the
accumulated knowledge of their more experienced colleagues through
more effective programs of Knowledge Management and knowledge
transfer. This is another area where departments and agencies have
much to learn from one another.“
Clerk of the Privy Council’s Sixteenth Annual Report, 2009
24
The Daunting Dozen (Peter Stoyko)
•
•
•
•
•
•
•
•
•
•
•
•
Organizational Churn
Decline of Record Keeping
Employee Turnover
Ambiguous Management Responsibility
Wave of Retirements
Inadequate Information Systems
Self-Centred Workflows
Heavy Workloads
Lack of Awareness
Denigration of History
Externalization of Functions
Rarity of Disciplined Reflection
25
IPAC Deputy Minister Survey
26
The Public Service
Demographic Position:
- Average age of new public
servants is 36 years
- More than half of all public
servants are 45+
- Average age of new EXs is 46
- Average age of executives is 50+
- Executives who can retire: 18%
- ADMs who can retire with non-reduced pensions: 28.5%
- 10% of public servants have more than 30 yrs service
- 8% of public servants have 35 yrs service or more
- 20% of public servants will leave by 2009-2010
- Knowledge-based workers comprise 58% of core public service population, a
17% increase since the mid-1990s
27
Management Accountability Framework
“The department manages through continuous innovation
and transformation, promotes organizational learning, values
corporate knowledge, and learns from its performance”
28
Agenda
 How does Knowledge Management apply to the
Canadian public sector?
• How has Knowledge Management been applied
across the Canadian public sector?
• Lessons Learned in applying KM
• Where are we headed?
29
Interdepartmental Knowledge Management Forum
Our Raison d’être:
The Interdepartmental Knowledge Management Forum (IKMF) creates an
exploratory environment that stimulates Knowledge Management (KM)
practice in the public sector. As a community of practice, the IKMF creates
a safe environment for reflection, discovery, dialogue and innovation
through the sharing of experiences, practices and insights between
practitioners and those interested in KM.
The objectives of the Forum are:
- to encourage dialogue and collaboration between colleagues from knowledgeintensive communities to focus on and share experiences in the implementation
of knowledge management in the public sector
-
to be a centre of excellence and expertise in the development and use of
knowledge management in the public sector
30
KM Across the Canadian Public Sector
•
Most have tried
- Science-based (Environment, Health, Nat’l Resources, National Research
Council, SSHRC, HRSDC)
- Operational (Public Works)
- International Development (CIDA, Bellanet)
- Military and Security (DND, DRDC, RCMP, PSEPC)
- Central Agencies and organizations (OAG, TBS, PSC, PSHRMAC, CSPS)
- Financial and Economic (Bank of Canada, EDC)
- Legal (Justice)
•
Overall, limited long-term (>3yr) sustainable impact
- Political/public policy drivers
- Mobility across the system at ALL levels, esp. senior managers
- Myths and misconceptions
- Turf
- Costs – hard costs vs soft costs
- Technology
- Business focus
31
Knowledge Management for TBS
Critical
Knowledge
Areas for
TBS
Knowledge
Management
Enablers
Leadership
& Planning
Financial
Resource
Management
Practices
Client/dep’t
Knowledge
(business,
issues,
history, etc)
Domain
Knowledge
Collaboration & (policy and
communication subject matter
areas)
TBS
Knowledge
(organization,
people,
processes, etc)
TBS
Priorities
& Core
Business
Human
Resource
Management
Practices
Government
Knowledge
(Machinery of
Gov’t - who,
how, when)
Professional
Development
General
Knowledge
Supportive
Technology
(skills,
competencies,
techniques)
Staff
Training
Information
Management
Practices
32
Inukshuk: Defence Knowledge Model
Process
Measurement
Tacit Knowledge
Explicit Knowledge
Socialization
Externalization
Internalization
Combination
Technology
Inukshuk:
Culture
Foundation
Leadership
•“likeness of a person”
(essential component of KM)
•Identify opportunities
•Guide leaders
•Very Canadian
•Every Inukshuk is different
33
KM at National Defence
34
Defence Research and Development CRTI
KM Approach*
*Nonaka, I. and H. Takeuchi. The
Knowledge Creating Company. New
York: Oxford, 1995.
