1. Communication Tools for Knowledge Management and Learning
Olivier Serrat
2013
The views expressed in this presentation are the views of the author/s and do not necessarily reflect the views or policies of the Asian Development Bank, or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this presentation and accepts no responsibility for any consequence of their use. The countries listed in this presentation do not imply any view on ADB's part as to sovereignty or independent status or necessarily conform to ADB's terminology.

2. Some Uses of Knowledge
Knowledge is a resource that has explicit and tacit dimensions. Managing it to help make sense out of chaotic, complex, or complicated situations can, for example:
Identify relevant knowledge and resources.
Help avoid making the same mistakes twice.
Convey important information widely and quickly.
Accelerate the generation and delivery of products and services.
Surface scarce expertise and insight.
Replicate an organization's good practices.
Engender conditions for creativity and innovation.
Enable faster and better decision making.

3. Communication
Communication underpins knowledge management. The communication of information is:
The process through which relationships are instituted, sustained, altered, or ended by increases or reductions in meaning.
The purposeful activity of conveying data, information, and knowledge across space and time.
The act of leveraging various technical or natural means, e.g., oral, written, and non-verbal forms, whichever is available or preferred.

4. A Typical Information Life Cycle
Identify, Plan
Create,
Generate
Capture, Collect
Record, Store
Manage, Process
Share, Transmit
Consume, Use
Discard, Recycle

5. Principles of Strategic Communications
Continuity
(integrated processes for research, analysis, planning, implementation, evaluation)
Credibility
(positive perceptions of accuracy, quality, and truthfulness)
Dialogue
(multi-faceted exchanges of ideas)
Integration
(vertically and horizontally organized and coordinated processes)
Precision
(right messages, forms, persons, channels, contexts, supports, time, and places)
Results-Orientation
(concrete outcomes for well-defined impacts)
Ubiquity
(actions, images, and words send a consistent message; every staff is a messenger)
Understanding
(deep comprehension of clients, audiences, and partners)

6. Sample Communication Models

7. Channels and Tools
Face-to-Face (Training/workshop, meetings, speaking engagements, informal encounters)
Print (Memoranda, reports, publications, collaterals)
Web (Internet/intranet, blogs, e-newsletters/alerts, podcasts, social media)
Multimedia (Video-documentaries, flash animation learning tools)
Audiovisual (Exhibits, digital signage, Powerpoint presentations)
Broadcast (Radio, television)

8. Channels and Tools: Face-to-Face
Here: internal audiences
Messages, targeted
Communication process is two-way

9. Channels and Tools: Print
Here: internal and external audiences
Messages, mostly targeted at a wide range of audiences
Communication process is both one- way and two-way

10. Channels and Tools: Web
Here: internal and external audiences
Broad-stroke messages
Communication, mostly one-way; feedback is appreciated but not always required

11. Channels and Tools: Multimedia
Here: external audiences
Messages, targeted
Communication process is mostly one-way; feedback is appreciated but not always required

12. Channels and Tools: Audiovisual
Here: internal audiences
Messages, primarily targeted
Communication process is mostly two-way

13. Channels and Tools: Broadcast
Here: external audiences
Messages, mostly general
Communication process is one-way
Interview with Channel NewsAsia on the power of storytelling in the workplace

14. Other Considerations Timeline/ deadline
Approach, i.e., media blitz or staged
Opportunities to piggy-back on other events or campaigns
Updates on messages
Need to seek inputs or feedback from internal and/or external audiences
Website updates
E-newsletters/alerts
Publications
TV interviews
CoP meetings
Speaking engagements
Planners
Training/seminars
Informal encounters
Once
Periodic/ Intermittent
Continuous

15. Further Reading
ADB Linking Research to Practice. Manila. Available:
ADB Posting Research Online. Manila. Available:
ADB Value Cycles for Development Outcomes. Manila. Available:
ADB New-Age Branding and the Public Sector. Manila. Available:
ADB Marketing in the Public Sector. Manila. Available:

16. Further Reading
ADB The Future of Social Marketing. Manila. Available:
ADB Social Media and the Public Sector. Manila. Available:
ADB Enriching Policy with Research. Manila. Available:
ADB Communications for Development Outcomes. Manila. Available: digitalcommons.ilr.cornell.edu/intl/266/

17. Olivier Serrat Principal Knowledge Management Specialist
Regional and Sustainable Development Department
Asian Development Bank