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 Data in 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 Management Is 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?

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

Conclusion Building 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:

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