knowledge management in the public sector april, 2009 paul mcdowall knowledge management advisor...

Knowledge Management in the Public Sector

April, 2009

Knowledge Management in the Public Sector

April, 2009

Paul McDowall

Knowledge Management Advisor

Canada School of Public Service

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“The purpose of management is the productivity of knowledge.”

Peter Drucker

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• 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?

AgendaAgenda

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The DIKW ModelThe DIKW Model

KNOWLEDGE

DATA

INFORMATION

WISDOMWhere is the experience?

Where is the expertise?

What can you retain?

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What is Wisdom?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

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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.

Knowledge in Two Forms (M. Polanyi)Knowledge in Two Forms (M. Polanyi)

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Tacit ExplicitTacit Socialization/

Intermediation(e.g. conversation)

Externalization(e.g. codification)

Explicit Internalization(e.g. reflection)

Combination/Cognition(e.g. automatic feedback)

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

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

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Knowledge Spaces(D. Snowden)

Knowledge Spaces(D. Snowden)

1. Routine

•Standards, manuals•Bureaucrats, administrators•Categorize, process

2. Specialized

•Technical documents•Experts, consultants•Design, develop systems

3. Complex

•Tacit knowledge•Scientists, experience•Find patterns, understand

4. Chaotic

•Observations•Explorers, innovators•Explore, test

Adapted from Snowden (2002)

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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.

Expertise ResearchHenley Business School (UK), R. McDermott


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Training Learning from experience

Expertise

Specific knowledge

Analytic knowledge

Personalknow how

Skillattention

cues

Technical/ scientific

awareness

operational

organizational

patterns

optionsprocesses

frameworksguidelines

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The Johari WindowThe Johari Window

Know Don’t Know

Know

•Core competence•Stewardship

•Gaps•Partnership or collaboration potential

Don’t Know

•Lack of stewardship•Missed opportunities•Corporate amnesia

•Risks of change•Corporate ‘ignorance’

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The Outcomes are Effectiveness and Innovation

The Outcomes are Effectiveness and Innovation

Effectiveness and Innovation

Knowledge and Learning

Knowledge Management and Organizational Learning

Individual level

Organizational level

Outcomes level

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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

What is Knowledge Management?What is Knowledge Management?

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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

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Knowledge Management is a multi-disciplinary approach to using and managing organizational knowledge that is based on sound Information management practices, focussed on organizationallearning, recognizing the contribution and value of employees, andis enabled by technology. It is primarily concerned with the content of knowledge within the organization and how that knowledge canimprove organizational performance.

Interdepartmental Knowledge Management Forum, 1999

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Knowledge Management Principles 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

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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

A Knowledge-based Public SectorA Knowledge-based Public Sector

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Some Common MythsSome 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

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Some Common TruthsSome 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

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• 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

The Role of Knowledge in the Public SectorThe Role of Knowledge in the Public Sector

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The Knowledge Advantage for the Canadian Public Service

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

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“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


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“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)

The Challenge for the Public SectorThe Challenge for the Public Sector

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“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


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• 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

The Daunting Dozen (Peter Stoyko)The Daunting Dozen (Peter Stoyko)

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IPAC Deputy Minister SurveyIPAC Deputy Minister Survey

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The Public ServiceThe 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

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Management Accountability FrameworkManagement Accountability Framework

“The department manages through continuous innovation and transformation, promotes organizational learning, values

corporate knowledge, and learns from its performance”

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How does Knowledge Management apply to the Canadian public sector?

• How has Knowledge Management been applied across the Canadian public sector?



AgendaAgenda

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Interdepartmental Knowledge Management ForumInterdepartmental 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 knowledge-

intensive 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

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KM Across the Canadian Public Sector 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

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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

StaffTraining

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

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Fou

ndat

ion

Fou

ndat

ion

LeadershipLeadership

Tec

hn

olo

gy

Tec

hn

olo

gy

Cu

lture

Cu

lture

Inukshuk:Inukshuk:

•“likeness of a person” (essential component of KM) •Identify opportunities•Guide leaders•Very Canadian•Every Inukshuk is different

InternalizationInternalization

SocializationSocialization Externalization Externalization

CombinationCombination

Pro

cess

Pro

cess

Tacit Knowledge Tacit Knowledge Explicit Knowledge Explicit Knowledge

Inukshuk: Defence Knowledge ModelInukshuk: Defence Knowledge Model

Measurement Measurement

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KM at National DefenceKM at National Defence

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Defence Research and Development CRTI

KM Approach*KM Approach*

Tacit

Explicit

Tacit Explicit

SocializationSocialization

CombinationCombination::

ExternalizationExternalization

InternalizationInternalization:

*Nonaka, I. and H. Takeuchi. The Knowledge Creating Company. New York: Oxford, 1995.

