Public leaders and administrations face many challenges and new responsibilities in the twenty-first century. For this transformation to take place, a number of shifts must occur in the way government operates. Part 2 – Transforming Government with KM – expands on each of the key constructs introduced in the components of the KM model introduced in Chapter 1.
Part 3 - KM Systems in the Public Sector - begins with a brief review of the argument that public sector management (and, therefore, knowledge management) is different from private sector management. Understand how KM is an essential component in the transformation of government and e-government movements. Amrit Tiwana included a list of things KM does not do for organizations in the second edition of the Knowledge Management Toolkit.
It took a more substantial form during the Clinton/Gore administrations of the 1990s and emerged in full bloom in the administration of President George W. The importance of these executive systems for the development of comprehensive knowledge management systems in the late 1990s cannot be overemphasized.
The basic principle is a model of the social system, which I call the whole system of knowledge management. Information audit is one of the first steps in establishing a knowledge management system. The role of organizational culture has also achieved key importance in the knowledge management literature.
The first of these three social factors is the shared vision of the individuals in the agency. Most of the remaining optimistic respondents (about 20 percent of the total) were confident that IT spending would continue to grow, but at a slower rate than in the recent past (May 2005). Gain an understanding of the mechanisms and interactions involved in the processes that enable knowledge management systems.
Many believe that this process is one of the fundamental subsystems in all knowledge management systems. In the twenty-first century, an agency's knowledge management has become one of the most important of all organizational procedures and processes. Analysts failed to find, capture, organize and disseminate the tacit knowledge contained in the minds of the organization's workers (Baxter 2002).
If part of the agency's discretionary spending, they are more subject to volatile changes in the federal budget. In this model, the agency's knowledge management system (KMS) is the cornerstone of the organizational learning system. Wrote the foreword to an employee guide on how to become a learning organization, and the commander of the U.S.
The Learning Organization Why Become a Learning Organization?
The first section of the learning organization report provides a definition of what is meant by a learning organization and describes the roles of systematic learning, culture and leadership in achieving learning organization status. The second section included a detailed discussion of the roles of leadership and management in learning organizations. Portions of each of the sections are included here as an example of the steps public sector agencies are taking on their paths to becoming learning organizations.
The goal of strategic learning is to create the ideal future of the Corps of Engineers in interaction with all its stakeholders. Learning from past and present will prepare the force for an uncertain future and will create an organization that values investment in learning, a trait that attracts and helps retain new talent within the ranks of the organization. The historical and social context of the early twenty-first century dramatically influences how the U.S.
These elements of the new corpus environment partly reflect a change in the mode of production from manufacturing to knowledge and services. An example of how the project used technical learning occurred when the Corps sent a team to study which aspects of the construction of the Khobar Towers in Saudi Arabia contributed to the loss of life when terrorists bombed them. As another benefit, the national television show 60 Minutes II featured this example of a learning organization in action, making the public aware of the Corps' commitment to continuous learning.
The aim of the Corps is not to copy best practices, but to innovate better suited to the needs of the Corps. Learning must be standardized to guide how initiatives are planned and developed, how all elements of the culture are aligned with the mission, and how decisions are made. It consists primarily of communities of experts, experts in each type of work; these professionals must filter, condense and integrate learning.
The second part of the Learning Network, communities of practice, consists of people who share a work practice, competence or type of knowledge. The third part of the learning network is the web-based system that is accessible anywhere and acts as the communication infrastructure for the local communities. All of these elements of the Learning Network help ensure that learning is readily available to all Corps employees for planning, decision making, and increased organizational effectiveness.
Leadership in Organizational Learning
A learning network can only be useful as a learning organization tool if both the "people" and the "pipes" are active and functioning. The Learning Network promotes virtual exchange and internal consulting based on the latest knowledge and best practices. A leader with a talent for direction knows that it is ineffective to have everyone work hard if the direction of the work is unclear.
This leader knows how to ask questions of teams and other leaders to clarify the need for clear direction. This manager doesn't fear sounding stupid for asking what others have failed to ask: "What is the goal of this activity?" "What are we trying to achieve?" This leader can also question the stated goal and is not afraid to go against the conventional wisdom of what the purpose is. This leader knows that this courage to ask and clarify direction is extremely valuable to the corps.
The creation of a motivating culture indicates the strength of a manager who understands that the motivation of the workforce affects the value created for customers. This leader tells the good and bad news and says it in a way that doesn't hurt the person or the corps. This manager knows what to say, when to say it, which forum to use, and to which person(s) to say it.
The leader with drive knows that his or her success comes from engaging the aspirations of teams of talented people and directing their efforts toward the organization's goals. This leader knows that others need to be empowered and knows that the drive to achieve results is a team effort. Entrepreneurial implementation means boldness and creativity in line with the corps' shared values and strategy.
This leader doesn't feel like he has to be in charge all the time and is comfortable sharing management responsibilities. Therefore, they try to identify the values and goals of everyone who has a stake in the success of the organization. Developing solutions to help clients succeed, working with them as part of the team, 'co-producing' the desired results.
Creating a Learning Organization
Until the late 1980s and early 1990s, most of the emphasis on innovation management in organizations focused on changing and improving processes in the manufacturing sector. However, knowledge is stored in the minds of organizational members, not in computers or databases. The behavior and mindset of managers is often cited as one of the most important factors.
Police departments incorporate many of the same information and communication technology tools and knowledge management systems used in. Results of the first phase needs analysis were highly critical of the department's information sharing practices. Officials were also critical of the sufficient information available.
In the first eighteen months of the administration, an Innovation Roadmap was developed for the five main sectors of society. Although it is still early to make a final evaluation of the outcomes of government reform, changes are becoming increasingly evident in the attitudes of civil servants and the government itself. Knowledge management (KM) aims to maximize the capacity of the government organization by collecting and sharing practical knowledge.
Another characteristic of participatory government reform is the search for reform initiatives based on autonomy and cooperation. They highlight organizational learning successes as examples of the power of shared knowledge. To help readers understand the similarities and differences between the roles of Chief Information Officer and Chief Knowledge Officer.
The General Services Administration (GSA) was one of the first federal agencies to see how KM could improve them. The FAA and the National Aeronautics and Space Administration's (NASA) Goddard Space Center were not far behind (Ross and Schulte 2005). The General Services Administration was one of the first federal agencies to adopt KM as a major strategic thrust.