Tacit
Socialization •Exercises
•Clusters
•First
Responder
Workshops
Tacit
Explicit
Externalization
•After action reviews
•Symposia
•Workshops
• Tech Demos
• Competency Map
Tacit
Explicit
• Exercises
• Shared
Experience
• Training
Internalization:
•Lessons learned
• New Protocols
• Documents/Reports
• Communications
• Portal
• Databases
• Info Management
Combination:
35
Environment Canada
36
Office of the Auditor General
•Gather/share
Gather/share
We want people to get to the
knowledge and tools needed
to do the work as quickly and
intuitively as possible
•Knowledge
Knowledge
•tools
tools
•People
People
•Contribute
Contribute
•experience
experience
•Decide/act
Decide/act
•Work
Work
•Done
Done
37
NRCan Canadian Forestry Service
Knowledge
Management
Capacity
Building
Resources
Infrastructure
Funds
People
Time
Technology
Systems
Management
Content
Organizational
Context
Governance
Culture
Learning
Acquisition
Vision
Production
Direction
Sharing
Commitment
Controlling
Dissemination
Change
Education
Skills
Experience
38
Natural Resources Canada
forestry data,
information &
knowledge
Processes
lessons learned,
best practices,
work routines
People
Content
Learning, motivation,
rewards, incentives
Tools
infrastructure
& systems to
capture, store,
share content
Organization roles, responsibilities,
authorities, resources
39
Natural Resources Canada:
What is Knowledge management?
40
Knowledge Services
The Raison D’être for
Science in Government
Albert Simard
Problem: There are no generally-accepted definitions or understanding of knowledge
services
Solution: Describe science-related programs in Natural Resources Canada in the
context of Government of Canada service transformation.
•
•
•
Collections – objects, artifacts: books,
documents, rocks, minerals, insects, plant
materials, diseased tissue, seeds
Data – facts, observations: elements, files,
records, datasets, databases, statistics
Information – meaning, context: records,
documents, reports, photos, maps,
brochures, presentations, recordings
Knowledge – understanding,
predictability: equations, models, scientific
publications, experience, know-how
1. Four types of content (embedded
message or signal) are created, managed,
and used by science-based departments.
Some NRCan examples are listed here.
Domain
Objects
Information
Data
Records
Know how
Science
Industry
Policy
Advance
Indirect
Outputs
Sector
Outcome
s
(secondary)
Providers
Sector / Society
Government
On-Line
(Supply)
Use
Professionally
Use
Personally
An information
market connects
providers and users
Embed
Canadians
(primary)
Knowledge
(tertiary)
(Knowledge
cycle)
5. A Knowledge Services System combines
components and infrastructure that function
collectively to produce, provide, and use
knowledge services.
Approach to
Knowledge Markets
• Supply
– Integrate different types of content
– Measure system performance
– Improve system productivity
• Demand
– Survey market wants & needs
– Transform surveys into market
intelligence
– Adapt outputs to market needs
– Evolve capacity to shifting markets
9. Evaluating performance is a supply
approach to knowledge markets; evaluating
market needs is a demand approach. Both
have implications for science departments.
Manage
Generate
Transfer
Transform
Global Disaster
Information Network
Users (Demand)
Add
Value
7. Provider/User information markets
focus on transactions (Fig. 6, vertical line).
But departments are mandated to generate
knowledge and promote sector outcomes.
Delivery Strategy:
Richness Spectrum
Information Policies
Mandate
Business
Information
Rights
Content
Strategy
Service Vision
Serviced-Based
Framework
Information
Policies
4. Knowledge services are programs that
produce and provide content-based outputs,
with embedded value, that satisfy user
needs. NRCan knowledge services are
listed here.
Management
Plans
Programs
10. Information laws and policies (privacy,
security, language, access) affect different
levels of science-based departments.
Consistent actions are needed at all levels.
