Knowledge Management in the Scottish Government

Knowledge Management in the

Scottish Government

Data inputterer at Scottish Office Agriculture and

Fisheries Department

Various posts in Department for Work and Pensions: front line service, IT support and

management, information security, risk management

PGDip Information and Library

Studies

MA(Hons) History and

Economic History

Various IT qualifications

Website manager at UK Trade and

Investment

Knowledge Management

Officer with the Scottish Centre for

Regeneration

Librarian in the Scottish

Government Library Service

The Government's Purpose

• To focus government and public services on creating a more successful country, with opportunities for all of Scotland to flourish, through increasing sustainable economic growth.

Serving Government Better:A Business Strategy for the Scottish

Government

• Choices for Scotland

• A Scotland That Works

• A Creative Scotland

• Being the Scotland We Want to See

Choices for Scotland

A Scotland that works

A creative Scotland

Being the Scotland we want to see

Bernard: You only need to know things on a need to know basis.

Humphrey: I need to know everything. How else can I judge whether or not I need to know it?

Bernard: So you need to know things, even when you don't need to know them. You need to know them not because you need to know them, but because you need to know whether or not you need to know. And if you don't need to know you still need to know so that you know that there was no need to know.

Humphrey: Yes!

From: Man Overboard

We hold these truths to be self evident…

• Knowledge management is a kind of management

• Knowledge is information which is put to use

• Knowledge management is about how to turn information into value

Technology does not automatically improve conversation, communication or behaviour

Theodore Zeldin

Key principles of the Knowledge Framework

•We preserve knowledge through change•We update our knowledge•We share our knowledge•We value knowledge•We seek to create new knowledge•We apply our knowledge

We preserve knowledge through change

We update our knowledge

We share our knowledge

We share our knowlege

We share our knowledge

We share our knowledge

We value knowledge

We seek to create new knowledge

We apply our knowledge

Roles/governance

• Head of Knowledge Information and Records Management

• Knowledge and information management professionals

• Analysts

• Learning and development professionals

Skills

• Skills frameworks for staff include core KIM skills, eg:– Ensure systems and processes are in place to

capture and protect information and knowledge

– Develop the environment to enable people to innovate, share, learn and use knowledge and information for the benefit of the organisation as a whole

Identifying policyparameters

Engaging withpractitioner priorities

Disseminating lessonsand learning

Feedback to inform policyand improve practice

Establishingpartnerships

Deliveringprogrammes

Learning Network Model

INFORM

ENGAGE

CONVENE

For all our knowledge, we have no idea what we're talking about. We don't understand what's going on in our business, our market, and our world.

KM shouldn’t be about helping us to know more. It should be about helping us to understand.

So, how do we understand things? It's through stories that we understand how the world works.

David Weinberger, The Cluetrain Manifesto

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