protected area network knowledge management framework (needs assessment and assets inventory)

PAN KMF - Introduction

8 June 2016Ptrin Visitors CentreBlack River Gorges National ParkA UNDP/GEF PAN Project Activity

KNOWLEDGE MANAGEMENT FRAMEWORK (NEEDS ASSESSMENT & ASSETS INVENTORY)

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Ground RulesEverybodys input is equally valuedRespectfully listen & be patient things may feel slow for some but challenging for others Participate but dont dominate Talk one at a time in plenaryAvoid side-conversationsMobile phones on silentFeel free to ask questions during plenary but be aware of time constraintsThe workshop is an information gathering exercise and not a decision-making forum.

Put emphasis on the final rule2

KMF Assets Inventory & Needs Assessment Workshop

OBJECTIVETo collect and consolidate information on current knowledge management practices and needs in Mauritius as input a Knowledge Management Framework to ensure lessons learnt, reports, publications and experiences acquired are shared through newsletters, on the job training and development sessions, academic papers and other ICT medias to community groups and stakeholders.

What is Knowledge Management?A means of systematically and transparently inputting, accessing and adding value to information so that it contributes to the effectiveness and efficiency with which an individual, organisation or network executes their mandate.

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A knowledge Management Framework is:

A means of systematically and transparently inputting, accessing and adding value to information so that it contributes to the effectiveness and efficiency with which an individual, organisation or network can execute their mandate.

Structure of a KMF

The objective:To expand and ensure effective management of the protected area network to safeguard threatened biodiversity. Approved by Global Environment Facility in March 2010Extension granted till April 2018;Total Project Budget (GEF): 4,000,000(USD);

Project Outcomes

Outcome 1: Systemic framework for Protected Area expansion improved Outcome 2: Protected Area institutional framework strengthened

Outcome 3: Operational know-how in place to contain threats

Output 3.4: Information Management system for recording, exchanging and disseminating information in place

6PAN Project in a nutshell

Unit of measure*FootnoteSource:Source

#Summary of the UNDP/GEF PAN (Protected Area Network) Project: Expanding coverage and strengthening management effectiveness of the protected area network on the island of Mauritius6

Project Team and Organigram7


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10th May 182910th May 1829Why do we need a Knowledge Management Framework?Thomas Young

Medic, physicist, mathematician, linguist, musician, horseman and much more. Invited to contribute to a new edition of theEncyclopaedia Britannica, Young offered the following subjects: Alphabet, Annuities, Attraction, Capillary Action, Cohesion, Colour, Dew, Egypt, Eye, Focus, Friction, Halo, Hieroglyphic, Hydraulics, Motion, Resistance, Ship, Sound, Strength, Tides, Waves, and anything of a medical nature. He asked that all his contributions be kept anonymous. Thomas Young has been characterised as The Last Man Who Knew Everything in the book by Andrew Robinson. Nobody can claim that epithet today and this illustrates the need to store and share knowledge.8

Why do we need a Knowledge Management Framework?

This is an example of poor knowledge management: The information contained in these documents is very difficult to access and is more fire hazard than document management system9

One of the compelling reasons to manage knowledge is the accelerating pace of change10

Why do we need a knowledge management framework?

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An illustration of the accelerating pace of change. A Chart of company growth cycles . In the 20th century the average cycle took 75 years which meant that you could start and end your career in the same company and never live through any major reinvention, by 2000 that cycle had shrunk to 15 years, and today it is an average of 7 years which means that we have to start reinventing our company every 3.5 years. The secret to success is starting a new growth cycle before the old cycle expires (Nadya Zhexembayeva Tedx https://www.youtube.com/watch?v=f4kySpcdvFg)11

The effect on change illustrated No. 1: KodakKodak was a dominant force in photography for more than a century through its manufacture of film but it failed to adapt to digital photography despite the fact that Steve Sasson, a Kodak engineer, invented the first digital camera in 1975.12

Eduard Marmet: CC BY-SA 3.0

The effect on change illustrated No. 2: PAN AMPan American World Airways, commonly known as PAN AM was the worlds largest airline from 1927 until its collapse in 1991. There were a number of reasons for its demise including some high profile crashes and terrorist incidents notably the bombing of PAN AM Flight 103 above Lockerbie, Scotland in 1988.13

Secretlondon at English Wikipedia: CC BY-SA 3.0

The effect on change illustrated No. 3: WoolworthsWoolworths stores were found in most high streets in British towns in the Twentieth Century but the company went bankrupt in 2008 closing 800 stores and threatening 30,000 jobs. Woolworths failed to adapt to the growth of large supermarkets who diversified into non-food items and the rise of high street rivals.

