We often have problems with externalizing our knowledge and have limited social interaction across units – in form of both face-to-face and virtual form. The other problem is also that KM is seen as an add-on instead of being seen as an integral part of what we should do.
Some methods/techniques that came out for the following stages of learning were:
Learning before
- access the existing lessons learned, strategy papers, guidance notes, publications (journal articles to theoretical)
- search for content on relevant networks
- stakeholder analysis
- peer assists
- assessment
- do regular/continuous evaluation at all stages of project
- after action reviews/ appreciative inquiry
- peer assists and regular during action reviews
- regular team meetings
- study visits
- capturing of lessons learned
- briefing and debriefing
- most significant change
- exit interviews and hand-over strategy
One thing the group agreed on was that a lot of learning is personal effort and those individuals who walk the talk should be encouraged and supported.
The group observed the common principles as:
- Make learning explicit
- Buy-in from the team
- Provide a safe environment in which staff can fail
- Delineation between learning and performance assessment
- Donors also need to give opportunity for us to learn
- Learning happens by interacting between people as well as through codified resources
- Recognise and acknowledge what people do – knowledge promoter award, thank you email, etc.
- Embed learning before, during and after in the project implementation/processes of the organizations work
- Provide templates for capturing of knowledge such as through good practices and other knowledge sharing formats
- Increase social interaction at workplace and engage constructively
- Create a KM taskforce to ensure that KM is embedded into work of the organization
- Codify knowledge and make it available for those who are afraid to ask
- Make our stakeholders that learning is part of the way we work in our organization
- Support and create environment for people to interact
- Push/train management to understand that we do better if we give time for reflection/analysis of situation and learning
- Make staff members aware and responsible for knowledge sharing/management in the organization
- Balance codification of knowledge and social interaction/networking
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