Knowledge Market
(Market / Demand)
Rich
Content
User
Content
Difficulty
Audience
Size
Interaction
Transfer
Other
service
Complex
One
Intervene
Conversation
Knowledge
Conceptual
Few
Support
Paper
Intermediary
Complicated
Few
Promote
Specification
Practitioner
Professional
Some
Explain
Consultation
Canadians
Popular
Many
Advertise
Self-help
All residents
Fool-proof
All
Provide
Forms
Reach
11. The delivery spectrum shows the range
of richness of service delivery. A mismatch
between richness attributes and user
capabilities precludes effective delivery.
Evaluate
1. Generate
(Performance / Supply)
Forestry
Metals &
Minerals
Natural
Resources
Organization
3. Enable
Evaluate
6. Knowledge services flow through nine
stages in which value is embedded,
advanced, or extracted by an organization,
sector, or society.
Government
of Canada
Direction
Plans
Operations
Positions
Coordination
Accomplishments
2. Transform
Direct Outputs
Body of
Knowledge
Solutions
Answers
Advice
Teaching
Facilitation
Support
Laboratory
Provider/User
Information Market
Legend
Use
Internally
Help
Database
Scientific article
Technical report
Outreach material
Geospatial products
Statistical products
Standards
Policies
Regulations
Systems
Devices
Programs Admin
3. Content flows vertically within programs:
downwards as direction and coordination;
upwards as reports and advice. The
challenge is to have content flow
horizontally across programs.
Knowledge Services
Value Chain
Extract
Products
Objects
Data
Information
Knowledge
Wisdom
Operational
Benefits
Intelligence
Content
Experience
2. Content is transformed from one form to
another through processes such as
capturing, interpretation, analysis, and
experience.
Organization
Evaluators
Wisdom
Flow of content through
sequential stages, each of which
changes its form and increases
its usefulness and value.
Mandate
Recommendation
s
Executive
Knowledge
Organization
Knowledge Services System
Organization
Data
Knowledge Services
Content Flow
Content Value Chain
What is Content ?
•
Earth
Sciences
8. Use
Personally
7. Use
Professionally
Energy
6. Add
Value
4. Use
Internally
5. Transfer
8. Because knowledge is used to create
more knowledge, knowledge markets are
circular. A number of organizations are
often involved between creating original
content and end use.
Service Framework
Attributes
• Horizontal flow rather than vertical
processes
• Links science to policy and other
outputs
• Supports organizational mandate
and business
• Promotes sector outcomes and
benefits for Canadians
• Identifies Important questions
12. The service delivery framework has a
number of attributes that make it desirable
for consideration by science-based
government departments.
41
See also: http://www.slideshare.net/Al.Simard/slideshows
Natural Resources Canada
Northstar (strategy) and Knowledge Management
to integrate our knowledge
http://www.youtube.com/watch?v=9vm77Ge2Kxs
42
HRSDC
KM: A Key Corporate Strategy Involving Everyone
A networked approach will enable us to reach out at all levels, and to link, share, and learn from
specialists and all functional areas of the department as well as from external experts.
It will also enable staff to shape change, and take ownership in the development of a new
organizational knowledge culture.
Management Services
Human Resources
Services
External Networks
of Experts, Partners
& Stakeholders
Communication
Services
Core KM Team
Dedicated, full-time team
championing and developing KM.
HRSD
Systems Services
Integration &
Transformation
Teams
Comptrollership &
Financial Management
Services
Knowledge Management
Initiative
EX
Action Learning
Group
HRSD KM Working Group
Branch representatives that work to
mutually support DM priorities on KM.
Share & exchange with Core KM Team
and leverage knowledge capacities.
Information
Management Services
Administrative
Services
External Networks
of Experts, Partners
& Stakeholders
Service Canada
Regional Offices
43
HRSDC Vision and Guiding Principles
Vision
To position HRSD as Canada’s leader in the
creation, management, preservation, exchange, and use of
knowledge on human resources and social development issues.
•
Our people, their knowledge and their collective wisdom, are essential resources that
support the services we provide to individuals, families, businesses, employers,
governments, and communities.
•
Knowledge, experience and learning are assets to be shared internally and externally in all
of our relationships.
