1. Connecting Creation to Application. Albert Simard Knowledge Manager Defence R&D Canada INF0NEX Public Sector Human Resource Management January,18-21, 2011; Ottawa, ON Knowledge Transfer:
7. Incentive Framework Peter Stoyko (2010) Individuals Creativity Willingness Engagement Productivity Attitudes Motivation Functionality Behavior Compliance Organizational Results Individual Response Type of Incentive
29. Knowledge Management Levels Strategy Knowledge Assets Knowledge Sharing Knowledge Work Knowledge Transfer Knowledge Infrastructure Stock Flow Business National Defence, Public Safety Defence R & D Canada Markets Resources Government
31. Knowledge Management Regimes Strategy Dialogue Agreements Work Process Hierarchy Interactions Innate Tacit Explicit Authoritative Knowledge Create Collaborate Organize Authorize Purpose (Why) Engage people Connect Communities Capture & Structure Decide & Act Process (How) Environment & Interests People & Connectivity Objects & Tasks Decisions & Actions Entity (What) Responsible Autonomy Negotiated Agreement Organizational Infrastructure Authoritative Hierarchy
32. Knowledge Services Value Chain Strategy Use Internally Use Professionally Use Personally Generate Transform Add Value Transfer Evaluate Manage Extract Advance Embed Legend S&T Partners Defence Research & Development Canada Forces, Practitioners, Stakeholders
34. Transfer Strategy Rich Reach Strategy Advertise Explain Promote Support Intervene Purpose Many Some Few Few One Audience Self-help Consultation Specification Paper Conversation Transfer Canadians Practitioner Intermediary Knowledge Government Destination Popular Professional Complicated Conceptual Complex Difficulty
Notes de l'éditeur
This is an organizational infrastructure that includes pretty much everything that is needed to run CSS. This applies to KM as well as anything else that we do. Simply put, people use tools and process within a governance structure to increase the value of content and services. It isn’t a matter of focussing on one or more parts of the infrastructure. All parts must be reflected in a task, project, or program if it is to succeed.
Many departments are mandated to produce content and to use it to achieve sector outcomes. Knowledge services show the flow of departmental outputs from generation through final use. We can think of the flow of services as a value chain, with several stages. Each stage involves one of three processes – embedding, advancing, and extracting value Four stages embed value; three advance it along the value chain, and three stages extract value from knowledge services. As previously, all of the organizational infrastructure and hierarchy are involved in every stage. The first five stages of the value chain are internal to a department – what can be managed. The last four stages relate to the sector and society – these can only be influenced. Content management is a key part of the management stage. The provider/user market model is represented by the vertical line between the organization and the sector. As you can see, knowledge services involve a lot more than transferring content. It also involves more than service delivery. Achieving sector outcomes and results for Canadians requires that the services be actually used to fulfill a want or need.
A third question is the service delivery strategy. As shown previously, recipients of knowledge services can be divided into a number of user categories. Users are a more proactive way to look at delivering services, in that users produce outcomes and realize benefits, whereas communicating to audiences implies simple receipt of services. Outline the six.
The framework goes beyond passive delivery of services to proactive use to yield outcomes. This table shows content difficulty, audience size, level of interaction, and one example of use for the six user categories. Summarize the table. If you remember only one thing about the richness spectrum, let it be that the best methods to use at either end of the spectrum are both infeasible and ineffective at the other end.