1 Building Global Governance Capacity through Knowledge Management, Organizational Learning, Innovation, and Technology Transfer Dr. Donald E. Klingner Reframing the Public Sector in a Globalized Society Seoul, October 16, 2008

2 The Underlying Issues: 1.What is information, what is knowledge and what is wisdom? 2.How are information and communications technologies (ICT) linked to organizational learning (OL) and knowledge management (KM)? 3.How are organizational learning and knowledge management tied to innovation diffusion and adoption (IDA)? 4.How do all of these affect technology transfer (TT)? 5.How can they make organizations more effective? 6.How do they build global governance capacity through sustainable “smart practice” public policy innovations?

3 1. Information, Knowledge and Wisdom Information, knowledge and wisdom “drive” information and communications technologies (ICTs). Information, knowledge and wisdom “drive” information and communications technologies (ICTs). Information is raw data. Information is raw data. Knowledge is categorized data, sorted based on clear or implied relationships. Knowledge is categorized data, sorted based on clear or implied relationships. Wisdom is the application of knowledge to make individual or organizational choices. Wisdom is the application of knowledge to make individual or organizational choices.

4 2. ICT, Organizational Learning and Knowledge Management Successful organizations learn and change. Successful organizations learn and change. Organizational learning (OL) involves: Organizational learning (OL) involves: a. a.individual learning b. b.organizational change c. c.self-replicating systems Knowledge management (KM) assumes that OL is coherent and purposive because it implies using information in social contexts. Knowledge management (KM) assumes that OL is coherent and purposive because it implies using information in social contexts.

5 3. Innovation Diffusion and Adoption (IDA) IDA is the spread of new products, values, policies or processes beyond the location of their original success. IDA is the spread of new products, values, policies or processes beyond the location of their original success. Descriptively, it is the intended and unintended consequences of relationships between producers and consumers. Descriptively, it is the intended and unintended consequences of relationships between producers and consumers. Prescriptively, it is the process of trying to understand how organizations can become more effective at serving customers, competing in markets, or developing products in emerging fields. Prescriptively, it is the process of trying to understand how organizations can become more effective at serving customers, competing in markets, or developing products in emerging fields. Public administrators want to understand what factors affect the sustainability of “best practice” innovations in order to build global governance capacity. Public administrators want to understand what factors affect the sustainability of “best practice” innovations in order to build global governance capacity.

6 4. How Do ICT, OL, KM and IDA Affect Technology Transfer? ICT improves opportunities for KM and OL. ICT is the technical platform that enables a knowledge management system to function by enabling people to organize and compile information ICT is the “driver” 2. 2.OL and KM are examples 3. 3.IDA is the process by which technology transfer (TT) occurs.

7 5. How Can Technology Transfer Make Organizations More Effective? (1) a.What attitudes do we need to manage complexity? Curiosity.Curiosity. Interest in what other people think, and why.Interest in what other people think, and why. Ability to envision a future that’s different from a straight-line projection of the present.Ability to envision a future that’s different from a straight-line projection of the present. Feeling that most risks are there not to be avoided but to be taken.Feeling that most risks are there not to be avoided but to be taken. View that crises are normal, tensions can be promising, and complexity is fun.View that crises are normal, tensions can be promising, and complexity is fun. Realization that paranoia and self-pity are reserved for people who don’t want to be leaders.Realization that paranoia and self-pity are reserved for people who don’t want to be leaders. Sense of personal responsibility for the general outcome of your efforts.Sense of personal responsibility for the general outcome of your efforts. Conviction: there is be a better outcome than would result from adding up all the available expert advice.Conviction: there is be a better outcome than would result from adding up all the available expert advice.

