Cultivating a Learning
Be constantly receptive to new
knowledge; view ourselves as life-long
learners – the Beginner’s Mind is an
essential ingredient of success.
What is Knowledge
Everyone uses the term yet there is no
definitive definition of knowledge
management because there is no
definitive definition of knowledge!
Where is its source?
Knowledge Management is in the Culture,
Mindsets, Behaviour of an organisation.
What does it need to be?
Effective Management of Knowledge is
more than a value; it is more than a belief, to
be really effective it must be an
Where lies the Significance?
Because if we fail to understand knowledge in
all its facets, then there is a danger that in
doing so we miss out on the most valuable
aspects of knowledge management and end up
delivering a system-driven solution, rather
than a cultural shift towards sharing and
learning from experience.
Values v Assumptions
What’s the difference?
Believing V Doing
Value or Assumption?
Why is the distinction Important?
It points to the gap in Knowledge Management
Because If we’ve never:
1. Defined ‘It’
2. Broken it down into its parts
3. Worked out the value it brings to our Mission
To improve the Quality of Teaching and Learning
We cannot apply it
The Sum of its parts
Adaptability Learning Agility
There is nothing so useless as doing efficiently
what should not be done at all!
The significant problems we face cannot
be solved at the same level of thinking
we were at when we created them.
Barriers to Progress
L S N
If I’m given 6 hours to cut down a tree
I spend 5 of them sharpening my axe!
Putting it into Context
How do I know what’s important?
Does it impact the following?
What V Why
It is not enough to be busy, so are the
ants. The real question is what are you so
busy about? Thoreau
Levels of Learning
Pay attention to the ‘why’ of what
you are doing, not the ‘what’
Wisdom ‘Know – When’
‘Know – Why’
‘Know – How’
Information ‘Know - Who’
Tacit & Explicit
Tacit experience and information
Turned into knowledge that is useable
Knowledge is used to innovate
Knowledge is embedded in GeSCI’s services
Value is added to GeSCI’s services as a result
GeSCI’s KM is informal and tacit-heavy
How can we transform it?
• Educationist Group
• Trip Reports
Facts, figures and external reports do not
capture the organisational tacit knowledge
that is invaluable to GeSCI as a facilitator of
change. Subtlety, sensitivity and awareness
must be finely-tuned. This knowledge is
tacit and must be elicited internally.
Piecing it all together
A Knowledge Management
The Big Picture
“Go to the people,
Live among them,
Learn from them.
Start with what they know,
Build on what they have.
But of the best leaders,
When their task is accomplished,
Their work is done,
The people will remark,
“We have done it ourselves.” Ancient Eastern Saying