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Knowledge Management
in Higher Education: Creating Accountability from Within
Lisa Petrides, Ph.D.Institute for the Study of Knowledge
Management in Education
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
The “Roach Motel” Model
“Roaches (data) check in, but they can’t check out”
The “It’s Right Here in My Files” Model
The “Hording” Model
The “Reinvent the Wheel” Model
A Few Knowledge Management Building Blocks
What Is This?
Data
Information is Datain Context
Knowledge Used to Inform Decisions or Take Action
The D-I-K-A Model: Provides Continuous Feedback
Information
Action
Data
Knowledge
Core Resources: People, Processes, and Technology
People’s attitudes, behaviors, and the role of management
Organizational processes, policies, and structures
Technology and information systems
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”
“For those of you who don’t know Mr. Ingham—he’s our institutional memory.”
People, Processes, and Technology
Lack of leadership support for data access and sharing
Data use perceived as threatening Information overload
Challenges
People, Processes, and Technology
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
Knowledge Management Approach
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
People, Processes, and Technology
Need for better analysis of existing data and information
Insufficient internal research capacity Fragmentation and lack of
coordination across functions and departments
Challenges
People, Processes, and Technology
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
Knowledge Management Approach
Disabling an Information Silo
People, Processes, and Technology
Technological advances—such as data warehousing—can 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
People, Processes, and Technology
Data perceived as unreliable Inadequate, unreliable, or
disconnected information systems Insufficient technology support
Challenges
People, Processes, and Technology
Involve end-users in system design and implementation processes
Promote information systems that span departments rather than serve to reinforce divisions among them
Knowledge Management Approach
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
Knowledge ManagementIs 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
Research Questions at the Intersection of People, Processes and Technology
People
Technology
Processes
Research Questions
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?
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
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?
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
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
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
ConclusionBuilding Trust and Accountability
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
Using a knowledge management approach allows colleges to develop:
Discussion (Q & A)
Contact me: lisa@iskme.org
More information: www.iskme.org
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