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USAID Knowledge Management Building Blocks
- 1. 1 World Bank Knowledge Sharing Event Building Blocks for Knowledge Management June 24, 2004
- 2. 2 Module Objectives • To share knowledge about the ‘building blocks’ and ‘stumbling blocks’ of Knowledge Management • USAID perspective • New frameworks • Participants’ perspective
- 3. 3 This morning’s activities… Panel Presentation: short, focused presentation of a frameworks with implications for KM Small Group Discussion: how applicable is the idea based on your perspective and experience Feedback: Collection and presentation of your views Voting: What’s most important, collective recommendations
- 4. 4 Session Agenda 9:30 – 9:50 Introduction - Module - USAID KfD Strategy - Building Blocks 9:50 – 10:50 Building Blocks Panel Presentation - Culture - Change Management - Governance - Measurement Q&A 10:50 – 11:05 Coffee Break 11:05 – 12:05 Small Group Discussion 12:05 – 12:50 Presentation of Recommendations - Plenary debrief, Q&A 12:50 – 1:00 Session Wrap-up - Multi-voting
- 5. 5 • World wide deployment • Knowledge in many places • Workforce turnover • Presidential Management Agenda (PMA) Initiative Why KfD for USAID? The Right Knowledge to the Right Person at the Right Time in support of the Agency Mission
- 6. 6 USAID has three “faces”: The Field – On the ground: Development assistance/Disaster relief – The “public” face The Strategic – Defining Agency policy, Bureau and Country Strategies and Program Plans – The “USG” face The Operational – Administrative organizations and processes – Providing support functions of the Agency – The “hidden” face What we found…. Each person sees their role different depending on which “face” they represent!
- 7. 7 The Extended Enterprise Knowledge for mission success is often not within USAID itself NGOs, PVOs, Think Tanks, Universities, Grantees Beneficiaries in Developing Countries Congress, State Dept., The Public, OMB, NSC, The President Other Donors, Co-Financers Contractors in US & Developing Countries Technical & Sector Councils. Advisory Committees DOD, HHS, Commerce, Treasury, USDA, etc. Stakeholders Federal Leads, Partners Implementing Partners, Suppliers Ultimate Customers Funding Partners USAID FS, GS Retirees
- 8. 8 The KfD Strategy Strategic ObjectivesThe KfD Strategy Strategic Objectives • SO1 – Knowledge accessed and leveraged across the extended enterprise • SO2 – Strengthened strategic operations of the Agency • SO3 – Knowledge-based high performing workforce achieved
- 10. 10 ContentContent CollaborationCollaboration LearningLearning ExpertiseExpertise PortalPortal CommunityCommunity MissionMission PartnersPartners USAID / WUSAID / W Knowledge for Development
- 11. 11 USAID Knowledge for Development Program Architecture People Technology Process Change Management Assessments Interventions Communications Training Program Management KfD Project Planning, Tracking, Reporting KfD Metrics and Performance Monitoring Knowledge Mapping Process Analysis Explicit Knowledge Identification Tacit Knowledge Identification AAL Learn Before Learn During Learn After Meta Data Subject Taxonomy Enterprise Taxonomy Development Marketplace Portal CoP Community Support - Facilitation - Web Services - Advisory Services Community Development - Planning - Facilitation myknowledge @USAID Yellow Pages Explicit Knowledge Resources Tacit Knowledge Resources Expertise USAID Documents and Websites Partner Documents and Websites Activity Documents and Websites USAID Extranet Enterprise Content Management - Records Management Collaboration Software KfD Strategy Refinement External Information Access Information Access Search Lessons Learned Database USAID KfD Building Blocks Change Management • Culture • Leadership • Incentives • Communication Program Management • Governance • Measurement
- 12. 12 Building blocks • At its core, development is all about knowledge sharing • Severe constraints force focus on knowledge • New structures (strategic programs, peer relationships, teams) should put premium on knowledge sharing
- 13. 13 Stumbling blocks • Cross- organizational constraints more limiting than expected • The personal characteristics that are attracted to change, and to knowledge sharing, are not necessarily those promoted in organizations
- 14. 14 Panel Introduction • Culture – Social Capital – Joe Rabenstine and Omar Azfar • Change Management – Politics – Gary Vaughan and Tony Pryor • Governance – KM Org Models – John Crager • Measurement – Strategy Maps – Jeff Malick and Joe Rabenstine
- 15. 15 Panel Presentations - Culture A Development Framework for Social Capital – Joe Rabenstine – Omar Azfar • Social Capital in KM/KS • Azfar and Subrick Model • Implications for KM/KS
- 16. 16 “Social capital trumps all”, Larry Prusak Knowledge management is heavily dependent on an organization’s ability to build social capital among its employees Social capital is the (economic) value created by maintaining and sustaining relationships inside and outside the organization Connections – the ties between people Relations - the interpersonal dynamics between individuals Shared Context - common understanding of language and events
- 17. 17 The issue… • How can we measure and assess social capital? • What are its dimensions? • What frameworks can be used beyond the organizational boundaries? • How does social capital impact the core processes of our organizations?
