The document discusses knowledge management in the Canadian public sector. It provides an overview of how KM has been applied across departments, lessons learned, and the future direction of KM. Key areas discussed include tacit vs explicit knowledge, expertise research, and the importance of collaboration, culture, and technology in enabling knowledge sharing and organizational learning.

1. Knowledge Management in the Public Sector November , 2008 Paul McDowall Knowledge Management Advisor Canada School of Public Service

4. The DIKW Model KNOWLEDGE Where is the experience? Where is the expertise? What can you retain? DATA INFORMATION WISDOM

5. 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

7. Its about the Creation and Flow of Knowledge (Nonaka and Takeuchi)

10. Expertise Research Henley Business School (UK), R. McDermott Training Learning from experience Expertise Specific knowledge Analytic knowledge Personal know how Skill attention cues Technical/ scientific awareness operational organizational patterns options processes frameworks guidelines

12. The Outcomes are Effectiveness and Innovation Effectiveness and Innovation Knowledge and Learning Knowledge Management and Organizational Learning Individual level Organizational level Outcomes level

25. IPAC Deputy Minister Survey

27. Management Accountability Framework “ The department manages through continuous innovation and transformation, promotes organizational learning, values corporate knowledge, and learns from its performance”

31. Client/dep’t Knowledge (business, issues, history, etc) Government Knowledge (Machinery of Gov’t - who, how, when) General Knowledge (skills, competencies, techniques) Human Resource Management Practices Staff Training Information Management Practices Leadership & Planning Supportive Technology Professional Development Knowledge Management Enablers Critical Knowledge Areas for TBS TBS Knowledge (organization, people, processes, etc) Domain Knowledge (policy and subject matter areas) Collaboration & communication TBS Priorities & Core Business Knowledge Management for TBS Financial Resource Management Practices

33. KM at National Defence

35. Environment Canada

37. Knowledge Management NRCan Canadian Forestry Service Capacity Building Organizational Context Resources Infra - structure Co n tent Gover-nance Culture Learning Funds People Time Technology Systems Management Acquisition Production Dissemination Vision Direction Commitment Change Sharing Controlling Education Skills Experience

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. See also: http://www.slideshare.net/Al.Simard/slideshows

41. Natural Resources Canada Northstar (strategy) and Knowledge Management http:// www.youtube.com/watch?v =9vm77Ge2Kxs to integrate our knowledge

42. KM: A Key Corporate Strategy Involving Everyone HRSD Knowledge Management Initiative Core KM Team Dedicated, full-time team championing and developing KM. 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. Systems Services Information Management Services Administrative Services Human Resources Services EX Action Learning Group Comptrollership & Financial Management Services Service Canada Regional Offices Communication Services Management Services Integration & Transformation Teams External Networks of Experts, Partners & Stakeholders External Networks of Experts, Partners & Stakeholders 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. HRSDC

45. Bank of Canada Knowledge Program Framework Technology infrastructure that enables easy “in-process” content capture and access, effective collaboration and transparent management Effective sharing and exchange of knowledge and information, both within and beyond the organization Knowledge Exchange Knowledge Access Easy and effective access to quality information and data, as well as people with “know-how”, when and where it is needed Strategic Outcome: Enhanced organizational capacity to capture, access, and exchange knowledge “ Knowledge Conscious” Management / Leadership CONTENT COLLABORATION

46. 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 Bank of Canada Knowledge Program Framework

47. Desired End-State for the Medium Term 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 A clear vision and strategy for the next Medium Term exists Managers and staff have the techniques and support needed to ensure critical knowledge is not lost Program Governance is effectively supporting the Knowledge Program Tools Policy Support Content and Collaboration Strategy Bank of Canada Knowledge Program Framework

50. Children’s Hospital of Eastern Ontario

51. TRANSPORT CANADA CIVIL AVIATION KNOWLEDGE TRANSFER RDIMS 4443339 v1

57. People Technology Process Content The Common PPT Framework

60. Knowledge Management is NOT…. working harder

61. Knowledge Management is NOT…. about technology http:// www.youtube.com/watch?v =GdzUZDDi5aM

67. Communities of Practice How are they different from Teams? Source: KM Review

68. Information Technology

69. Information Technology

70. Information Technology © Etienne Wenger Communities of practice Knowledge exchange Social structures Fleeting interactions Knowledge bases Synchronous interactions Discussion groups Access to expertise Project spaces Knowledge worker’s desktop Online communities E-learning spaces Ongoing integration of work and knowledge Intraspect Engenia K-station Infoworkspace Communispace PlaceWare eRoom QuickPlace Livelink NetMeeting Organik Question Quiq TalkCity Evoke Webex eProject Blaxxun eGroups (YahooGroups) eCircle (AltaVista) Athenium Webcrossing Teamware Plaza Tacit Coolboard Ichat Buzzpower StuffinCommon Prospero Webboard WeTalk PowWow Motet PeopleLink Sharenet virtualteams Prism Centra Interwise LearningSpace VirtualMeeting MeetPlace Genesys SameTime InterCommunity Discovery RealCommunities Teamroom ConferenceRoom BlackBoard ArsDigita Caucus Bungo SharedPlanet OpenItems eShare OpenTopic UBB AskMe Clerity Knexa DocuShare Documentum Autonomy Geneva Oracle Work Instruction Documents Conversation Verity Webfair Cassiopeia iTeam Vignette Abridge Mongoose PlumTree Tapped-in Experience Notes OneStopMeeting Marratech Wiki WebCT Simplify Groove KnowledgeLead FirstClass iCohere iMeet eePulse.com CommunityZero PeopleNet NinthHouse Hyperwave

71. “ 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. wiki’s social networks instant messaging e-mail mail groups calendars blogs aggregators bookmarks search engines Surveys & poles slides sharing video sharing audio sharing photo sharing presences Clusty Net vibes

85. Succession Planning Keys to Consider (Institute for Employment Studies, UK) www.employment-studies.co.uk

89. Foresight 2020 Report

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?

97. What Does Excellence look like? Ibero-American Excellence Model (IEM) EFQM Excellence Model

98. Other Organizational Excellence Models Canadian Framework for Business Excellence (NQI) Australian Business Excellence Framework (SAI) Center for Organizational Excellence

99. Other Organizational Excellence Models Baldrige Criteria for Performance Excellence Japan Quality model Singapore Quality Award Framework

100. Other Organizational Excellence Models European KM Framework Seimens AG KM Maturity Model