•
Active engagement of, and dialogue with, citizens, partners and stakeholders are key to
ensuring our policies, programs and services respond to the needs of Canadians and serve
the public good.
•
Our work environment is one that attracts and nurtures people, fosters teamwork, and
exemplifies a culture where knowledge is valued, supported and rewarded.
Trust and collaboration at all levels of our organization are
fundamental to our success.
44
HRSDC
What is KM?
Building our knowledge base and relationships.
• Storing, preserving and accessing our stock of knowledge, identifying gaps, and creating
new knowledge.
• Engaging, and partnering, with stakeholders to learn from experiences and maximize
investments.
• Sharing, exchanging, and disseminating knowledge internally and externally.
• Using knowledge for policy/program development, service delivery, and supporting
decision-making.
Knowledge Base
& Relationships
People
Supporting innovation, creativity, involvement, and
participation among people.
• Development opportunities.
• Training.
• Assistive and accessible technologies & tools.
• Venues (conferences, forums,
seminars, discussion groups, etc.) to
promote creating, preserving, sharing, and using
knowledge.
Organization
Developing an organizational culture
that values knowledge.
• Champion practices that create,
store, preserve, share, and use knowledge.
• Quality standards; governance processes.
• Performance monitoring and reporting.
• Communication, education,
and promotion.
45
Bank of Canada
Knowledge Program Framework
Knowledge Access
Knowledge Exchange
Easy and effective access to quality
information and data, as well as
people with “know-how”, when and
where it is needed
Effective sharing and exchange of
knowledge and information, both
within and beyond the organization
CONTENT
COLLABORATION
“Knowledge Conscious”
Management / Leadership
Strategic Outcome: Enhanced organizational capacity to
capture, access, and exchange knowledge
Technology infrastructure that enables easy
“in-process” content capture and access, effective collaboration and
transparent management
46
Bank of Canada
Knowledge Program Framework
Desired End-State
Information management
policies, roles and
responsibilities that are
clear and understood by
everyone
Standard tools to support
effective knowledge access
and exchange are in place,
and everyone knows how
to use them
A collaborative work
environment with
practices and processes
that support productive
and purposeful knowledge
sharing
47
Bank of Canada
Knowledge Program Framework
Desired End-State for the Medium Term
Policy
Tools
Information management
policies, roles and
responsibilities are clear
and understood by
everyone
Existing tools are
leveraged to support good
information management
practices and staff are
using them
Content and
Collaboration
Strategy
A clear vision and
strategy for the next
Medium Term exists
Support
Managers and staff have
the techniques and
support needed to
ensure critical
knowledge is not lost
Program Governance is
effectively supporting the
Knowledge Program
48
Mandate and Objectives of the National
Crime Prevention Centre – Public Safety
• The NCPC uses a crime prevention through social
development approach, which aims to tackle crime
by addressing its root causes.
• NCPC Objectives:
- Increase sustainable community action in support of CPSD
- Develop and share knowledge of effective crime prevention
strategies
- Coordinate multi-level support for crime prevention efforts
49
NCPC Knowledge Functions - Backdrop
Background
• Increasing demand for evidence based practice
• Increasing requirement for accountability
• Increasing need for clear federal role
• 8 years of experience and 4000+ funded projects
• Belief that every project funded has something to add to the body of evidence on
crime prevention
• Little attention in past to results and lessons learned
• Organization downsize and reorganization
Challenges
• Knowledge identified as one of three key pillars
• Outcomes:
- improved knowledge of effective crime prevention approaches
- improved integration of evidence-based crime prevention into policies
and practices
• NCPC as knowledge broker and champion of evidence-based solutions for
community safety problems
50
Children’s Hospital of Eastern Ontario
51
TRANSPORT CANADA CIVIL AVIATION
KNOWLEDGE TRANSFER
RDIMS 4443339 v1
52
Objectives
• Overview:
– Transport Canada’s Knowledge Transfer
(KT) Project (1999 – 2002)
– Civil Aviation’s Knowledge Transfer
(KT) Project (2008 – )
53
Transport Canada’s KT Project – Major Findings
“An important conclusion of the KT project
was that TC’s knowledge transfer efforts
should not rely exclusively on
informatics.”
