Elements of a Model KM Framework for Country Offices

1. United Nations Development Programme Elements of aModel KM Frameworkfor Country Offices Knowledge Management Workshop UNDP Bhutan 10 - 11 August 2004

2. After Action Review Learn During create apply Learn Before Communities of Practice & Knowledge Worker Learn After Lessons Learned Comparative Experiences capture share Model KM Framework • Projects/activities • Tools developed • Monitoring • Action reflection • Business Processes • Learning cycle • Handover procedures • Peer assist • Knowledge assets • People • Capacity mapping • K-products • Documenting & Codifying • Templates • IT • K-Networks • CO-to-CO support • Technology • Culture & Trust • Incentives

3. Financial resources Staffing Systems and processes Learning Time availability Technology infrastructure/ connectivity Knowledge creation Advocacy and communication Management support for cultural change Determinants for KM strategy development

4. People and Performance • Make knowledge sharing and networking a core performance factor of the RCA • Introduce incentives to promote knowledge sharing and reward “best knowledge worker” • Give attribution, recognition, credit • Introduce “Knowledge-Olympics” • Set up multidisciplinary programme teams • Introduce mentoring and coaching • Use the “Mutual Support Initiative” • Recruit KM officer (KM, LM and M&E officer could form core of KM unit)

5. Learning • Apply the learning cycle and introduce “after action reviews” in the programming cycle • Use joint field visits for knowledge sharing and learning • Prepare and share lessons learned • Organize ‘exit-interviews’ • Use 5% learning time creatively • Make use of VDA • Organize dedicated knowledge sharing and learning events • Deal openly with project failures as learning opportunity • Strengthen the role of the M&E unit

6. Working smarter • Establish in-country networks • Join global expert networks • Engage knowledge networks • Introduce Peer Reviews (e.g. virtual PAC meeting) • Review comparative experiences • Use different technologies to manage your knowledge

7. Practical issues • Capturing • Templates to standardize • Structured hand-over procedures, incl. exit interviews • Documentation • Organized and “cleaned” shared drives • CO intranet site • Document filing system • Sharing • Regular PO meetings • Informal meeting possibilities • Joint field visits • Regular dedicated learning sessions • CO-to-CO support/exchange • Join/set up communities of practice • Provide and allow feedback – be constructive

8. Key lessons • Leadership from the top is essential • Leader of CoP is ‘make or break’ • A holistic approach to managing knowledge only works in a non-hierarchical environment • Facilitators should have good communication skills, but not be the “expert” • Knowledge is power, which often prevents people from sharing it • KS is about trust • Rewarding people for KS is crucial • Startfrom the clients (internal and external) and define the problem (knowledge gaps) first • Think carefully about the business case – articulate the reasons for KS

9. Further issues to consider • Knowledge is created by human beings • It is natural for people to create and share knowledge • Everybody is a knowledge worker • People choose to share their knowledge • Knowledge management is not about technology • Knowledge is born in chaotic processes that take time

10. End of presentation Thank you for your attention