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Knowledge Management Maturity Workbook David Griffiths, PhD

This Knowledge Management Workbook is part of our Business2020 series. It has been adapted from the work of Knowles (2005), under free license, to incorporate outputs from peer-reviewed and award winning research conducted by the author.

To complete the workbook you will need to answer 30 questions. Do not try to second-guess the outcome and instead focus on being reflective; this will give you the best-informed feedback. Please be honest in your responses. Finally, when considering your response, please gravitate to the ‘norm,’ as opposed to the ‘exception’ that might be your first consideration.

A self-analysis framework will then give you an indication as to the maturity of your Knowledge Management programme. The categorisation for responses is as follows:

Important Note: This KM maturity workbook is not designed to be a comprehensive analysis tool. It is designed to signpost challenges and provoke thought. However, for more in-depth analysis/feedback you will need to engage in a wider KM Benchmarking process.

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Instructions

A+ Strongly aligned with this statement A More aligned with this statement A/B Neutral B More aligned with this statement B+ Strongly aligned with this statement

# Statement ‘A’ A+ A A /B

B B+ Statement ‘B’

1 Our Knowledge Management (KM) ethos considers there to be a number of important differences in the way that adults learn that can affect KM processes

Our Knowledge Management (KM) ethos does not consider there to be that many differences in the way that adults learn that can affect KM processes

2 Our approach to KM places equal weight on content and deployment (re-use/sharing/development) plans

Our approach to KM is concerned with content f i r s t and deployment ( re -use/shar ing/development) second

3 KM stakeholders model self-directed learning/knowledge discovery in their own behaviour, both within and outside KM sessions

KM stakeholders are functional experts, with the knowledge and skills to be ‘in the driver’s seat’ - modelling of behaviour is not a consideration

4 We apply KM methods that allow users to assess their own needs

We use standard, valid KM methods for assessing users needs

5 Our KM programmes engage users in the development of KM solutions

Our KM programmes are developed in-house, before being presented to users in the form of clear plans

6 KM programme administrators must plan, work and share dec is ion-mak ing wi th wider stakeholders

KM programme administrators have full responsibility and are solely accountable for KM planning and decision-making

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Health-Check Questions 1 of 5

7 The role of the KM facilitator/trainer is seen as that of a facilitator and resource person for self-organising users who determine their own solutions

The role of the KM facilitator/trainer is to enforce or implement “best practice” across the organisation

8 Our KM design takes into account individual differences/needs amongst users, in terms of the assimilation and use of knowledge

KM is designed to apply broadly to most or all users, in terms of the assimilation and use of knowledge

9 Our KM facilitators/trainers are able to create a variety of solutions for helping participants develop self-directed knowledge capability skills

Our KM facilitators/trainers concentrate on preparing solutions that effectively convey specific content

10 Our KM solutions incorporate a variety of well-informed experiential learning methods

Our KM solutions incorporate carefully developed formal presentations

11 Wider stakeholders (not part of the KM team) are involved in developing assessment procedures that provide the data to determine KM value

KM programme administrators are solely responsible for developing assessment procedures that provide the data to determine KM value

12 KM programme admin i s t ra tors invo lve stakeholders (participants) in defining, modifying, applying financial policies and practices related to KM provision

KM programme administrators are solely respons ib le fo r exp la in ing c lea r l y to stakeholders (participants) their financial policies and practices related to KM provision

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Health-Check Questions 2 of 5

13 Our KM providers are required to take into account recent research findings concerning the unique characteristics of adults as users and agents for knowledge capability

Our KM providers are required to use respected, traditional KM methods and theories as they apply to all users

14 Our KM provision is based upon a physical and psychological climate of mutuality and reciprocity

Our KM provision is based upon the recognition of the expert knowledge and skills of the KM solution provider

15 Our KM projects aim to improve competency deve lopment by he lp ing s takeho lders understand the difference between didactic instruction (training) and self-directed learning

Our KM training/development is focused on the content of the session rather than the method or methods for instruction

16 We want our KM providers to be effective at getting the participants involved in delivery

We want our KM providers to get, focus and maintain the users’ attention

17 Our stakeholders (participants) are involved in revising and adapting KM provision, based on a continuing needs assessment

KM programme directors solely develop and use on-going needs assessment data, to revise and adapt programmes to better meet stakeholders (participant) needs

18 Our KM programme d i rec to r i nvo l ves organisational decision-makers in best matching their needs with modern approaches to KM/knowledge capability (storage & acquisition, sharing, deployment and development)

Our KM director is solely required to explain, clearly and convincingly, modern approaches to KM/knowledge capability (storage & acquisition, sharing, deployment and development) to organisational decision-makers

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Health-Check Questions 3 of 5

19 Our KM providers are required to assess and control the effects of factors such as groups, organisations and cultures upon KM solutions

Our KM providers are required to isolate KM solutions from the effects of outside factors such as groups, organisations or cultures

