Knowledge Management for Networks

Knowledge Management in the context of the RUFORUM Network (Part II)

Knowledge Management for networks varies from Knowledge Management within a single organization. Knowledge Management for a network considers dozens or more organizations that have come together for a specific purpose. Members of these networks still have their individual/institutional Knowledge Management strategies to worry about. The assumption is that all the members of the network are able to participate effectively in knowledge identification, capturing, evaluation, retrieving, generation and sharing for the benefit of the network. Members of these networks could be scattered across the globe, using different languages and having different knowledge management systems. The design features of a Knowledge Management Model for a network must include:

1. Support for the goals of that network, 
2. Enhancing the network structure and promoting the natural interactions  
3. Enhancing communication, feedback, learning, documenting and efficient sharing of knowledge in the network. This could be achieved through the use of the emerging information and communication technologies. 

The RUFORUM Network can be considered to be a combination of a decentralized and centralized network. The RUFORUM Secretariat is at the center of the network to facilitate the agreed core-activities of the network. Other activities occur among and between the network members and these activities are not necessarily coordinated by the RUFORUM Secretariat – but have been inspired through the spill-over effects of the mainstream activities of the network.

The RUFORUM Network was formed by African universities for the purpose of benefiting from working together. The member universities collectively respond to challenges related to their limited capacities. They collaborate to implement post-graduate agricultural training programs and conduct quality, development-oriented agricultural research. The RUFORUM Network has become a strong platform for sharing lessons learned, connecting people, mentoring agricultural students and agricultural faculty, championing community action research and spearheading innovations related to information and communication technology for agricultural development.

The RUFORUM Knowledge Management model is best defined through the RUFORUM Theory of Change. Conceptually this model has five key knowledge nodes – the Secretariat, the RUFORUM governance bodies, the 46 member universities, the RUFORUM National Chapters and the strategic partners. Knowledge and information flows between and among these five key nodes. A number of platforms are facilitated by the Secretariat to connect people and promote learning and knowledge sharing – these include the Biennial Conferences, Annual General Meetings, Thematic Groups Meetings staff meetings and the use of social media and the website. Listed below is the description of the five knowledge nodes:

1. The RUFORUM Secretariat is hosted by Makerere University in Kampala Uganda and coordinates the activities of the RUFORUM Network.  
2. The RUFORUM Governance Bodies provide overall guidance to the network – these include the Board of Directors, International Advisory Panel (IAP) and the Technical Committee (TC).
3. The 46 RUFORUM member universities in 22 countries are the key players in the network. The focus faculties are those in the agricultural and related sciences. Champions are nurtured to support the goals of the network   
4. RUFORUM National Chapters are a key mechanism used by the RUFORUM network to enable member universities to liaise with a wider range of key stakeholders in agriculture and thus shape a common agenda to improve post-graduate training and research. National Chapters are created in each member country to bring in participants from the universities, National Agricultural Research Systems, related government ministries, the private sectors, farmer organisations and others. 
5. Strategic Partners are carefully identified to support the goals and mission of RUFORUM. These include other networks of universities from USA, Europe, Africa, the Pacific and Asia; Regional Economic Communities; Continental and International Agricultural Research Consortia; international Non-Governmental Organisations; and others

De Man et al (2008) identified four problems confronted by networks when implementing Knowledge Management: (1) How to motivate members to share knowledge, (2) How to prevent members from learning while not sharing, (3) How to ensure that the right knowledge is efficiently availed to a network member and (4) How to overcome cultural, time and knowledge gaps.

These problems are also being faced by the RUFORUM Network that I work for. It is important that all members of the RUFORUM network have the capacity to participate in knowledge identification, creation, capturing, evaluating, retrieving, and sharing.

Part III will discuss the Emerging Knowledge Management Strategy for the RUFORUM Network.

What is Knowledge Management (KM)

Knowledge Management in the context of the RUFORUM Network (Part I)

I was recently honored to be invited by CTA (Technical Centre for Agricultural and Rural Cooperation) to participate in a training workshop dubbed ‘Knowledge Management for Senior Management in Agriculture and Rural Development’ which was held from 10-12 November 2014 in Ede-Wageningen, The Netherlands. This provided me with a rare opportunity to discuss and reflect on Knowledge Management concepts, methods, tools, frameworks and models – and how they relate to the RUFORUM Network Platform.

The term ‘Knowledge Management’ (KM) is understood differently by various people. Maybe this signifies the complexity of the concept? Or this implies that KM is an evolving concept? It could also be that the different KM actors perceive KM only in relation to their distinct roles.There are over a hundred published definitions of Knowledge Management (Dalkir, 2011).

Knowledge Management definitions denote a very organizational or corporate orientation (KMWorld, 2012). According to the Gartner Group (cited by KMWorld, 2012): "Knowledge Management is a discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise's information assets. These assets may include databases, documents, policies, procedures, and previously un-captured expertise and experience in individual workers."

What is required for KM to succeed?

Successful KM is about people, processes and technologies. There needs to be common and reliable information and communication technology infrastructure to facilitate sharing. People who know must be connected and the behaviors of asking, listening and sharing encouraged. Processes to simplify sharing, validation and distillation are important for the success of KM.

Why Knowledge Management is important for the RUFORUM Network

Today’s economies are driven by knowledge and information assets. KM is important to the RUFORUM Network for the following reasons:

1. A well implemented KM strategy will position us to produce knowledge products for advocacy to inform agriculture and education policy makers. This will hopefully change the face of agriculture in Africa through quality agricultural post-graduate training and agricultural research. A successful advocacy strategy could also result in African governments investing more in agricultural higher education.
2. KM is key for helping Africa solve its developmental puzzle. We have opportunities to collate and disseminate knowledge that is unique to the African experiences. This knowledge is rare and difficult to locate in a properly packaged manner. If our knowledge is effectively managed and accessible we will be able to share and find solutions without reinventing existing solutions.
3. KM will help the RUFORUM network to remain competitive and sustainable. KM could help us to identify sources of self-sustenance through our knowledge products that we could sell to our “customers”. 

Part II will discuss Knowledge Management for Networks - with the RUFORUM Network as an example.