Knowledge is power: How networks generate, foster, and manage knowledge
Kerstin Tebbe, Founder, Collective Mind
We recently defined knowledge generation, exchange, and management as a potential — and common — network function. That’s because unless it’s networked, knowledge remains static: networks put knowledge into motion. Networks create value by orchestrating the flow and combination of knowledge by, for example, moving it to new places, combining formerly isolated pieces of knowledge, connecting islands of knowledge, and reorganizing pieces of knowledge from diverse sources into coherent, tailored packages.
What do we mean by knowledge?
Before we can understand network knowledge functions, we need to be clear about what we mean by “knowledge”. We can define three different types of knowledge:
· Explicit knowledge is knowledge that is written down, recorded, or codified in some manner, often referred to as “information”.
· Tacit knowledge is the understanding of how to do things that is often unwritten and resides in people’s heads, garnered mostly from their personal experiences.
· Implicit knowledge is an individual’s culture, vision, and values, which shape how they understand the world and receive knowledge.
These different types of knowledge have implications for what knowledge networks should or could foster, generate, and share and how to do that effectively. Explicit knowledge can be mapped; it may exist in people’s heads but also in reports, manuals, and other materials and tools. Capturing and aggregating the explicit knowledge of individuals and organizations is a significant task that can lie at the heart of networks’ knowledge-related functions. Tacit “how to” knowledge is often difficult to articulate, let alone capture and package into shareable resources. Whereas explicit knowledge can be relatively easy and simple to push out through multiple channels, tacit knowledge must be shared through collaborative activities based on trust and long-term relationships. Implicit knowledge is least tangible but has significant impacts on how knowledge is received, it’s relevance, uptake, and application. It means that, for knowledge to have an impact, it must be communicated within frames and through language that resonate based on people’s implicit knowledge.
Defining our knowledge objectives
Networks can work across all types of knowledge to fulfill knowledge functions of codifying, organizing, and sharing existing knowledge and creating and ensuring the effective application of new knowledge. Within that frame, networks will define their own specific knowledge-related objectives that will likely fall into one of two categories:
· Networks will seek to create value for their members, and/or
· Networks will seek to create value beyond the network.
For individuals to solve the complicated and complex problems they encounter in their work, they need knowledge from others. Networks enable individuals to “transport themselves to a very different location in the solution space than they could likely reach through isolated experimental or cognitive search”[1]. Through network participation, members gain access to contacts, materials and resources, and expertise. Similarly, network members might strengthen their capacity for research and communications as well as access opportunities to contribute to policy and practice dialogue.
As we know, value creation by networks extends beyond that created for members; value created by networks is greater than the sum of the parts. This collective value creation moves beyond sharing knowledge for individual use to the aggregation, creation, and application of new knowledge. When gaps are collectively identified, new knowledge can be generated to fill them through research and knowledge sharing activities. Creating new knowledge also means ensuring its use and application. This may mean identifying and implementing strategies to engage decision-makers more directly, link to appropriate processes, and move the network’s knowledge into policy and practice.
Implications for network structure and processes
Different knowledge-related objectives will have implications for network structures, processes, and activities. The implications will depend on the levels of formality desired for knowledge exchange processes, the participants within those (i.e. individuals, organizations), the resources required, the partnerships established, and the expectations across various stakeholders, among other things. However, the strength of network knowledge functions lies in their productivity and their impact on decision-makers. Structures and processes should align behind whatever forms ensure that productivity and impact.
First and foremost, knowledge functions occur within working networks — knowledge functions require the internal structures and processes to convene members; clear roles, responsibilities, and decision-making processes; and mechanisms for measurement and feedback. To effectively manage knowledge functions, networks must operate on strategies, work plans, and timelines, with facilitators and coordinators dedicated to managing these processes.
Creating value outside of the network also requires communications and engagement strategies and mechanisms. The transfer of a network’s work into implementation requires engagement with decision-makers and communication with broader audiences. Relationships must be built and maintained with those that the network seeks to inform, influence, or work with. The network must “constantly look at how it will move its knowledge not just outward to broad audiences, but directly into practice”[2]. Knowledge cannot just be disseminated; users must be engaged to understand and adapt it to their contexts. Engagement translates knowledge into practice.
Thanks for reading! Get in touch to share your thoughts, ideas, and feedback with me at kerstin@collectivemindglobal.org.
[1] Problem Solving and Search in Networks
[2] Strategic Intentions: Managing Knowledge Networks for Sustainable Development
For this edition, we looked at the following sources:
Designing Effective Knowledge Networks
Knowledge Networks and Virtual Collaboration: A Framework for Success
Knowledge Networks: Guidelines for Assessment
Problem Solving and Search in Networks
Strategic Intentions: Managing Knowledge Networks for Sustainable Development