20 Our KM providers engage stakeholders in a responsible self-diagnosis of their knowledge capability (storage & acquisition, sharing, deployment and development)

Our KM providers believe that effective solutions can only happen after they have diagnosed the capability needs of the organisation

21 Our KM providers involve stakeholders in the planning, implementing and evaluation of their own knowledge-driven activities

Our KM providers accept responsibility for the planning, implementation and evaluations of the knowledge-driven activities they direct

22 Our KM providers believe that group dynamics pr inciples and smal l groups discussion techniques are critical in delivering effective KM

Our KM providers believe that effective delivery should centre on the one-on-one relationship between KM and the individual user

23 The KM programme developer helps design KM provision, using stakeholders (participant) feedback, committees, task force groups etc.

The KM programme developer informs KM provision using data they have solely collected, without wider engagement

24 The KM programme director collaborates with stakeholders (participants) and organisational decision-makers to experiment with KM innovations, jointly assessing outcomes and effectiveness

The KM programme director takes the initiative to experiment with KM provision innovations and assesses their outcomes and effectiveness, without wider engagement

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Health-Check Questions 4 of 5

25 Our KM providers are required to have an understanding of the needs of adult users

Our KM providers are not required to have an understanding of the needs of adult users

26 Our KM providers work with stakeholders to develop solutions that are meaningful to them

Our KM providers clearly define the goals that the KM projects are expected to attain

27 Our KM providers begin the provision process by engaging KM participants in self-diagnosis of their own knowledge capability needs

Our KM providers are required to make a careful diagnosis of the KM participant’s knowledge capability needs, with any further enagagement

28 Our KM provision requires stakeholders to be involved in planning, developing evaluation tools and procedures and in carrying out the evaluation of KM outcomes

Our KM provision does not require stakeholders to be involved in planning, developing evaluation tools and procedures and in carrying out the evaluation of KM outcomes

29 The KM programme director engages users when designing and using KM evaluation plans

The KM programme director is solely responsible for designing and implementing KM evaluation plans

30 The KM programme director is required to work with users and organisational decision-makers to analyse and interpret political, economic, social (demographic), technological, environmental and legal developments affecting KM provision

The KM programme director is solely responsible for making and presenting to organisational decision-makers analyses of political, economic, social (demographic), technological, environmental and legal developments affecting KM provision

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Health-Check Questions 5 of 5

Scoring: (A+) = 5 (A) = 4 (A/B) = 3 (B) = 2 (B+) = 1

1 6 11 16 21 26

2 7 12 17 22 27

3 8 13 18 23 28

4 9 14 19 24 29

5 10 15 20 25 30

Column I Total

Column II Total

Column III Total

Column IV Total

Column V Total

Column VI Total

Grand Total

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Workbook Self Analysis

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TOTAL SCORE

Workbook Maturity Feedback

 30 45 60 75 90 105 120 135 150

 I KM

Orientation

 II KM Design

 III How People

Learn

 IV KM Methods

 V Programme

Development

 VI Programme

Admin.

5-10 Points Low Maturity

           

20-25 Points Higher Maturity            

HIGHER MATURITY KM ACTIVITY

Lower MATURITY KM ACTIVITY

Knowledge Management programmes are always subject to context. However, your outputs should give you an indication of the areas in which your KM provision needs to improve, if you are to meet/anticipate the future needs of your organisation.

Further information regarding the challenges facing Knowledge Management over the next five years can be found in the white paper, “Business2020: thriving on Knowledge Capability” - please email the author if you would like free access to this resource.

For further information on Knowledge Management/Capability Benchmarking, again, please contact the author.

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Further Information

David Griffiths is a popular international speaker, advisor and founder of K3-Cubed Limited. K3 is a University of Edinburgh start-up company, focused on consulting and education solutions for those facing challenges to develop dynamic individuals, agile teams and resilient, smart and sustainable organisations.

David holds a PhD in Knowledge Management and an MSc in the Management of Training and Development, both from the University of Edinburgh.

David has been widely published in professional journals, with his practice-focused work on Knowledge Management models winning an Emerald Literati Network Award for Excellence in 2012. In 2014 he published a guidebook to CPA Excellence (available via the AICPA), focused on a values-based competency approach to the CPA profession in the US. In December 2011 he was recognised in a German report, “Visionary Knowledge Management: Trends and Strategies” as one of four key worldwide influencers in the Knowledge Management field. And in April 2013, Mindtouch, based in the United States, listed him as one of the top 30 Knowledge Management influencers in the world (“Top 100 names to know in KM”).

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About the author

David Griffiths:

Web: www.k3cubed.com Email: david@k3cubed.com

Skype: davidalkame Twitter: KMSkunkWorks

LinkedIn: http://uk.linkedin.com/in/davidgriffithsk3cubed Telephone: +44 (0)7500 966998

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Contact Information