Tutor version slides eminar 2 the nature of knowing
- 1. Seminar: The Nature of Knowing Topic Number:2 Analysis 1: Evidence and the Nature of Knowledge in the Digital Age
- 2. 2 • Advising on Knowledge Management activities • Applying Knowledge Management principles and practice • Appreciating the strategic use of knowledge in a corporate setting Learning outcomes of this Seminar
- 3. 3 Reading & Activity Need to read: World Bank Case Study Pages 54 and 56 in Jashapara (2011) Get into groups and discuss the following questions ready to present to the class
- 4. Questions 1)What advice would you give Bruno Laporte on potential interventions for the next phase of growth in the World Bank’s knowledge management activities? 2) How could knowledge management activities be applied more centrally to the World Bank’s core business? 3) What interventions would allow the World Bank’s knowledge to be used strategically for the aid of clients in developing countries?
- 5. Tutor’s Input 1) What advice would you give Bruno Laporte on potential interventions for the next phase of growth in the World Bank’s knowledge management activities? • Developing a video-based searchable online database of lessons learnt, stories and ‘know how’; like a World Bank’s corporate ‘You Tube’ • Encouraging thematic groups to be more focused on organisational and Cliental problems • Developing current portal to allow access and interaction with external partners, especially clients
- 6. Tutor’s Input 1) What advice would you give Bruno Laporte on potential interventions for the next phase of growth in the World Bank’s knowledge management activities? Including external partners and Clients with thematic groups where possible, or engaging World Bank employees in external communities of practice (CoP) Conducting an independent review of training and development interventions and examining areas for improvement to allow greater application of knowledge on core business activities
- 7. Tutor’s Input 2) How could knowledge management activities be applied more centrally to the World Bank’s core business? • Leadership at senior and middle management levels to ensure organisational knowledge processes are focussed in core business areas • Reviewing knowledge repositories to ensure that they are focused primarily towards poverty reduction and ensuring repository gatekeepers keep this focus for future entries, viz. helping the poorest people in the poorest nations • Eliminating unnecessary knowledge processes that add to overall costs
- 8. Tutor’s Input 2) How could knowledge management activities be applied more centrally to the World Bank’s core business? Eliminating unnecessary knowledge processes that add to overall costs Improving speed of knowledge processes linked to core business Examining current procedures and practices to see if quality of service to clients in developing countries can be improved through various feedback loops (single- and double-loop) Encouraging innovation by testing out new approaches that focus knowledge processes more on core business and clients
- 9. Tutor’s Input 3) What interventions would allow the World Bank’s knowledge to be used strategically for the aid of clients in developing countries? • Nigeria national transport strategy was an excellent example of how knowledge from different parts of the world can be used strategically • Try to encourage thematic groups to look at Client problems around the world rather than becoming talking shops • Try to integrate advisory groups with thematic groups and focus on Client problems
- 10. Tutor’s Input 3) What interventions would allow the World Bank’s knowledge to be used strategically for the aid of clients in developing countries? Look at reward mechanisms for employee contributions that strategically help clients Look at recognition awards for outstanding contributions Examine training and development interventions to encourage employees to use their knowledge strategically for Clients
- 11. Questions
- 12. End of Seminar Note: This recording is for your personal use only and not for further distribution or wider review. © Pearson College 2013
Editor's Notes
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