These slides were delivered in a workshop led by Leah D. Gordon for the Nigeria National Agency for the Control of AIDS February 12, 2012. The objectives of this workshop were to: 1.) gain a fundamental understanding of knowledge management principles and discover ways to integrate knowledge management into everyday work routines; 2.) Develop a clear structure for disseminating and promoting the use of information generated from research and evaluation studies.

1. Strategic Knowledge
Management for M&E Teams
Workshop
Leah D. Gordon
Knowledge Management Specialist
MEASURE Evaluation

2. Objectives
 To gain a fundamental understanding of knowledge
management principles and discover ways to
integrate knowledge management into routine
operations.
 Develop a clear structure for disseminating and
promoting the use of information generated from
research and evaluation studies.
 Appreciate difference between knowledge and
information.
 Common tools and approaches to knowledge
management of M&E systems.

3. KNOWLEDGE MANAGEMENT

4. What is knowledge management?

5. What is knowledge management?
“Getting the right information, to the right people at
the right time.”
“Linking what we do with what we need to know.”

6. Why manage knowledge?

7. Why manage knowledge?
To meet the challenge of connecting people,
working smarter and getting results.

8. TRANSLATING DATA INTO
KNOWLEDGE

9. KNOWLEDGE
INFORMATION
DATA

10. PEOPLE
PROCESS
TECHNOLGY

11. Explicit & Tacit Knowledge
Explicit Tacit
 Articulated and codified  Knowledge that is difficult
knowledge stored in to transfer by means of
media. writing or codifying.

12. MANAGING KNOWLEDGE

13. NACA Mission
To provide an enabling policy environment and
stable ongoing facilitation of proactive multi
sectoral planning, coordinated implementation,
monitoring and evaluation of all HIV/AIDS
prevention and impact mitigation activities in
Nigeria.

14. Turning Research into Action
Types of learning –
1.Cognitive involves comprehension, critical skills,
procedural patterns and concepts.
2.Affective involves the way people react
emotionally, values, empathy, motivation and
attitude.
3.Psychomotor involves change or development
in behavior or skills.

15. Cognitive learning
6. EVALUATION
5. SYNTHESIS
4. ANALYSIS
3. APPLICATION
2. COMPREHENSION
1. KNOWLEDGE

16. Cognitive learning
6. EVALUATION
5. SYNTHESIS
4. ANALYSIS
3. APPLICATION
2. COMPREHENSION
1. KNOWLEDGE

17. Sourcing Knowledge
Where is the knowledge? Who has it?

18. Citing References
1. Use proper titles, names
2. Citing helps readers and users reference
source
3. Helps establish your credibility as an
information source

19. THE KNOWLEDGE AUDIT

20. Knowledge Audit
In order to solve the targeted problem, what
knowledge do I have, what knowledge is missing,
who needs this knowledge an d how will they use
the knowledge?

21. Knowledge Audit
Step 1: Identify what knowledge currently exists.

22. Knowledge Audit
Step 1: Identify what knowledge currently exists.
Step 2: Identify and locate explicit and tacit
knowledge in the targeted area.

23. Knowledge Audit
Step 1: Identify what knowledge currently exists.
Step 2: Identify and locate explicit and tacit
knowledge in the targeted area.
Step 3: Provide recommendations from the
knowledge audit to management – address status
quo and possible improvements to the KM activities
in the targeted area.

24. Knowledge Cycle
Knowledge Knowledge
Generation Capture
Mission: To provide an enabling policy
environment and stable ongoing
facilitation of proactive multi sectoral
planning, coordinated implementation,
monitoring and evaluation of all HIV/AIDS
prevention and impact mitigation activities
in Nigeria.
Knowledge Knowledge
Application Sharing

25. COMMUNITIES OF PRACTICE

26. What is a Community of Practice?
 A community of practice is a group of people who
share a concern or a passion for something they
do and learn how to do it better as they interact
regularly.
Etienne Wenger

27. What is a community of practice?
 A central principle of Knowledge Management is
that organizations can best foster the capture
and exchange of knowledge through CoPs –
networks of people that identify issues, share
approaches and make the results available to
others.