Tacit

•Exercises•Clusters•First Responder Workshops

•After action reviews •Symposia•Workshops• Tech Demos• Competency Map

•Lessons learned• New Protocols• Documents/Reports• Communications• Portal• Databases• Info Management

• Exercises• Shared Experience• Training

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Environment Canada

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Office of the Auditor GeneralOffice of the Auditor General

We want people to get to the knowledge and tools needed to do the work as quickly and intuitively as possible

•People

•Work•Done

•Knowledge •tools

•Gather/share

•Decide/act•Contribute •experience

People

WorkDone

Knowledge tools

Gather/share

Decide/actContribute experience

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Knowledge

Management

CapacityBuilding

Organizational Context

Resources Infra-structure

ContentGover-nance

Culture

Learning

Funds

People

Time

Technology

Systems

Management

Acquisition

Production

Dissemination

Vision

Direction

Commitment

Change

Sharing

Controlling

Education

Skills

Experience

NRCan Canadian Forestry Service

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Natural Resources CanadaNatural Resources Canada

Content

Tools

Organization

People Learning, motivation,

rewards, incentives

Processes

roles, responsibilities, authorities, resources

lessons learned, best practices, work routines

forestry data, information & knowledge

infrastructure & systems to

capture, store, share content

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Natural Resources Canada:What is Knowledge management?

Natural Resources Canada:What is Knowledge management?

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Knowledge ServicesThe 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

What is Content ?

• 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.

Content Value Chain

Flow of content through sequential stages, each of which changes its form and increases its usefulness and value.

Objects Data Information Knowledge Wisdom

Domain

Organization

Data Records Know how Experience

2. Content is transformed from one form to another through processes such as capturing, interpretation, analysis, and experience.

Programs

Executive

Operational

Industry AdminScience Policy

Content Flow

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

Direction

Plans

Operations

Positions

Coordination

Accomplishments

Answers

Advice

Teaching

Facilitation

Support

Laboratory

Database

Scientific article

Technical report

Outreach material

Geospatial products

Statistical products

Standards

Policies

Regulations

Systems

Devices

Objects

Data

Information

Knowledge

Wisdom

SolutionsHelpProductsContent

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.

Mandate

Evaluators

Indirect Outputs

SectorOutcomes Canadians

Intelligence

Organization

Body of Knowledge

(Knowledge cycle)

Direct Outputs

Recommendations

Benefits

(tertiary)

(secondary)

(primary)Knowledge

Knowledge Services System

5. A Knowledge Services System combines components and infrastructure that function collectively to produce, provide, and use knowledge services.

Extract

Advance

Embed

Knowledge Services Value Chain

Generate

Use Internally

Use Professionally

Use Personally

Transform Add Value

Transfer EvaluateManage

Organization Sector / Society

6. Knowledge services flow through nine stages in which value is embedded, advanced, or extracted by an organization, sector, or society.

Legend

Provider/User Information Market

Users (Demand)

Providers (Supply)

An information market connects providers and users

Government On-Line

Global Disaster Information Network

7. Provider/User information markets focus on transactions (Fig. 6, vertical line). But departments are mandated to generate knowledge and promote sector outcomes.

Knowledge Market

(Performance / Supply)

(Market / Demand)

6. Add Value

7. Use Professionally

8. Use Personally

Evaluate

NaturalResources

Forestry Metals & Minerals

EarthSciences

Energy

1. Generate

2. Transform

3. Enable

4. Use Internally

5. Transfer

Organization

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.

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.

Information Policies

Government of Canada

Information Rights

Content Strategy

Serviced-Based Framework

Mandate Business

Information Policies Management

Plans

Programs

Service Vision

10. Information laws and policies (privacy, security, language, access) affect different levels of science-based departments. Consistent actions are needed at all levels.

Delivery Strategy:Richness Spectrum

Provide

Advertise

Explain

Promote

Support

Intervene

Interaction

All

Many

Some

Few

Few

One

Audience Size

Forms

Self-help

Consultation

Specification

Paper

Conversation

Transfer

All residents

Canadians

Practitioner

Intermediary

Knowledge

Other service

Content User

Fool-proof

Popular

Professional

Complicated

Conceptual

Complex

Content Difficulty

Rich

Reach

11. The delivery spectrum shows the range of richness of service delivery. A mismatch between richness attributes and user capabilities precludes effective delivery.

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.