8 5. How Can Technology Transfer Make Organizations More Effective? (2) b. kinds of organizational learning: b.Different kinds of organizational learning: “Tacit to tacit:” Individuals share knowledge that cannot necessarily be communicated explicitly (e.g., socialization or “on-the-job” training).“Tacit to tacit:” Individuals share knowledge that cannot necessarily be communicated explicitly (e.g., socialization or “on-the-job” training). “Explicit to explicit:” Individuals synthesize separate pieces of information into a new whole.“Explicit to explicit:” Individuals synthesize separate pieces of information into a new whole. “Tacit to explicit:” Individuals convert tacit knowledge into a form that can be shared with other employees.“Tacit to explicit:” Individuals convert tacit knowledge into a form that can be shared with other employees. “Explicit to tacit:” As explicit information is shared, employees begin to internalize it so that it automatically affects their perceptions, feelings and thoughts.“Explicit to tacit:” As explicit information is shared, employees begin to internalize it so that it automatically affects their perceptions, feelings and thoughts.

9 6. Sustainable “Smart Practice” Policy Innovations (1) Building government capacity is a key to sustainable development. The capacity to manage knowledge is an increasingly important part of this process. Knott and Wildavsky (1980) scale the use of university research in government agencies: 1.Reception: “I received the university research pertinent to my work.” 2.Cognition: “I read and understood the research that I received.” 3.Discussion: “I participated in meetings for discussion and popularization of this university research.” 4.Reference: “I cited university research studies as references in my own professional reports or documents.” 5.Adoption: “I made efforts to use university research results.” 6.Influence: “Research results influenced decisions in my work unit.”

10 6. Sustainable “Smart Practice” Policy Innovations (2) Factors influence the use of knowledge by public officials: Factors influence the use of knowledge by public officials: availability of informationavailability of information rational/technical resources to use itrational/technical resources to use it Context influences the appropriate use of information: Context influences the appropriate use of information: politicspolitics organizational cultureorganizational culture internal and external interest groupsinternal and external interest groups perceived relevance of informationperceived relevance of information applicability to the policy issue in questionapplicability to the policy issue in question Human factors are important: Human factors are important: professionalismprofessionalism educationeducation decision-making styledecision-making style

11 6. Sustainable “Smart Practice” Policy Innovations (3) Most governments have adopted new ways of relating to citizens through ICT and other innovations. Most governments have adopted new ways of relating to citizens through ICT and other innovations. However, the true measure of these innovations’ value lies in the effectiveness of shared information and transferred knowledge to achieve global development based on economic growth, political participation, social justice and environmental sustainability. However, the true measure of these innovations’ value lies in the effectiveness of shared information and transferred knowledge to achieve global development based on economic growth, political participation, social justice and environmental sustainability. All these require improved governance capacity. All these require improved governance capacity.

12 6. “Smart Practice” Development Means Organizations Must (4): Share information about innovations and outcomes. Share information about innovations and outcomes. Provide incentives that create competition among innovations (for example, the Dubai Awards and UN Habitat Awards). Provide incentives that create competition among innovations (for example, the Dubai Awards and UN Habitat Awards). Use practical approaches pioneered by agencies and the media (television programs, case studies, networks of innovators, and a global web portal based on an internationally acceptable taxonomy). Use practical approaches pioneered by agencies and the media (television programs, case studies, networks of innovators, and a global web portal based on an internationally acceptable taxonomy). Focus on the values/purposes/principles underlying innovation and emphasize these in resource material and documentation. Focus on the values/purposes/principles underlying innovation and emphasize these in resource material and documentation.

13 6. “Smart Practice” Development Means Organizations Must (5): Use credible and legitimate advocates (individuals and organizations) as intermediaries in the transfer process for specific innovations. Use credible and legitimate advocates (individuals and organizations) as intermediaries in the transfer process for specific innovations. Maintain a facilitative climate: supportive policy environment, political leadership, environmental stability, and internal social structure and capacity. Maintain a facilitative climate: supportive policy environment, political leadership, environmental stability, and internal social structure and capacity. Use appropriate approaches, guidelines, training and transfer methodologies. Use appropriate approaches, guidelines, training and transfer methodologies.

14 Questions and Suggestions? Dr. Donald E. Klingner President, American Society for Public Administration Profesor, School of Public Affairs University of Colorado 1420 Austin Bluffs Parkway P.O. Box 7150 Colorado Springs, CO