- 18. 18 A Framework From Development “Social capital, governance and growth: Results from a Cross-Country Panel Dataset on Six Dimensions of Social Capital”, Omar Azafar and Robert Subrick – IRIS Center University of Maryland, 2004 – Notice of EGAT presentation shared by DIS colleague (a ‘knowledge accident’) – Definition and measurement and impact on behaviors
- 19. 19 “In this paper we try to measure* some of the individual components of social capital…” “Levels of trust and trustworthiness vary greatly across countries.” – Trust – Spiritual capital – Rule compliance – Membership in organizations – Activism – Confidence in public institutions *Data from the World Values Survey and the European Values Survey “different aspects of social capital can affect economic activity in different ways”
- 20. 20 Assumptions • Identification of factors likely to affect behavior • Questions chosen to construct the social capital indicators • Investigate correlations across the six dimensions • Comparison of effects of social capital by country • Effects on economic growth and changes in government • Changes in social capital over time • Correlations across the six dimensions Analysis
- 21. 21 Findings… • Large and significant correlations on specific questions • These components are a coherent measure of a kind of social capital • Different components do not appear closely related • Regional differences exist And considerations… • Dimensions of social capital that are relevant to KM/KS behaviors • Measurement and validation • Social capital within organizations/within client countries
- 22. 22 Panel Presentation – Incentives, Leadership and Communications A Perspective on Change Management – Gary Vaughan – Tony Pryor • Politics • Politics • More Politics
- 23. 23 Building Blocks of Knowledge-Sharing: A Political Perspective by Gary Vaughan The Political Context… • Government is all about power/politics • Mix of Electoral, bureaucratic, professional competition • Result: a frenzied, volatile environment • Challenge: how to focus, progress with KM • Metaphor: “seals in a shark tank”
- 24. 24 The Thesis • KM is like “running for office” • You need to “win votes for change” • KM strategies and concepts are secondary to coping with organizational politics • Implications for KM: opportunism, momentum, “popular” results • Metaphor: Apply KM in a competitive “jungle”
- 25. 25 Need for Traction, Momentum • Majority of staff need to support KM (“without realizing it!”) • Group activities crucial (need a “stage”) • Need broad results vs. isolated successes (to “stoke” organizational momentum) • Measurement? Simple! KM succeeds when a lot of people say so!
- 26. 26 KM Professional’s Role • What you’re not: – “Knowledge doctor” – Senior Technocrat – Joan of Arc! (“crash and burn”) • What you are: – Spark Plug – Broker – Thomas Edison! (“trial and error”… but looking for that popular ‘light bulb’ result!)
- 27. 27 Panel Presentation – Governance The Basics of KM Governance and Structure – John Crager • Steering Committee • Advisory Board • Central Support • Design Teams
- 29. 29 Panel Presentation – Measurement Strategy Maps – Objectives, Performance and Accountability – Jeff Malick – Joe Rabenstine • Mapping objectives to the Balanced Scorecard • Linking objectives to projects and processes • Using existing measures of projects and processes to measure KM performance
- 30. 30
- 31. 31 What to map? • Enterprise Business strategy / objectives • Business unit strategy / objectives • Program strategy / objectives – E.g., Knowledge management program • Focus on objectives and how they relate to each other – the specifics of what you want to accomplish Why map? • Strategy drives performance • Monitor the progress of what matters • Understand the ‘why’ behind performance to make best decisions to put strategy in action
- 32. 32 Linkage to projects and processes • Objectives map to projects • Projects map to processes What to measure • Use current process metrics • Don’t create new measures and mechanisms for recording them Considerations… • Measurement of KM programs/projects • Attribution / cause and effect
- 34. 34 Small Group Discussion Tasks After your break… • Re-group at your assigned tables – Two tables per panel topic • Consider and discuss the ideas shared by the panelists – Identify someone to capture ideas on flip charts – All ideas are good ideas! • Your facilitator will lead discussions on the topic assigned to your table – Building Blocks (2 – 4) – Stumbling Blocks (1-3) – Next steps and implications • Develop summary for plenary presentation (3 – 5 minutes) – Building Blocks (2) – Stumbling Blocks (1) – Next steps and implications
Notas del editor
- In their 2001 book The Strategy-Focused Organization, Kaplan and Norton transformed their Balanced Scorecard, introduced in 1992 in the Harvard Business Review as a performance measurement system, to a strategic management system. A Strategy Map is a diagram that describes how an organization creates value by connecting strategic objectives in explicit cause-and-effect relationship with each other in the four BSC objectives (financial, customer, processes, learning and growth).