(How to Prevent Knowledge Collapse – Transport Canada’s
approach to its critical subject matter experts: knowledge
transfer and succession planning challenges, 2004)
54
Civil Aviation’s KT Project - How it Started
• Study “An Exploration of Knowledge Transfer in
Transport Canada Civil Aviation” presented to National
Civil Aviation Management Executive (NCAMX) (May,
2007)
• Terms of Reference approved by NCAMX (Oct, 2007)
• 1st Working Group Face-to-Face Workshop (Oct,
2008)
• 2nd Working Group Face-to-Face Workshop
(scheduled for mid-Jan, 2009)
55
Civil Aviation’s KT Project – Strategic Plan
• Mission: To develop a knowledge transfer program within
TCCA to enhance the effectiveness and efficiency of our
current and future program
• Vision: Knowledge transfer is integrated in our way of doing
business
• Goals:
– Define knowledge transfer pressures
– Obtain on-going management commitment
– Engage employees
56
Civil Aviation’s KT Project - Project Deliverables
• The Working Group will develop:
– a methodology for the identification of TCCA critical SMEs and their
successors (i.e. a succession planning system).
– a methodology for the transfer of critical knowledge from SMEs to their
successors (i.e. KT tools).
– a tracking mechanism.
– a performance measurement tool.
– a communication plan, including education on the benefits for knowledge
transfer
– an implementation plan
57
The Common PPT Framework
People
Content
Process
Technology
58
59
Agenda
 How does Knowledge Management apply to the
Canadian public sector?
 How has Knowledge Management been applied
across the Canadian public sector?
• Lessons Learned in applying KM
• Where are we headed?
60
Knowledge Management is NOT….
working harder
61
Knowledge Management is NOT….
about technology
http://www.youtube.com/watch?v=GdzUZDDi5aM
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KM Value Chain
Who is involved in the KM Value Chain?
» Leaders
» Managers
» Staff/employees
» Support groups
» Clients/customers
» Suppliers
» Stakeholders
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KM Approaches – the Good, the Bad, …
•
•
•
•
•
•
•
•
•
•
•
Strategic and/or tactical KM
communities of practice, learning networks, functional communities,
collaborative arrangements
organizational learning & knowledge sharing (Lessons learned, debriefs,
AARs, coaching, organizational learning events)
organizational analysis (knowledge mapping/auditing, Social Network
Analysis)
knowledge creation/innovation – knowledge capture, knowledge transfer
team-based management
process improvement
HR/workplace and workforce initiatives (succession planning, Workplace
Well-being)
IT (intranets, group/collaborative software, portals, yellow pages, expert
locators, virtual teams, conferencing, search tools)
Training & Dev (individual, team)
dM/IM/RM/DM (data, information, records and document management)
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Smart-Practice Tools (Peter Stoyko)
•
•
•
•
•
•
•
•
•
•
After Action Reviews
Exit Interviews
Learning Histories
Lessons Learned Inventories
Communities of Practice
Guided Learning (Action Learning, etc)
Learning Events (Organizational Learning, etc)
Job Overlap
Phased Retirement
Network Based Solutions (Expert Locator systems)
Externalization of Functions
• Document Repositories and Portals
• Automation Self-Service
• Knowledge Centres
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Some Other Practices/Tools
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Visualization
Storytelling
Social Network Analysis
Succession Planning/mentoring/coaching
K-risk assessment, knowledge audits
KM Maturity Assessment and benchmarking
Concept Mapping
Mindmapping
Business Process A/R/M
Simulation techniques
Knowledge Retention
Learning Labs
Expert location/’Ask the Expert”
Data mining/email analysis…
…
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Communities of Practice
What are they?
“a group of people who share a concern, a set of problems
or a passion about a topic and who deepen their knowledge
and expertise in this area by interacting on an ongoing basis”
Wenger, McDermott and Snyder
•
•
•
•
A group of people that shares knowledge, learns together and develops
common / improved practices.
They have committed themselves to the exploration and advancement of
the ‘practice’ of the community.
