understanding knowledge services
DESCRIPTION
Describes knowledge services from the perrspective of a government S&T department (2006): background, scope, framework, flow charts, next steps; report available.TRANSCRIPT
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Understanding Knowledge Services
Natural Resources Canada Knowledge Services Task Group
Transforming Government: Better Outcomes for Citizens
September 12-14, 2005
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An Opening Thought…
“One of the saddest features of the real world is that goods do not spontaneously present themselves for distribution.”
The Economist (Nov. 5, 1994)
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Presentation Goals
Speaker: Share results of the NRCan Knowledge Services Task Group
Audience: Gain awareness and relate to your context
Conference: Begin interdepartmental dialogue to develop shared understanding
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Presentation Outline
Background
Scope
Framework
Flow Charts
Next Steps
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Government of Canada 2005 Service Vision
Service examples (31): statistics (1) information (5), knowledge (0)
Framework: Canadians, businesses, international
“No generally accepted definitions or descriptions of public sector information and knowledge services.”
“To identify and act on opportunities…the government must first establish a shared understanding of the attributes of public sector information and knowledge services.”
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The Big Picture
Knowledge CanadiansServing
Our task is to connect the dots.
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Task Group Mandate
Examine the nature of the work of science and science-related programs in Natural Resources Canada, describe appropriate elements in the context of Government of Canada service transformation, and submit a report.
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Task Group Members
John Broome (Earth Sciences)
Malcolm Drury (Energy Technology)
Brian Haddon (Canadian Forest Service)
Bob O’Neil (Earth Sciences)
Dave Pasho (Metals & Minerals)
Al Simard (Canadian Forest Service)
Mark Williamson (Earth Sciences)
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Questions & Answers
Who is the audience? Treasury Board and NRCan senior managers.
What do we want them to do? Adapt programs to the nature of S&T knowledge services to better serve Canadians.
What will we do that causes this response? Increase understanding of S&T knowledge services.
How will we increase understanding? Develop a descriptive model and classification framework for S&T knowledge services.
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Knowledge Services: Steps
1. Establish Task Group 2. Determine approach 3. Outline and define system framework 4. List and define system functions 5. Report on progress & seek endorsement 6. List components & parameters 7. Define components and parameters 8. List sub-components & sub-parameters 9. Conduct Classification case studies 10. Begin writing report 11. Define sub-components & sub-parameters12. Submit report
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Presentation Outline
Background
Scope
Framework
Flow Charts
Next Steps
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A Business Perspective
Effective Strategy = Describe Strategy
+ Measure Strategy + Manage Strategy
Adapted from Kaplan and Norton (2004)
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Knowledge Spaces
1. Routine
•Standards, manuals•Bureaucrats, administrators•Categorize, process
2. Specialized
•Technical documents•Experts, consultants•Design, develop systems
3. Complex
•Tacit knowledge•Scientists, experience•Find patterns, understand
4. Chaotic
•Observations•Explorers, innovators•Explore, test
Adapted from Snowden (2002)
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Knowledge Services System:Definition
A group of interrelated sub-systems and infrastructure that function collectively, subject to organizational mandates, to embed value into knowledge-based goods & services, preserve it, and enable its extraction to yield benefits.
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Knowledge Services System
Indirect Outputs
SectorOutcomes
Canadians
Intelligence
Organization
Mandate
Body of Knowledge(Knowledg
e cycle)
Direct Outputs
EvaluatorsRecommendations Benefits
(tertiary)
(secondary)
(primary)Knowledge
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Knowledge Services-Externalities
Creating or changing organizational mandates
Transforming mandates into programs
Determinants of content generation
Determinants of external user wants or needs
Use of knowledge to create new knowledge
Goods and services not derived from content
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Knowledge Services: Definitions
Content: Embedded value, in the form of the message or signal contained within all elements of the knowledge value chain that are held or owned by an organization.
Content-based product: Tangible, storable commodity or merchandise, with embedded value, wholly or partly derived from and dependent on content.
Content-based service: Intangible, non-storable work, function, or process, with embedded value, wholly or partly derived from and dependent on content.