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Natural Resources CanadaNorthstar (strategy) and Knowledge Management

Natural Resources CanadaNorthstar (strategy) and Knowledge Management

http://www.youtube.com/watch?v=9vm77Ge2Kxs

to integrate our knowledge





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HRSD

Knowledge Management

Initiative

Core KM Team Dedicated, full-time team

championing and developing KM.

HRSD KM Working GroupBranch representatives that work to

mutually support DM priorities on KM.Share & exchange with Core KM Team and leverage knowledge capacities.

KM: A Key Corporate Strategy Involving EveryoneKM: A Key Corporate Strategy Involving Everyone

Systems Services

Information Management Services

AdministrativeServices

Human Resources Services

EXAction 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

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Trust and collaboration at all levels of our organization are fundamental to our success.

• 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.

HRSDC Vision and Guiding Principles

VisionTo position HRSD as Canada’s leader in the

creation, management, preservation, exchange, and use of knowledge on human resources and social development issues.

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What is KM?

Knowledge Base& Relationships

People Organization

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.

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.

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.

HRSDC

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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 ExchangeKnowledge Exchange Knowledge Access 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

“Kn

ow

ledg

e Co

nscio

us”

Man

agem

ent / L

eadersh

ipCONTENT COLLABORATION

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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



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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

ToolsToolsPolicyPolicy

SupportSupport

Content and Content and Collaboration Collaboration

Strategy Strategy

Desired End-State for the Medium Term



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Mandate and Objectives of the NationalCrime Prevention Centre – Public SafetyMandate and Objectives of the NationalCrime 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

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NCPC Knowledge Functions - BackdropNCPC 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

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Children’s Hospital of Eastern OntarioChildren’s Hospital of Eastern Ontario

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TRANSPORT CANADA CIVIL AVIATIONKNOWLEDGE TRANSFER

RDIMS 4443339 v1

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Objectives

• Overview:– Transport Canada’s Knowledge Transfer

(KT) Project (1999 – 2002)

– Civil Aviation’s Knowledge Transfer (KT) Project (2008 – )

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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)

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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)

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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

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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

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People

TechnologyProcessContent

The Common PPT FrameworkThe Common PPT Framework

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How has Knowledge Management been applied across the Canadian public sector?



AgendaAgenda

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Knowledge Management is NOT….

working harder

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Knowledge Management is NOT….

about technology

http://www.youtube.com/watch?v=GdzUZDDi5aM




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Who is involved in the KM Value Chain?» Leaders» Managers» Staff/employees» Support groups» Clients/customers» Suppliers» Stakeholders

KM Value ChainKM Value Chain

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KM Approaches – the Good, the Bad, …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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• 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

Smart-Practice Tools (Peter Stoyko)Smart-Practice Tools (Peter Stoyko)

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Some Other Practices/ToolsSome 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 PracticeWhat are they?

Communities of PracticeWhat 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 PracticeHow are they different from Teams?

Communities of PracticeHow are they different from Teams?

Source: KM Review

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Information TechnologyInformation Technology

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© Etienne Wenger

Communitiesof practice

Kno

wle

dge

exch

ange S

ocial structures

Fleeting interactions

Knowledgebases

Synchronousinteractions

Discussiongroups

Access toexpertise

Projectspaces

Knowledge worker’sdesktop

Onlinecommunities

E-learningspaces

Ongoing integration of work and knowledge

Intraspect

EngeniaK-station

Infoworkspace

Communispace

PlaceWare

eRoomQuickPlace

Livelink

NetMeeting

Organik

QuestionQuiq TalkCity

EvokeWebex

eProject

BlaxxuneGroups(YahooGroups)

eCircle

(AltaVista)

Athenium Webcrossing

Teamware PlazaTacit

Coolboard

Ichat

Buzzpower

StuffinCommon

Prospero

WebboardWeTalk

PowWow

Motet

PeopleLink

Sharenet

virtualteamsPrism

Centra

Interwise

LearningSpace

VirtualMeeting

MeetPlace

Genesys

SameTime

InterCommunityDiscovery

RealCommunities

Teamroom

ConferenceRoom

BlackBoard

ArsDigita

Caucus

Bungo

SharedPlanetOpenItems

eShare

OpenTopic

UBB

AskMeClerity

Knexa

DocuShare

DocumentumAutonomy

Geneva

Oracle

Work

Instruction

Docum

ents

Conve

rsat

ion

Verity

WebfairCassiopeia

iTeamVignette

Abridge

Mongoose

PlumTree

Tapped-inExperience

Notes

OneStopMeetingMarratech

Wiki

WebCT

Simplify Groove

KnowledgeLead

FirstClass

iCohere

iMeet

eePulse.comCommunityZero

PeopleNet

NinthHouseHyperwave

72

“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)