They recognize the value in what each other knows and they need to stay
current on the topic.
The sense of ‘community’ enables a learning environment to exist where
practitioners of varying knowledge, skill, or experience levels can openly
share and build on each others’ knowledge and ideas in a climate of trust
and respect.
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Communities of Practice
How are they different from Teams?
Source: KM Review
68
Information Technology
69
Information Technology
70
Information Technology
Ongoing integration of work and knowledge
desktop
Project
spaces
Vignette
Infoworkspace
Verity
iTeam SharedPlanet
Documentum
MongooseEngenia Prism
OpenItems
Autonomy
Notes
K-stationvirtualteams Teamroom
Livelink
Oracle
eProject Bungo
DocuShareIntraspect
eRoom
Abridge
Sharenet
QuickPlace
InterCommunity
Geneva
Wiki
Discovery
Simplify
Groove
Communispace
Tacit Organik
Access to
Communities ArsDigita Teamware Plaza Online
PeopleNet communities
KnowledgeLead
expertise
RealCommunities
of practice iCohere
ClerityAskMe
CommunityZero eePulse.com
Buzzpower
Knexa
Coolboard
Experience
eCircle
Question Athenium
Webcrossing
PeopleLink
Webfair
Quiq
FirstClass Tapped-in
TalkCity
Prospero
BlackBoard
Cassiopeia
Genesys
Caucus OpenTopic
WebCT
WeTalk
eGroups
NinthHouseCentra Webex
Motet Webboard
LearningSpace
UBB
Evoke
PlaceWare
eShare
(YahooGroups)
Blaxxun
Hyperwave
NetMeeting
MeetPlace
E-learning
StuffinCommon
Marratech
iMeet SameTime
(AltaVista)
OneStopMeeting
Discussion
spaces
Interwise
PowWow
VirtualMeeting ConferenceRoom
groups
Synchronous
Ichat
Social structures
Knowledge exchange
Knowledge
bases
Knowledge worker’s
PlumTree
interactions
Fleeting interactions
© Etienne Wenger
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“Web 2.0 describes the changing trends in the use of World Wide Web technology and
web design that aim to enhance creativity, communications, secure information sharing,
collaboration and functionality of the web. Web 2.0 concepts have led to the development
and evolution of web culture communities and hosted services, such as social-networking
sites, video sharing sites, wikis, blogs, and folksonomies.” (Wikipedia)
72
Clusty
Netvibes
73
74
75
76
77
Web 1.0
- static content
- controlled push
- data and information
- impersonal
- individual usage
- one-way publishing
- controlled
- vendor dependence
- commerce
Web 2.0
- dynamic content
- chaotic pull
- knowledge, expertise
- personalized
- social/community engagement
- collaboration
- emergent
- platform-neutral
- people
Enterprise 1.0
Enterprise 2.0
- hierarchical
- risk sensitive
- role/position oriented
- empowered/flattened
- innovative
- knowledge-enabled
78
Key Lessons Learned
•
•
•
•
•
•
•
•
•
•
•
•
•
Focus KM on strategic and tactical business needs
Senior leadership needs to own it, champion it and lead by example
Develop strong relationships with allies (Business managers, OD, HR,
IM, IT,…)
Develop an integrated approach/strategy tied directly to the business
strategy
Build on what is working well
Engage all levels in the change – ideas and empowerment
Be willing to take some risks – learn from failures
Fix/reduce known problems – start at the point of pain
Make better use of tools, both existing tools and new ones
Remember the KM principles
Keep building on success
Demonstrate servant leadership
Plan and manage for change
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What are the CSFs?
• Business drivers
• Leadership – clear and motivating vision, ownership, and exercised
at all levels
• Employee Engagement
• Organizational and Behavioural change – influencing corporate
culture
• Sustainable improvement – transformative commitment for the longterm, ‘stable’ organization
“That’s the way we do things around here”
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“Don’ts” for Knowledge Management
•
Don’t treat KM as a project, a one-off, an IT “solution”, or a pilot
- it’s part of the management discipline!