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Organizational outputs
Content Products Services SolutionsObjectsDataInformationKnowledge Wisdom
DatabaseScientific articleTechnical reportOutreach materialGeospatial productsStatistical productsStandardsSystemsDevices
AnswersAdviceTeachingFacilitationSupportLaboratory
DirectionOperationsPositionsCoordinationAccomplishments
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Presentation Outline
Background
Scope
Framework
Flow Charts
Next Steps
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Knowledge Services - Approach
Focus on organizations or groups of organizations
Driven by organizational mandates; responds to user needs
Includes supply- and demand-driven processes
Based on flow of goods & services through a value chain
Two resolutions: measuring system performance; classifying organizational activities.
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Knowledge Services Framework
Component a
Component d
Component…
Component b
Component e
Component…
Component c
Component f
Component…
Purpose 1 Purpose 2 Purpose…
Stage 1 Stage 2 Stage …Goods & Services Value Chain
Benefits
Who
Work
What
Why
Elements of Zachman (1992)
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Knowledge Services - Stages
1. Generate (start Knowledge Services value chain)2. Transform (goods & services increase utility, value)3. Enable (permit transfer)4. Use Internally (accomplish organizational
objectives)5. Transfer (enable external use)6. Enhance (increase availability, utility, value) 7. Use Professionally (sector derives benefits)8. Use Personally (individuals derive benefits)9. Evaluate (organizational mandate, resources)
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Knowledge Services Hierarchy
Knowledge Services System
Knowledge Services Sub-Systems (5)
Stages (9)
Components (33+7)
Sub-Components (201+27)
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Presentation Outline
Background
Scope
Framework
Components
Next Steps
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Production Sub-System
to Existing Inventory
from Accessible Inventory
Society & Nature
Content
Generate
Originators1
Products & Services
Transform
Developers2
Partners OrganizationMandate
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Management Sub-System
Managers
Lost Value
Preserve
3
Organization Mandate
from Production
Existing Inventory
Enable
Accessible Inventory
to Content
to Sharing
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Sharing Sub-System
Body of Knowledge
to Sector
to Capacity
Solutions
Users
Use Internally
from Accessible Inventory
4
Outputs
Providers
Transfer & Transact
5
Organization
Mandate
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Sector Sub-System
to Capacity
to Benefits
from Outputs
Enhanced outputs
Intermediaries
Add value
6
Outcomes
Clients
Use Professionally
7
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Society Sub-System
Capacity for
Action
from
Outcomes
from
Outputs
Personal & Societal Benefits
Use Personally
Canadians
8 Society & Nature
9
Evaluate
Evaluators
to Organization
Mandate
Recommendations
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Presentation Outline
Background
Scope
Framework
Flow Charts
Next Steps
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Model Insights and Questions
There are three flows to Canadians. What proportion of outputs are (should be) in each flow?
Transforming content into goods and services adds value. What proportion of content is transformed?
Production embeds value; use extracts it. What proportion of the inventory is used (lost)?
Clients use outputs for sector outcomes. How visible are organizational contributions to outcomes?
Canadians take action in areas of interest. How many outputs affect Canadian interests?
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Measurement Strategies
Case studies (horizontal flow)
Survey activity at key points
Process studies (vertical flow)
Measure processes at key points
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Classification Case Studies
Canadian Wildland Fire Information System
GeoScience Data Repository
National Atlas of Canada
National Forestry Database Program
RETScreen Energy Decision Support Centre
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Quantitative (Numeric) Model
How the system works (explanation)
Identify interactions (drivers & blockers)
Describe interactions (name key variables)
Define interactions (cause & effect)
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What could we do?
Measure criteria and indicators
Evaluate system performance
Diagnose system problems
Identify risks and opportunities
Establish priorities
Allocate resources
Adapt programs
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A Final Thought…
“The first task of any theory is to clarify terms and concepts that are confused… Only after agreement has been reached regarding terms and concepts can we hope to consider the issues easily and clearly and expect to share the same viewpoint.”
Karl Von Clausewitz (1780-1831)