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Theoretical Knowledge Management Hierarchy

This chart illustrates a very traditional hierarchy with all knowledge being transmitted from upon high.15

Theoretical Knowledge Management HierarchyAlfred P. Sloan long serving CEO of General Motors

People tend to be deferential towards hierarchy. An example of this relates to Alfred Sloan, long-time CEO and Chairman of General Motors who once interrupted a committee meeting to ask the question: Gentlemen, I take it we are all in complete agreement on the decision here? All the committee members nodded. In response, Sloan said Then, I propose we postpone further discussion on this matter until our next meeting to give ourselves time to develop disagreement and perhaps understand what this decision is about.

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Knowledge Management Network

Knowledge Management can be visualised as connections as illustrated by this map of the connections (passes) between the Barcelona football team 17

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A knowledge Management Framework is:

A means of systematically and transparently inputting, accessing and adding value to information so that it contributes to the effectiveness and efficiency with which an individual, organisation or network can execute their mandate.

Structure of a KMF

The knowledge management framework comprises of people, processes/protocols and technology (as well as governance not illustrated here) interacting with the internal and external environment.18

TechnologyHardwareComputersServersCameras/drones/smartphonesGIS SystemsSoftwareDatabasesGIS SystemsFile sharing systems

Publish net: CC-BY-NC-SA

Processes/ProtocolsGuidelinesGood practice guidelinesChecklistsRules and protocolsData validation processesSecurity protocolsProtocols for file management/system architectureTemplatesReporting templatesPresentation templatesData management templates

PeopleLeadership/responsibilitiesWho is responsible for what?What levels of access is there for what positions?Communication/information circulationWhat information is circulated to which people/groups? NetworkWho is part of the knowledge management network?

A Model Knowledge Management Framework

A succinct summary of why knowledge management matters.22

Tools & ApproachesProductsOutcomesImpactsKnowledge Management Framework

A model KMF23

Knowledge Management Framework

Communities of practiceAfter action reviewsOrientation eventsLessons learntPeer assistsNewspaper & magazinesSocial mediaExhibitionsTelevisionRadioProtocols & checklistsArchitectureDatabasesComputers & softwareMobile appsGIS systemDecentralised data collection Virtual libraries Open access Internet Intranet

Clear roles and responsibilities Memoranda of understanding Advisory services Leadership Training Communication is used to engagestakeholders Knowledge products are developed and adapted to multiple audiencesKnowledge isshared and discussedKnowledge relevant to PAN management is made availableInformation technology (IT) is effectively usedKnowledge management is plannedKnowledge Management Framework Stakeholders are using a set of knowledge productsand resources that enable them to improve their workDecisions are made on the basis of information and dialogueStakeholders with new knowledge and skills are more inclined to adopt, adapt, and promote goo management practices in PAN managementStakeholders apply new ways of engaging and working with othersImproved quality of teamwork and partnership, contributing to changes in the knowledge, attitudes, skills and practices of stakeholders, in the supporting environment for adoption and scaling up of good practicesModel Knowledge Management Framework

A model KMF with examples24

SOME WORDS OF WARNING

We need something flexibleAnon: CC BY-SA 3.0

Dont fall into the rigidity trap e.g. Palace of Nations built to house the League of Nations, whose design included everything ingenuity could devise except it was only completed in 1937, 17 years after the organisation was founded and when it had practically ceased to exist. When institutions are truly busy, they have no time to fret over perfection, whether of plans or physical plants (see Parkinsons Law by C. Northcote Parkinson, 1957). 25