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wiki’s socialnetworks

instant

messaging

e-mail

mail

groupscalendars

blogsaggregator

sbookmarks

search

engines

Surv

eys

& po

les

slid

essh

arin

g

vide

o

shar

ing

audio sharin

g

phot

o

shar

ing

presences

Clusty

Netvibes

http://www.blogger.com/home

http://technorati.com/

http://www.itunes.com/

http://www.facebook.com/

http://www.flickr.com/

http://www.skype.com/

http://get.live.com/messenger/overview

http://www.linkedin.com/

http://www.foaf-project.org/

http://www.youtube.com/

http://search.yahoo.com/web

http://www.wikipedia.org/

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Web 1.0 Web 2.0- static content - dynamic content- controlled push - chaotic pull- data and information - knowledge, expertise- impersonal - personalized- individual usage - social/community engagement- one-way publishing - collaboration- controlled - emergent- vendor dependence - platform-neutral- commerce - people

Enterprise 1.0 Enterprise 2.0- hierarchical - empowered/flattened- risk sensitive - innovative- role/position oriented - knowledge-enabled

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Key Lessons LearnedKey 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? 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 long-

term, ‘stable’ organization

“That’s the way we do things around here”

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“Don’ts” for Knowledge Management“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/TransferKnowledge 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 - APQCKnowledge 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 - APQCKnowledge 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 knowledge-sharing 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 KeysKnowledge Retention/Transfer Keys

• What is the problem?• What needs to be done?• What can I do?• What can we do?

86

Succession Planning Keys to Consider (Institute for Employment Studies, UK)Succession Planning Keys to Consider (Institute for Employment Studies, UK)

www.employment-studies.co.uk

87

Ten Practical Tips for Succession Planning (IES)

Ten Practical Tips for Succession Planning (IES)

www.employment-studies.co.uk

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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How has Knowledge Management been applied across the Canadian public sector?

Lessons Learned in applying KM


AgendaAgenda

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KM EvolutionKM Evolution

From To

Knowledge Capture Knowledge Mobilization

Documents and repositories Communities

Formal strategies Emergent strategies

Separate function/organization The way we do things…

90

Foresight 2020 Report Foresight 2020 Report

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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

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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

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“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 CabinetMcMaster-Ottawa Alumni Fall Speaker Series, October 26,

2006

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Canada School of Public Service Leadership Framework

Canada School of Public Service Leadership Framework

Empowered Individuals

Developed Organizations

Strong NetworksConnected &

Aligned Organizations

External

Individuals

Internal

Organizations

Strengthened Individual Capacity

Public Service Management Excellence

Effective Partnerships

Enhanced Collaboration

95

Government of Canada Key Leadership CompetenciesGovernment of Canada Key Leadership Competencies

Canada Public Service Agency, http://www.psagency-agencefp.gc.ca/index_e.asp

96

What Does Excellence look like? What Does Excellence look like?

98

Ibero-American Excellence Model (IEM)

EFQM Excellence Model


99

Canadian Framework for Business Excellence (NQI)

Australian Business Excellence Framework (SAI)

Center for Organizational Excellence

Other Organizational Excellence Models Other Organizational Excellence Models

100

Other Organizational Excellence Models Other Organizational Excellence Models

Baldrige Criteria for Performance Excellence

Japan Quality model

Singapore Quality Award Framework

101

Other Organizational Excellence ModelsOther Organizational Excellence ModelsEuropean KM FrameworkSeimens AG KM Maturity Model

Industrial RelationsCentre

www.myschool-monecole.gc.ca www.IndustrialRelationsCentre.com

Organization Effectiveness Blueprint

STRATEGY

LEADERSHIP

Current and desired competencies of the leadership team and the leadership culture

CAPABILITIES& RESOURCES

Competencies the organization and its members have or need to develop.

Resources to enable people to acquire

and use these competencies

RELATIONSHIPS

Critical linkages that must be developed and reinforced for an

effective organization

INFRASTRUCTURE

Formal work groups and units, reporting

relationships,ownership, and processes to

facilitate the flow of work

PEOPLEPeople systems that support hiring,

developing and retaining a competentand committed workforce

Mission, vision,values, objectives

and plans

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Key Characteristics of Excellence ModelsKey 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

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“In the future, we won’t call it ‘Knowledge Management’,…”

Gartner Group

104

“In the future, we won’t call it Knowledge Management,…

…we’ll call it Management”Gartner Group

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Paul McDowallKnowledge Management AdvisorCanada School of Public Service

373 Sussex Drive, Ottawa, Ontario, K1N6Z2, [email protected]

Interdepartmental Knowledge Management Forum: www.groups.yahoo.com/group/ikmf_figs