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Semelhante a Km jan 2011 paul mc dowall
Semelhante a Km jan 2011 paul mc dowall (20)
Km jan 2011 paul mc dowall
- 1. Some Barriers to Organizational Improvement in the Public Sector
- 2. Knowledge Management in the Public Sector 15 years of lessons learned… and other painful experiences January 2011 Paul McDowall Knowledge Management Advisor Canada School of Public Service
- 6. Its about the Creation and Flow of Knowledge (Nonaka and Takeuchi)
- 24. Client/dep’t Knowledge (business, issues, history, etc) Government Knowledge (Machinery of Gov’t - who, how, when) General Knowledge (skills, competencies, techniques) Human Resource Management Practices Staff Training Information Management Practices Leadership & Planning Supportive Technology Professional Development Knowledge Management Enablers Critical Knowledge Areas for TBS TBS Knowledge (organization, people, processes, etc) Domain Knowledge (policy and subject matter areas) Collaboration & communication TBS Priorities & Core Business Knowledge Management for TBS Financial Resource Management Practices
- 28. Knowledge Management NRCan Canadian Forestry Service Capacity Building Organizational Context Resources Infra - structure Co n tent Gover-nance Culture Learning Funds People Time Technology Systems Management Acquisition Production Dissemination Vision Direction Commitment Change Sharing Controlling Education Skills Experience
- 30. Natural Resources Canada: What is Knowledge management?
- 31. NRCan KM Video
- 34. KM: A Key Corporate Strategy Involving Everyone HRSD Knowledge Management Initiative Core KM Team Dedicated, full-time team championing and developing KM. HRSD KM Working Group Branch representatives that work to mutually support DM priorities on KM. Share & exchange with Core KM Team and leverage knowledge capacities. Systems Services Information Management Services Administrative Services Human Resources Services EX Action Learning Group Comptrollership & Financial Management Services Service Canada Regional Offices Communication Services Management Services Integration & Transformation Teams External Networks of Experts, Partners & Stakeholders External Networks of Experts, Partners & Stakeholders A networked approach will enable us to reach out at all levels, and to link, share, and learn from specialists and all functional areas of the department as well as from external experts. It will also enable staff to shape change, and take ownership in the development of a new organizational knowledge culture. HRSDC
- 37. Bank of Canada Knowledge Program Framework Technology infrastructure that enables easy “in-process” content capture and access, effective collaboration and transparent management Effective sharing and exchange of knowledge and information, both within and beyond the organization Knowledge Exchange Knowledge Access Easy and effective access to quality information and data, as well as people with “know-how”, when and where it is needed Strategic Outcome: Enhanced organizational capacity to capture, access, and exchange knowledge “ Knowledge Conscious” Management / Leadership CONTENT COLLABORATION
- 39. Children’s Hospital of Eastern Ontario
- 40. Knowledge Retention/Transfer Knowledge Transfer Pre-retirement knowledge capture (e.g. Office of the Commission of Official Languages, TBS, CPSA, CIC, HRSDC, PWGSC…)
- 43. Knowledge Management is NOT… working harder NOT SMART
- 44. Knowledge Management is NOT… bullying NOT SMART
- 45. Knowledge Management is NOT…. about Technology
- 50. Knowledge Transfer in the Government of Canada: Needs Analysis and Knowledge Transfer Guide by Kathleen Webster, May 2010
- 51. Knowledge Transfer in the Government of Canada: Needs Analysis and Knowledge Transfer Guide by Kathleen Webster, May 2010
- 52. Knowledge Transfer in the Government of Canada: Needs Analysis and Knowledge Transfer Guide by Kathleen Webster, May 2010
- 53. Knowledge Transfer in the Government of Canada: Needs Analysis and Knowledge Transfer Guide by Kathleen Webster, May 2010
- 54. Knowledge Transfer in the Government of Canada: Needs Analysis and Knowledge Transfer Guide by Kathleen Webster, May 2010
Notas do Editor
- In this diagram, two of the KM dimensions have been divided into progressively smaller units - sufficient to please any bureaucrat. Each dimension is divided into three goals and then into nine program-level components. A more detailed framework has been published that includes 45 project-scale activities. As you can see, knowledge management is about a lot more than Government On-Line (dissemination). To do that one highly visible activity, one needs most of the framework shown here.
- The National Crime Prevention Strategy is built on the common sense principle that the surest way to reduce crime is to focus on the factors that put individuals at risk -- factors such as family violence, school problems and drug abuse. Its goal is to develop community-based responses to crime, with a particular emphasis on children and youth, Aboriginal people and women. The National Crime Prevention Strategy provides communities with the tools, knowledge and support they need to deal with the causes of crime. Crime Prevention Through Social Development Crime prevention through social development (also referred to as CPSD) is a long-term, proactive approach. It is directed at removing those personal, social and economic factors that lead some individuals to engage in criminal acts or to become victims of crime. This approach aims at strengthening the quality of life for individuals, families and communities. CPSD is intended to increase positive attitudes or behaviours in individuals by influencing their experiences in areas such as family, life, education, employment, housing and/or recreation. While recognizing that societal influences such as poverty, gender inequality, media violence, racism, and discrimination are part of the crime prevention context, CPSD tends to concentrate on secondary prevention measures. This involves focusing on the many risk factors that contribute to involvement with crime. Some key examples include: inadequate living conditions, such as poor housing and unstable situations; family factors, such as poor or inadequate parenting, parental criminality, and parental substance abuse; individual personality and behavioural factors, such as “cognitive deficits” including a lack of problem-solving skills, self-control, critical reasoning, judgement and failure to consider the consequences of behaviour, hyperactivity, as well as the early onset of aggressive behaviour; peer association, such as relationships with friends who follow a delinquent or criminal lifestyle; school-related factors, such as poor educational achievement and truancy, as well as deficient school environments, and exclusionary policies; Crime prevention through social development seeks to foster “protective factors” such as positive family support that may mitigate situations of risk or disadvantage which contribute to crime and victimization. These protective factors also tend to reduce the risk of harm. CPSD makes connections beyond the traditional criminal justice sphere by recognizing the important role that policies, programs, and services such as social housing, education, health, income security, and social services play in preventing crime. Consequently, CPSD involves a wide range of players from various sectors working together to prevent crime problems. Because CPSD focuses on the social development end of the crime prevention equation, it can take time for the crime prevention benefits to accrue. For example, children and youth are the focus of many CPSD strategies. Some of the best known CPSD programs involve early intervention with children at risk and their parents. Programs such as the Perry Pre-School Project in Michigan and a new generation of “Headstart” programs in Canada (such as Moncton Headstart and Aboriginal Headstart) create supportive environments for children who are at potential risk of later life criminality. These programs demonstrate the ways in which supportive strategies can significantly improve child development, educational achievement and social adjustment, and reduce the likelihood of later involvement in crime. Develop community-based responses and support direct action by communities, especially those most affected. Focus on new and enhanced partnerships with stakeholders, such as local government, law enforcement agencies, the private and academic sectors, to broaden impact and learning Commit to synthesize relevant knowledge and experiences from Canadian communities, and information exchanges between these communities. The renewed NCPC will collaborate with partners at various levels to help mobilize and educate Canadians through: Developing and supporting research and evaluation, policy, and knowledge development on NCPC’s priority groups, including: children and youth, Aboriginal Peoples, and women; and Funding community-based projects through NCPC’s three funding programs, specifically, the Crime Prevention Action Fund (CPAF), the Research and Knowledge Development Fund (RKDF), and the Police, Corrections and Communities Fund (PCCF).