Presentation given to Glasgow Housing Association on 6 December 2011

1. Knowledge
Management in the
Scottish Government

2. Data inputterer at Scottish Office
Agriculture and
Fisheries Department
Various posts in Department for Work and
Pensions: front line service, IT support and
management, information security, risk
management
PGDip
Information
and Library
Studies
MA(Hons) History
and
Economic History
Various IT
qualifications
Website manager
at UK Trade and
Investment
Knowledge
Management
Officer with the
Scottish Centre for
Regeneration
Librarian in the
Scottish
Government
Library Service

5. The Government's Purpose
• To focus government and public services
on creating a more successful country,
with opportunities for all of Scotland to
flourish, through increasing sustainable
economic growth.

6. Serving Government Better:
A Business Strategy for the Scottish
Government
• Choices for Scotland
• A Scotland That Works
• A Creative Scotland
• Being the Scotland We Want to See

7. Choices for Scotland

8. A Scotland that works

9. A creative Scotland

10. Being the Scotland we want to see

11. Bernard: You only need to know things on a need to
know basis.
Humphrey: I need to know everything. How else can I
judge whether or not I need to know it?
Bernard: So you need to know things, even when you
don't need to know them. You need to know them not
because you need to know them, but because you
need to know whether or not you need to know. And if
you don't need to know you still need to know so that
you know that there was no need to know.
Humphrey: Yes!
From: Man Overboard

12. We hold these truths to be self
evident…
• Knowledge management is a kind of
management
• Knowledge is information which is put to
use
• Knowledge management is about how to
turn information into value

13. Technology does not
automatically improve
conversation, communication or
behaviour
Theodore Zeldin

14. Key principles of the
Knowledge Framework
•We preserve knowledge through change
•We update our knowledge
•We share our knowledge
•We value knowledge
•We seek to create new knowledge
•We apply our knowledge

15. We preserve knowledge through change

16. We update our knowledge

17. We share our knowledge

18. We share our knowlege

19. We share our knowledge

20. We share our knowledge

21. We value knowledge

22. We seek to create new knowledge

23. We apply our knowledge

24. Roles/governance
• Head of Knowledge Information and
Records Management
• Knowledge and information
management professionals
• Analysts
• Learning and development
professionals

25. Skills
• Skills frameworks for staff include core
KIM skills, eg:
– Ensure systems and processes are in place to
capture and protect information and
knowledge
– Develop the environment to enable people to
innovate, share, learn and use knowledge and
information for the benefit of the organisation
as a whole

26. Identifying policy
parameters
Engaging with
practitioner priorities
Disseminating lessons
and learning
Feedback to inform policy
and improve practice
Establishing
partnerships
Delivering
programmes
Learning Network Model
INFORM
ENGAGE
CONVENE

27. For all our knowledge, we have no idea what
we're talking about. We don't understand what's
going on in our business, our market, and our
world.
KM shouldn’t be about helping us to know more.
It should be about helping us to understand.
So, how do we understand things? It's through
stories that we understand how the world works.
David Weinberger, The Cluetrain Manifesto

28. http://flavors.me/lelil
http://twitter.com/lelil
http://mea-mea-culpa.blogspot.com
/
http://
www.linkedin.com/in/lesleythomson