We need something adaptableTHE ACTION LEARNING CYCLE

The Action Learning Cycle exemplifies this flexible, adaptable approach to planning, execution, monitoring and evaluation26

indirect influenceSphere of interest/concern

direct influenceSphere of influence

Projectdirect controlSphere of ControlWe cannot control everything

Lets put our effort into our spheres of control and influence while being mindful of our sphere of interest/concern or worryReminds me of the famous Serenity Prayer:Grant me the serenity to accept the things I cannot change,The courage to change the things I can,And the wisdom to know the difference.27

28Knowledge Products under PAN


#A summary of knowledge products produced under the PAN Project to date28

Communication and Marketing Campaign

Concept of Protected Endemic Sanctuaries created in 2014

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#Communication and Marketing Campaign

Awareness material30



Painting and photography competition organised in August 2015;

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#Rays of Hope Booklet

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Clip on Protected Endemic Sanctuary - 30 SecondsClip including Protected Area Network Project for international day of Biological diversity 2015 115 seconds

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Website under development;

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#Nearing finalisation35Protected Area Network Expansion Strategy (PANES)


#PANES Zone Maps GIS tool - spatial guideline for the expansion of the PAN;36Conservation maps


#37Management Plans for Bras DEau and Black River Gorges National Parks completed


#38Training needs assessment


#39Other forms of Knowledge productsProgress reports;Financial reports;Notes of Meeting;Mission reports;Project briefs;Relevant reporting to UNDP, GEF and MoAIFS


#40Current KMF on PANFiling system


#A work in progress!40

41Current KMF on PANElectronic filing


#A work in progress!41

42Current KMF on PANElectronic filing


#Learning needs identified!42

43Current KMF on PANBackup in DropboxBackup on Hard drives (both PMU and NPCS)Backup via Outlook

No systematic way of arranging information;Retrieving exact information can be challenging at times;Different versions of same document;Referencing of Photos is sometimes an issue;5


#Timeline for KMS developmentFinalisation of KMF concept note

Follow up discussions to produce a KMFProduction of an agreed and costed KMFImplementation of the Knowledge Management SystemFeb 2016Jul 2017Jun 2016Aug 2016KM Assets inventory and needs assessment workshop

Feb 2017

Assets Inventory & Needs Assessment Workshop

ProcessAppreciative Inquiryand Mental Contrasting

An outline of the process adopted to document KM successes to date (KM assets) and stakeholders KM Needs.45

Our negative experiences stick to us like Velcro, while our positive experiences slide right off us like Teflon.

Dr Rick HansonNeuropsychologist & author of Hardwiring happinessWe are programmed to pay attention to negative aspects of a situation

Yet its easy to take things for granted. How much time during the day do you actually focus on gratitude, compared to the time you spend thinking about the problems in your life? We act as if gratitude and appreciation are our good china and our fancy tablecloth and bring them out only on really special occasions. Marci Shimoff.

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We are programmed to pay attention to negative aspects of a situation

Study after study shows that the desire to avoid pain (fear) is usually the more powerful of the two forces. An illustrative study was carried out by Professor Baba Shiv of Stamford University (). Shiv gave participants $20. They had the choice of whether to bet or not bet $1 on 20 coin tosses. Each losing bet would cost $1 while each winning bet would make $1.50. Logically you should bet every time but that is not what actually happened. The participants refused to bet on many occasions and this reluctance grew with each coin toss. On average the participants ended up with only $22.80 compared to the predicted average of $25 if they had bet on every coin toss.

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We are programmed to pay attention to negative aspects of a situationWe are more motivated to avoid pain than pursue pleasure

People are adapted to fight, flight or freeze in the event of a sabre-tooth tiger threat but this same response is engendered by the various paper tigers we encounter in our daily lives notably our bosses!48

We are programmed to pay attention to negative aspects of a situation

The problem statement or Barriers approach to changeLets fix whats wrong and let the strengths take care of themselves

People do more to avoid pain than gain pleasure thats why negative political campaigning works so well.Proverbs: Better the devil you know and a bird in the hand is worth two in the bush49

The fact that we tend to pay attention to what is missing is exemplified by our focus on things like gap analysis, problem trees and needs without a commensurate emphasis on assets those aspects of a situation that are currently working.50

Appreciative Inquiry focuses on an issue from the solution side

Represented here by the rose-tinted specs51

The essence of management and leadership is simple and ageless. The task of leadership is to create an alignment of strengths in ways that make a systems weaknesses irrelevant.

