This document provides an overview of IKM Communications Strategy, including background inputs from the programme, key messages about understanding multiple knowledges, an analysis of target audiences, research on networks, and a brainstorm on communication challenges. The strategy aims to engage programme members and their networks through experimental and opportunistic means to help bring about change within the development sector.

1. IKM Communications
Strategy
Work-in-progress: Oct 2008
Sarah Cummings

2. Overview
 Background
 Inputs from the Programme
 Messages
 Audience analysis
 Network research
 Involving programme members and their
networks
 Communication challenges (brainstorm)

3. Background to the strategy
 Experimental and iterative
 General informational background
 Opportunistic, making use of serendipitty
 Exploiting spaces
 Involving you and your networks
 Tipping point and stickiness

4. Programme inputs to the strategy
(1)
 Steering Group meeting
 Face-to-face
 Developing understanding of multiple knowledges
 Smart
 Non-linear

5. Programme inputs to the strategy
(2)
 Communications strategy workshop
- October 2007
- Small group, internal and external
- Healthlink International
- Case studies of changes within
development (gender, disability, etc)
- Bringing about change within the
development sector

6. Programme inputs to the strategy
(3)
Communications strategy workshop
In knowledge management it is not about making the world the way
you want it to be, it is about engaging with other knowledges...
The chamions are a key group that I would identify and attempt to
stay in contact with...
The Programme doesn’t just do development, it wants to change
the development sector...

7. Programme inputs to the strategy
(4)
 Programme research
- Developing understanding of multiple
knowledges
- Network research
- WG1 (innovative, arts)
- WG2 (tools)
- WG3 (attitudes, change within
organisations)

8. Messages = multiple
(multiplicity of) knowledges
Understanding relevant multiple knowledges and
having the capacity to identify, express, handle, use
and share them are central to any development
practice
- How to explain this?
- How to make it more relevant?
- How to generate interest?

9. Audience analysis
 IKM programme members and their networks (1a)
 IKM champions and fellow travellers (1b)
 Senior managers/policy shapers in large
development organisations (1c)
 IK managers (1d)
 IT managers and related professions (1e)
 Secondary audiences

10. Network research
 99 networks
 Mapping your membership of these networks
 Identifying key organisations and
conferences
 Working with KM4Dev
 Google document

11. Internal communication
 A range of different Dgroups
 Co-constructed workspace (wikis and blogs)
and the website
 Within groups and cross-fertilisation across
groups

12. Brainstorm
 Communication within the Programme as a
whole – cooperation across groups
 Engaging with champions outside the
Programme
 Engaging with your networks