•
Don’t focus on KM; focus on the business needs and use KM as a
means to help you manage your way there (only if needed)
•
Don’t underestimate the scope, timeframes and effort, depending
upon your needs
-
this is organizational change towards maturity as a knowledge-intensive
organization
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Knowledge Retention/Transfer
Knowledge Transfer => Pre-retirement knowledge capture
(e.g. Office of the Commission of Official Languages, TBS,
CPSA)
APQC: Benchmarking Best-Practice Research
Study
• The best way to retain valuable knowledge in the face of
attrition or downsizing is to build and sustain systemic
knowledge management approaches.
• To identify what knowledge was critical to capture, 89
percent of the partners had discussions with senior
management and interviews with employees or subject
matter experts.
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Knowledge Retention/Transfer - APQC
• The most effective way to capture, retain, and transfer valuable knowledge is to
embed that process into the work flow.
• The study partners rely on communities of practice to embed and transfer
organizational knowledge. Partners remarked that tacit knowledge-the most
valuable and difficult knowledge to distil in any organization-is best retained
through communities of practice and networks.
• Cultural changes require understanding the impact of formal evaluation and
performance, creating rewards and awards for teamwork, understanding the need
for knowledge expositions and fairs (the creation of an innovation marketplace),
and sharing stories that emphasize the desired knowledge-sharing behavior.
• Most organizations use common basic tools, such as collaborative applications,
data repositories, e-mail, and videoconferencing for knowledge retention.
• Best-practice organizations typically have three critical elements in their
knowledge management and retention support structures: senior management
support, a central knowledge management support group, and the involvement of
different business units or functions in the initiative.
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Knowledge Retention/Transfer - APQC
• The reported costs for knowledge retention initiatives are less than
knowledge management initiatives in APQC's prior studies, apparently due to
the fact that best-practice organizations build on knowledge management tools
and skills already in place and often build retention activities into the existing
work flow.
• The knowledge management groups at study partners often work closely with
human resources teams to design and implement knowledge retention
strategies, including hiring employees who will work effectively in a knowledgesharing environment..
• Partners and sponsors reported that the most effective methods to measure
the success of knowledge transfer are conducting user surveys, tracking the
number of knowledge objects accessed and used, tracking knowledge transfer
activities, and capturing KM success meaningful stories.
• Best-practice organizations demonstrate a link between knowledge
management and organizational learning.
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Knowledge Retention/Transfer Keys
• What is the problem?
• What needs to be done?
• What can I do?
• What can we do?
85
Succession Planning Keys to Consider
(Institute for Employment Studies, UK)
86
www.employment-studies.co.uk
Ten Practical Tips for Succession Planning
(IES)
1.
Engage with senior managers at the start
2.
Focus on easily defined groups
3.
Start with a fairly small population
4.
Design in how information flows
5.
Don’t go overboard on assessing potential
6.
Ensure collective management agreement
7.
Communicate
8.
Tailor career development
9.
HR leaders should take a serious role
10. Hang in there.
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www.employment-studies.co.uk
Agenda
 How does Knowledge Management apply to the
Canadian public sector?
 How has Knowledge Management been applied
across the Canadian public sector?
 Lessons Learned in applying KM
• Where are we headed?
88
KM Evolution
From
To
Knowledge Capture
Knowledge Mobilization
Documents and repositories
Communities
Formal strategies
Emergent strategies
Separate function/organization
The way we do things…
89
Foresight 2020 Report
90
Where are we headed?
The Public Service Renewal Agenda
Principles Supporting Renewal
•
•
•
•
•
Renewal is not a top-down exercise: respect
and involve employees at all levels
Prioritize and focus: set goals and priorities that
are relevant, ambitious and realistic
Measurement matters: set benchmarks for performance and measure
progress
Excellence should be our hallmark: need to manage for it, to it
Be flexible: learn through process of change, and be prepared to adjust course
as we learn
Fourteenth Annual Report to the Prime Minister on the Public Service of Canada, April 2007, www.pco.gc.ca
91
Where are we headed?