29. What CoPs Do
 Problem solving
 Requests for information
 Seeking experience
 Reusing assets
 Coordination and synergy
 Discussing developments
 Documentation projects
 Visits
 Mapping knowledge and identifying gaps
Wenger, Home
page

30. The CoP Life Cycle

31. Ways that COPs Create Value
 Immediate value:
Activities and interactions
 Potential value:
Knowledge capital
 Applied value:
Changes in practice
 Realized value:
Performance improvement
 Reframing value:
Redefining success
Wenger, Trayner and de Latt,

32. Measuring Value of COPs
 Immediate value: What happened?
 Potential value: What was produced?
 Applied value: What difference did it make?
 Realized value: Did it change our ability to
achieve what matters?
 Reframing value: Has it changed the
understanding of what matters?

33. Functional CoP Roles
 Executive sponsor: Nurture and provide top-level recognition for
the community while insuring its exposure, support, and
strategic importance in the organizations.
 Leader/facilitator/moderator: Provide the overall guidance and
management needed to build and maintain the community, its
relevance and strategic importance in the organization, and its
level of visibility among stakeholders.
 Content manager: Search, retrieve and respond to direct
requests for the community’s knowledge and content.

34. Functional CoP Roles
 Events coordinator: coordinate, organize and plan community events or
activities.
 Communications: Developing the communications and outreach plan
and lead in providing the ongoing unidirectional communication with the
CoP.
 Reporter: identifying, capturing, and editing relevant knowledge, best
practices, new approaches and lessons learned into documents
 Education and skill development: The lead on coordinating the
education and skill development activities, workshops, and content.

35. Types of Leadership in COPs
 inspirational
 day-to-day
 classificatory
 interpersonal
 institutional
 cutting-edge
Wenger, COPS: Learning as a Social System

36. Community Communication
Strategy
How the community communicates with its
stakeholders.

37. Review:
How have we communicated in the
past?
How effective has that been?
How do audiences perceive the
network?

38. Objective:
What do we want to achieve?

39. Audience:
Who is our audience?
Do we have a primary and
secondary audience?
What information do they need to
act upon our work?

40. Message:
What is our message?
Do we have one message for
multiple audiences or multiple
messages for multiple audiences?

41. Tools:
What kinds of communication
“tool” will best capture and deliver
the message?

42. Channels:
What channels will be used to
promote and disseminate
products and information?

43. Resources:
What kind of budget do we have?
Will this change in the future?
What communication skills do we
have?

44. Timing:
What is our timeline?
Would a staged strategy be most
appropriate?
What special events or
opportunities might arise?

45. Brand:
Are the communication products
“on brand”?
Are we broadcasting the right
messages?

46. Feedback:
How will we know our
communication strategy is
successful?
What will have changed?
How can we assess whether we
had any influence?

47. HOW TO IDENTIFY BEST
PRACTICES

49. Characteristics of a Best Practice
1. Innovative and/or an improvement and/or set a
precedent.
2. Makes a difference and there is evidence of
positive impact.
3. Has a sustainable effect on the intended
audience.
4. Has potential for replication.

50. How to find best practices
Ask the following to identify best practices
1.What did we set out to do?
2.What did we actually achieve?
3.What went well?
4.What could have gone better?

51. COMMUNICATION TOOLS
THAT SUPPORT KM

52. Sources: Print Media
 Periodicals
 Journal articles
 Books
 Case studies
 Fact sheets
 Briefs

53. Sources: Electronic Media
 Television news reports
 Radio
 Documentaries/Film

54. Sources: Social Media
 Blogs
 Twitter
 LinkedIn
 YouTube

55. Knowledge Management Strategy
 Identify your audience
 Rationale
 Strategy – People, Process, Technology
 Lines of Action
 Monitoring and evaluation

56. USING SOCIAL MEDIA TO
PRACTICE KM

57. Questions?
Hands on social media experience

58. WRAP UP

59. MEASURE Evaluation is funded by the U.S. Agency for
International Development (USAID) and implemented by the
Carolina Population Center at the University of North Carolina
at Chapel Hill in partnership with Futures Group International,
ICF International, John Snow, Inc., Management Sciences for
Health, and Tulane University. Views expressed in this
presentation do not necessarily reflect the views of USAID or the
U.S. government.
MEASURE Evaluation is the USAID Global Health Bureau's
primary vehicle for supporting improvements in monitoring and
evaluation in population, health and nutrition worldwide.