Corporate Memory Louise Goswami Head of Library & Knowledge Services Development Health Education Kent Surrey & Sussex 18 October 2013

Corporate Memory 1.Official company documentation: a.Board papers b.Procedures and policies 2.Well organised (logically) e-documents & folders 3.The “Why” as well as the “What” & “How”

“.. individuals and corporations both lose important data and forget significant details. Corporations forget through employee attrition and as they evolve through mergers, acquisitions, consolidations and successive generations of information storage….. ….The only way to institutionally “remember” mistakes and achievements is through knowledge management” Joseph Lipari. (2012) The value of knowledge management programs. Risk Management 59(7), p18

Case Studies Continuity and Connectivity Institutional Memory Never tear down a fence until you know why it was put there

Knowledge Assets Facilitated Learning Collaboration Knowledge Assets Facilitated Learning Collaboration The Knowledge Management Framework

Retrospect A facilitated, forward looking team meeting providing time to reflect, understand and analyse the objectives, achievements and disappointments of a piece of work. Learning is expressed as recommendations and advice for future projects.

Its about...  Capturing knowledge and experience from those with the know-how and making it available for those who may want to know  It’s all about a team leaving a knowledge legacy after they finish a piece of work and is for their future benefit and for the benefit of others

What were the objectives of the work? What did we or didn’t we achieve? Why? What were the successes? Why? How can we or others repeat the successes in the future? What were the disappointments? Why? How can we or others avoid them in the future? Marks out of 10 for the work as a whole? What would have made it a 10? Retrospect – Four Steps

Planned Objectives achieved Agree | Why? | Recommendations Unplanned achievements Agree | Why? | Recommendations Disappointments Agree | Why? | Recommendations Retrospective Reviews: Step One Overview focus Participants: Re-gel as a team Remember Analyse What were the objectives of the work? What did we or didn’t we achieve? Why?

On ‘post-its’ ask each participant to write Work area Key success Recommendation to replicate Cluster work areas Read, analyse, agree recommendations, cluster Retrospective Reviews: Step Two Detailed focus Participants: Agree and celebrate successes Recognise causes Agree actions to replicate What were the successes? Why? How can we or others repeat the successes in the future?

On ‘post-its’ ask each participant to write Work area Key disappointment Recommendation to avoid Cluster work area Read, analyse, agree recommendations, cluster Retrospective Reviews: Step Three Detailed focus Participants: Agree what could have been done better Recognise causes Agree actions to avoid What were the disappointments? Why? How can we or others avoid them in the future?

Write on post-it marks out of 10 and why Reveal in turn What would have made it a 10 Discuss and agree Actions for anything new Retrospective Reviews: Step Four Overall project focus Participants: Agree key learning and recommendations Marks out of 10 for the work as a whole? What would have made it a 10?

Exercise For a recent piece of work you have been involved in Identify one success Identify one disappointment Express each as a Recommendation that is Specific and Actionable Identify one knowledge beneficiary

Knowledge Retention & Transfer When people leave or move post Knowledge and Experience is lost Contacts, how to.., last time we did this….

Knowledge Retention & Transfer What do they know Who do they know How do they do it Why do they do it When do they do it

Just when people leave? Good working practices Shared knowledge rich contact lists Calendar of events Know-Why - context documentation

Exercise Key Operational Information What are the key factors contributing to the successful carrying out of your job? Is there key documentation that you find particularly useful in your role? Are there any immediate issues specific to your role that in your view need to be resolved in the longer term? Are there any dormant issues specific to your role that in your view need to be resolved in the longer term?

Health and Social Care KM Wiki Based on the KM Specialist Library Aiming to include case studies Do you have a case study to share? What else would people like? Please join the KM discussion list

Useful websites NHS KM E-learning Module Health and Social Care Information Centre: Knowledge Management KNOCO Knowledge Management Library British Council Lessons Learned Toolkit guide/decisions/lessons-learned-toolkit/ Coming soon NHS Health and Social Care KM Wiki