The Public Service Renewal Agenda
Short and Medium Term Priorities
•
•
•
•
Planning – integrated HR and business planning
Recruitment, incl. branding
Employee Development – learning, ADM talent management
Enabling Infrastructure
Longer-term Objectives
• The human resources system
• Innovation and risk management
• Leadership
Fourteenth Annual Report to the Prime Minister on the Public Service of Canada, April 2007, www.pco.gc.ca
92
Where are we headed?
The Public Service Renewal Agenda
“To be successful, our approach to renewal has to be targeted, pragmatic, and
results-oriented. We need to:
- rethink our recruitment model; the Public Service of Canada cannot be a
passive recruiter of talent;
- rethink our development model; to manage for excellence and focus on
leadership;
- rethink the jobs-for-life and one-size-fits-all model; to encourage more
interchanges with the private sector; more mid-career and end-of-first-career
recruitment; and,
- rethink the public service brand; focus on excellence, unique careers and the
opportunity to make a difference for your country.”
The Clerk of the Privy Council and Secretary to the Cabinet
McMaster-Ottawa Alumni Fall Speaker Series, October 26, 2006
93
Canada School of Public Service
Leadership Framework
Internal
Empowered
Individuals
Developed Organizations
 Strengthened
Individual
Capacity
 Public Service
Management
Excellence
Individuals
Organizations
Strong Networks
Connected &
Aligned Organizations
 Effective
Partnerships
 Enhanced
Collaboration
External
94
Government of Canada Key Leadership Competencies
Canada Public Service Agency, http://www.psagency-agencefp.gc.ca/index_e.asp
95
What Does Excellence look like?
96
What Does Excellence look like?
What Does Excellence look like?
EFQM Excellence Model
Ibero-American Excellence Model (IEM)
98
Other Organizational Excellence Models
Center for Organizational Excellence
Australian Business Excellence
Framework (SAI)
Canadian Framework for
Business Excellence (NQI)
99
Other Organizational Excellence Models
Baldrige Criteria for Performance
Excellence
Japan Quality model
Singapore Quality Award Framework
100
Other Organizational Excellence Models
Seimens AG KM Maturity Model
European KM Framework
Industrial Relations
Centre
Organization Effectiveness Blueprint
LEADERSHIP
RELATIONSHIPS
Current and desired
competencies of the leadership
team and the leadership culture
Critical linkages that must
be developed and reinforced for an
effective organization
STRATEGY
CAPABILITIES
& RESOURCES
INFRASTRUCTURE
Competencies the
organization and its
members have or
need to develop.
Resources to enable
people to acquire
and use these
competencies
Mission, vision,
values, objectives
and plans
PEOPLE
Formal work groups
and units, reporting
relationships,
ownership, and
processes to
facilitate the flow
of work
People systems that support hiring,
developing and retaining a competent
and committed workforce
www.myschool-monecole.gc.ca
www.IndustrialRelationsCentre.com
101
Key Characteristics of Excellence Models
• The models are integrative and holistic in nature
-
The focus is on the organization as a whole (a ‘systems’ view)
All components have a dynamic interplay in the strategic change approach to
achieve results
• Leadership is a key component
-
The Leadership function is embedded and fostered at all levels
-
Leadership development is as closely linked to operations as it is to strategy
-
Leadership typically entails modern facilitative approaches vs control-oriented
doctrinal approaches
• Knowledge and Learning are key enablers
-
knowledge and the contribution of people as knowledge-workers is essential for
knowledge-based results
-
Knowledge Management is an enabling strategy for organizational excellence
-
Organizational learning vs individual learning; formal and informal learning;
blended learning; experiential learning; community learning; etc
102
“In the future, we won’t call it ‘Knowledge
Management’,…”
Gartner Group
103
“In the future, we won’t call it Knowledge
Management,…
…we’ll call it Management”
Gartner Group
104
Paul McDowall
Knowledge Management Advisor
Canada School of Public Service
373 Sussex Drive,
Ottawa, Ontario,
K1N6Z2, Canada
613-995-3705
Paul.mcdowall@csps-efpc.gc.ca
Interdepartmental Knowledge Management Forum:
www.groups.yahoo.com/group/ikmf_figs
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