Peter Drucker

One of the classic quotes used by advocates of appreciative inquiry52

BUT

There is a potential flipside of Appreciative Inquiry54

There is a potential flipside of Appreciative Inquiry

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Three Wise MonkeysAnderson Mancini: CC BY 2.0

By focusing exclusively on the light side of the continuum we may fall into the tree wise monkey trap of failing to address the problematic.56

Why does this matter?

Light and dark combine to provide the whole picture as illustrated by the concept of Ying and Yang57

It was the best of timesIt was the worst of times

Charles Dickens

Dickens famous opening line from his Tale of Two Cities was as true in 1859 as it is today and will be tomorrow.58

Mental Contrasting

Mental contrasting, pioneered by Gabriele Oettingen provides a more balanced approach at looking at the positive and challenging aspects of every situation.59

Looking at best and worst case scenarios and actions to maximise positive outcomes

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BookendingWorst caseScenario outcomesBest caseScenario outcomes

Project Activities

Related to mental contrasting, bookending is an approach that involves estimating two contrasting situations: the worst case and best case scenarios which helps us to see opportunities and pitfalls (see Chip and Dan Heaths (2013) book Decisive: How to make Better Choices in Life and Work for more details).61

How effectively do we act on your wishese.g. getting fitter Which strategy is most effective?

Project Manager Mr Shakil Beedassy kindly posing as our before and after model62

How effectively do we act on your wishesAdapted from: Oettingen, Pak & Schnetter (2001). Journal of Personality and Social Psychology 80, 736-753e.g. getting fitter Which strategy is most effective?

Mental contrasting

Visualising the barriers to success

Visualising your wish coming true

10.5 days

10 days

1 day

Appreciative Inquiry and Mental Contrasting

Represented here be rose-tinted specs with one lens cracked64

The Appreciative Interview

Remember a time

The appreciative interview begins with the selection of an affirmative topic. In this case we asked participants to remember a successful instance of knowledge management from there work or personal life.65

External events are transformed into thoughts via our filters which delete, distort and generalise these eventsIndividuals give events their meaning

An idea, central to Appreciative Inquiry and Neuro-Linguistic Programming is that we experience the world through filters of perception (our senses and our interpretation of sensory inputs) through which we give events their meaning. In the appreciative interview we focus on the affirming aspects of a felt experience. 66

Individuals give events their meaning

This idea can be dramatically illustrated by the contrasting experiences of two fans of opposing football teams as a result of the same event; in this case a late equalising goal by Tottenham Hotspur against Arsenal.67

Individuals give events their meaning

Take it away Jamie Gascoigne!68

Knowledge Management assets inventory and needs assessment Exercises

Appreciative Interviews(Knowledge Assets)Spend the first 10 minutes individually thinking about your answers make notes as necessary.Form pairs as instructedTake turns in interviewing one another using our demo and the interview questions as a guideInterviewer takes notes one experience per pageInterviewees classify the experience as: people, processes, technology, cross-cutting or other

Exercise to harvest positive knowledge management experience as a basis for an assets inventory70

Individual ExercisePAN KMF NeedsComplete the interview questions as given on the Individual Written Responses section of the interview sheet.The responses are anonymous but write your name, organisation and job title if you are happy to do so and if you think that this information will be helpful.

Exercise to harvest positive PAN knowledge management needs

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Next StepsFollow up discussions to produce a KMFProduction of an agreed and costed KMFImplementation of the Knowledge Management SystemJul 2017Aug 2016Feb 2017

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Chip & Dan Heath (2013). Decisive. How to make Better Choices in Life and Work. Random House.Jane Magruder Watkins, Bernard J. Mohr & Ralph Kelly (2011). Appreciative Inquiry: Change at the Speed of Imagination. Wiley.References

Gabriele Oettingen (2015). Rethinking Positive Thinking: Inside the New Science of Motivation. Current.

Stephanie Barnes and Nick Milton (2015). Designing a Successful KM Strategy. Barnes & Noble.

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