KM: some real world examples of organisational development

1. KM: some real world examples of organisational development Gordon Duff NCOSS Management Support Unit (MSU) phone: 9211 2599 ext 127 email: msu@ncoss.org.au web: www.ncoss.org.au/msu

2. NCOSS Management Support Unit 2 3 examples Consumer participation, (single) event based service planning (disability), storytelling and knowledge café; Service evaluation, inter-disciplinary evaluation of co-location (children & families) through (series of) appreciative inquiry interviews; Service development, toward seamless person centred care (aged and disability) using web based refferal/ care pathway management tools (ongoing, infrastructure)

3. NCOSS Management Support Unit 3 1. Storytelling and disability rights Event based knowledge exchange between professionals and disabled citizens, a response to government requirement to produce Disability Rights Scheme (new UK legislation) Storytelling as KM technique (knowledge we know we don’t have) Knowledge café, video booths, visual / art Why use ‘knowledge café’ and ‘storytelling’?: ‘Harvest’ the knowledge of the lived experience of disabled people in a particular locality (re: access to services, agency interface issues, customer service) identify and exchange learning, particularly create better loop between implementation and strategy (identify flaws at early stages) explore values, connections and shared purpose enrich quantitative information (e.g. boring demographic) with qualitative ones (i.e. interesting, frustrating and inspiring stories) enable range of disabled people to be heard

4. NCOSS Management Support Unit 4 Storytelling and disability rights Social results: Powerful stories, momentum for change Outcome based measures of success linked to lived experiences of disabled people Raised expectations of consumer participation: ‘we ask the questions, you tell us, we plan, we deliver, you experience’ Service recipients as ‘co-planners’ and ‘co-producers’ of outcomes

5. NCOSS Management Support Unit 5 2. ‘AI’ interviews within integrated centre for children and families Co-location of health (primary care) and social (children in need, child protection , psycho-social, family support services) Appreciative Inquiry Interviews as a KM technique Why use ‘AI’: process of discovery, dream, design, destiny: assumes that every living system has many untapped and rich and inspiring accounts of the positive. great leveller of rank and status (any knowledge from any part of the system is useful) cyclical process, develop internal capabilities (can repeat), for asking ‘what’s working well’ low cost, integrated with day to day stuff

6. NCOSS Management Support Unit 6 Social Results Whole systems development: exploration of professional mental models blurring of (para) professional boundaries toward common vocabulary of risk and protective factors aligned and shared (pooled) budgets refinement of joint working protocols >>> seamless, person centred, early intervention and prevention

7. NCOSS Management Support Unit 7 3. Northern Rivers Social Development Council Infoxchange Pilot ‘Technology for Social Justice’: web based referral management tool across 10 services known to have interlinked referral patterns Funded by DADHC (training, implementation, evaluation) Governance and Steering Committee

8. NCOSS Management Support Unit 8 Process Identification of services, scoping and info sessions Mapping referral pathways (stocks and flows) Agreement over referral protocols, client confidentiality and consents Site deployment (web based, like internet banking) Go live with ongoing support, evaluation

9. NCOSS Management Support Unit 9 Social Result?: costs, benefits, issues ‘Free’ pilot then fee for service partcipation by each organisation on its own business case Funder perfomance management requirements and interface capabilities of software cross border and cross Department funding reduce replication and duplication Plan to grow organically (cf HS Net) Person centred care (referral efficiency) ‘Seamless’ service system

10. NCOSS Management Support Unit 10 Effective knowledge management involves: connecting people with other knowledgeable people and with the knowledge that can enhance their work;  encapsulating the tacit knowledge, making it easier to transfer; identifying knowledge gaps; and implementing tools (knowledge bases, groupware, social software) and processes (events, ‘AI’ interviews) to enhance knowledge sharing.

11. NCOSS Management Support Unit 11 Promise of social results Improved decision-making. Retention of organisational memory.  Increased innovation.  Support for the conversion of information into knowledge. 

12. NCOSS Management Support Unit 12 Making a start View organisations as human communites, forget ‘command and control’ Challenge ‘the way things have always been done’ from multiple perspectives, encourage diverse views Give more explicit recognition to values, feelings and emotions as data Enable communities of practice (informal networks of people with stuff in common) Identify key knowledge brokers, people in key positions to show and tell Capture best practice and map (especially tacit) knowledge (who knows what?, using knowledge directories, blogging etc)

13. NCOSS Management Support Unit 13 Mapping tool

14. NCOSS Management Support Unit 14 NCOSS Management Support Unit Gordon Duff MSU Senior Project Officer phone: 9211 2599 ext 127 email: msu@ncoss.org.au web: www.ncoss.org.au/msu