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Knowledge Management in Higher Education: Creating Accountability from Within

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Title: Knowledge Management in Higher Education: Creating Accountability from Within


1
Knowledge Management in Higher Education
Creating Accountability from Within
  • Lisa Petrides, Ph.D.

Institute for the Study of Knowledge Management
in Education
2
Knowledge Management A Working Definition
  • A human-centered, organization-wide approach to
    knowledge sharing and learning
  • The conscious integration of people, processes
    and technology to collect, share, and use
    information that builds organizational capacity
    for continuous improvement
  • Ultimately,transforming what an organization
    knows into how it acts

3
The Roach Motel Model
  • Roaches (data) check in, but they cant check
    out

4
The Its Right Here in My Files Model
5
The Hording Model
6
The Reinvent the Wheel Model
7
A Few Knowledge Management Building Blocks
8
What Is This?
Data
9
Information is Data in Context
10
Knowledge Used to Inform Decisions or Take Action
11
The D-I-K-A Model Provides Continuous Feedback
Information
Data
Knowledge
Action
12
Core Resources People, Processes, and Technology
  • Peoples attitudes, behaviors, and the role of
    management
  • Organizational processes, policies, and
    structures
  • Technology and information systems

13
People, Processes, and Technology
  • It is people who access data, place information
    in context, and create and share knowledge
  • Knowledge within an organization can be tacit as
    well as explicit, often with tacit information as
    institutional memory

14
For those of you who dont know Mr. Inghamhes
our institutional memory.
15
People, Processes, and Technology
Challenges
  • Lack of leadership support for data access and
    sharing
  • Data use perceived as threatening
  • Information overload

16
People, Processes, and Technology
Knowledge Management Approach
  • Provide incentives for people to share and use
    what they know
  • Identify and improve management styles and
    patterns of behavior
  • Provide means for transforming tacit knowledge
    into explicit knowledge

17
People, Processes, and Technology
  • Organizational processes, policies, and
    structures can either inhibit or enhance the
    sharing of information and knowledge
  • These processes influence individual behavior,
    which lead to establishment of organizational
    norms and behavior

18
People, Processes, and Technology
Challenges
  • Need for better analysis of existing data and
    information
  • Insufficient internal research capacity
  • Fragmentation and lack of coordination across
    functions and departments

19
People, Processes, and Technology
Knowledge Management Approach
  • Identify patterns of information use (and
    non-use)
  • Establish and promote processes that encourage
    the use and sharing of information
  • Develop processes and structures that disable
    information silos

20
Disabling an Information Silo
21
People, Processes, and Technology
  • Technological advancessuch as data
    warehousingcan make data much more accessible,
    particularly for non-experts
  • However, the implementation of technology itself
    does not promote the use of data, particularly
    among those less familiar with information
    technology

22
People, Processes, and Technology
Challenges
  • Data perceived as unreliable
  • Inadequate, unreliable, or disconnected
    information systems
  • Insufficient technology support

23
People, Processes, and Technology
Knowledge Management Approach
  • Involve end-users in system design and
    implementation processes
  • Promote information systems that span departments
    rather than serve to reinforce divisions among
    them

24
The Result A Culture of Inquiry
  • Access to reliable data to measure and assess
  • Effective information use and sharing
  • Create and share knowledge cross-functionally to
    ask questions and solve problems proactively
  • Turn knowledge into action as a means to improve
    outcomes, performance, or effectiveness

25
Knowledge Management Is Not
  • An isolated approach
  • A quick fix
  • Ready-made for your college campus
  • A new campus-wide information system
  • A way to control or define what knowledge is
  • Something you can buy from a vendor

26
Research Questions at the Intersection of People,
Processes and Technology

People
Processes
Technology
Research Questions
27
Types of Questions Associated With Research on KM
  • How can a college improve the way information
    systems are used in decision-making?
  • Are there incentives on campus for people to
    share what they know across departments?
  • Are external demands for information aligned with
    internal needs for information?
  • How do accountability mandates affect
    institutional practice?

28
Why Should We Bother?
  • Internal Motivators
  • Improved student learning outcomes
  • More informed decision-making
  • Financial goals (increased efficiency)
  • External Motivators
  • Accountability mandates
  • Accreditation processes
  • Perceptions of public needs

29
A conscious integration of people, processes and
technology to collect, share, and use information
that builds organizational capacity for
continuous improvement
How Would You Know If You Saw It?
30
How Would You Know If You Saw It?
  • People
  • Management that encourages data and information
    use
  • Resources available to bring faculty and staff
    together to analyze and discuss data
  • Culture of inquiry that promotes asking
    questions, finding answers, and taking action

31
How Would You Know If You Saw It?
  • Processes
  • Practices in place that clearly relate how data
    and information analysis advances the overall
    mission
  • Data collection priorities span across
    departments
  • Professional development that helps people use
    and analyze data for practical decision-making

32
How Would You Know If You Saw It?
  • Technology
  • New information technologies supported through
    adequate resourcing
  • Faculty and staff included in information
    technology design and implementation
  • Wide access to data and information in easy to
    query formats for non-experts

33
Conclusion Building Trust and Accountability
Using a knowledge management approach allows
colleges to develop
  • Opportunities to define their own terms of
    success
  • People, processes, and technology to measure and
    guide improvement
  • Ability to present their successes to external
    stakeholders

34
Discussion (Q A)
Contact me lisa_at_iskme.org More information
www.iskme.org
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