Monitoring And Evaluation Of Knowledge Management Elb
•Download as PPT, PDF•
5 likes•3,515 views
Presentation from the IKM-Emergent group presenting work on M&E of knowledge management. Presentation given during the KMIC webinar organised by USAID.
![Monitoring and Evaluation of Knowledge Management Simon Hearn, ODI, [email_address] Ewen LeBorgne, IRC International Water and Sanitation Centre, [email_address] Valerie Brown, Australia National University, [email_address]](https://image.slidesharecdn.com/monitoringandevaluationofknowledgemanagement-elb-110215023047-phpapp02/85/Monitoring-And-Evaluation-Of-Knowledge-Management-Elb-1-320.jpg)
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Monitoring And Evaluation Of Knowledge Management Elb
Similar to Monitoring And Evaluation Of Knowledge Management Elb (20)
More from Ewen Le Borgne
More from Ewen Le Borgne (20)
Monitoring And Evaluation Of Knowledge Management Elb
- 1. Monitoring and Evaluation of Knowledge Management Simon Hearn, ODI, [email_address] Ewen LeBorgne, IRC International Water and Sanitation Centre, [email_address] Valerie Brown, Australia National University, [email_address]
- 2. Overview
- 4. Definitions “ When I use a word, it means just what I choose it to mean — neither more nor less”
- 9. Challenges
- 11. Signposts
- 12. 1. KM ripple model Hulsebosch et al (2009) Performance improvement Changed practices Knowledge capital Knowledge process-enhancing activities
- 13. 2. The KM Framework Talisayon (2009)
- 14. Need a better understanding of what intangibles are Based on Talisayon (2009) Value creation through intangibles Human Capital Structural Capital Relationship Capital Tangible Assets Motivational Factors Cognitive Factors
- 15. Need a better understanding of knowledge transitions Nonaka and Takeuchi (1995) SECI
- 16. Need a better understanding of how knowledge is put to use Graham et al (2001) Knowledge to action cycle
- 17. Need a better understanding of organisational factors affecting knowledge use Ramalingam (2005) The RAPID Framework for Knowledge Strategies
- 18. We need to understand the level of complexity Snowden (2002) Cynefin framework
- 21. Multiple knowledges: M&E as multiple partners
- 25. Local knowledge Holistic knowledge Individual knowledge Collective knowledge as a nested set A collaborative system Specialist knowledge Organisational knowledge
- 26. Port Pirie: small town with the biggest lead smelter in the world COMMUNITY SPECIALIST ORGANISATION HOLISTIC FOCUS People long resigned to risk Health Centre stays aloof Mine muzzles council INDIVIDUAL Children diagnosed with lead KNOWLEDGES STRUCTURE CONDITIONS Fear for future livelihood
- 27. New alliances in Port Pirie COMMUNITY SPECIALISTS ORGANISATIONAL HOLISTIC Outrage, political action Technical skills, advocacy Public/private good Children’s well-being I NDIVIDUAL Parent, grandparent
- 29. Next steps: - The IKM-E approach - Emergent questions on the horizon
- 35. What now?
- 38. Thank you!
Editor's Notes
- IKM-Emergent Working Group 3: Management of knowledge Our Journey
- The journey
- We were encouraged to be as practical as possible in today’s webinar and leave you with some great tools like Outcome Mapping, Appreciative Enquiry, Contribution Analysis, etc etc. But instead what we think would be much more useful is to give you a few signposts that can help you decide how to use whatever tools you decide to use. Because it’s not the tool that is the most useful thing but how it is used and what it is used for. Some tools have these aspects built in to a certain degree, but that is all the more reason to need to make these questions explicit. So we’re going to give you a taste of a few different perspectives on knowledge management in the hope that some of them will resonate with your thinking and help you understand how you can assess you initiatives. We are dealing with diverse world views and different forms of knowledge, power and governance Effective methodologies are needed that hold this diversity We need to add value to understanding, justifying and improving knowledge for development processes While we have no clear answers, there are signposts to the way this could be done.
- 1. An intervention aimed at facilitating knowledge flow 2. Knowledge capital that is created 3. This leads to changed practices in people, teams or organisations 4. This then leads ultimately to performance improvement
- Simple framework that can be applied to any situation: intangibles of some kind are used for effective decision making, which leads to some kind of valuable result. This simple frameworks carries with it a strong message that when we M&E KM, we must think through the full value chain, not just the km intervention.
- Describes the processes that move knowledge between tacit and explicit states. this can help us understand the knowledge processes that are going on in any given intervention and thus enable us to see where and how knowledge is being used.
- Set within an organisational context Looks at four overlapping dimensions that play a role in defining the success of a knowledge and learning strategy in an organisation Suggests that dealing with the four in an integrated and coherent manner may make strategies more effective – thus gives us a model to evaluate these strategies
- Four domains of knowledge – all of which are valid within different contexts. Provide common process we can monitor Sense-categorise-respond – everything is given and defined Sense-analyse-respond – interpretation is needed but the skills are trainable probe-sense-respond - act-sense-respond
- IKM has adopted the concept of multiple knoweldges which can help clarify these things and make them explicit.