ปัญหา KM ในภาครัฐของ USA

คนที่กำลังทำ KM อยู่ในภาคราชการ ลองอ่านข้อความข้างล่างดูนะครับ    จะเข้าใจวิธีคิดของคนในวงการ KM ของสหรัฐ   และเข้าใจข้อจำกัดของ KM ในระบบ bureaucracy ภาครัฐของสหรัฐอเมริกา

Cheers.  

I am giving a talk in mid-June to senior public sector folk in the US
Government, some of whom will be KM specialists, others human resource
(HR) specialists.  Overall meeting in which this presentation will sit
addresses change management and organizational stress, and the role of
KM/KS.  Many of the sessions seem to be more from an IT angle (which
reflects abit how many of the US Govt agencies tend to pigeonhole KM
still).  Mine though is meant to address more than anything else just
how public sector agencies address the aging of the baby boomer
generation, the rapid movement to out-sourcing and consultancies (as
opposed to career-long positions), and the impact these trends have on
an organization's effectiveness and productivity.  Main objective of
session is to draw out examples from attendees, and to help develop
action steps to address the problems.

One problem I find is that those involved with personnel mgt. are often
not fully sensitive to the implications of lost tacit knowledge, while
others very familiar with KM theory and practice often are not aware of
the impact of personnel policies (including tenure, ability to re-hire
staff, etc.) as well as the culture an organization may have about those
who leave (some organizations embrace them, others view them as
"outsiders" and "double-dippers".)  And often neither the HR nor the KM
folk really understand the subject matter well enough to tightly
identify the actual substantive impact of changing staff mixes.

Anyone have some examples to share, or colleagues who are trying to
address this?   Among other sources, I've been very impressed by Lost
Knowledge by David DeLong and Deep Smarts by Leonard and Swap, as well
as some earlier discussions on KM4Dev and Learning to Fly.  If you have
a chance, you might want to look at DeLong's book; it is very thought
provoking, but most of his examples come from the private sector, and
none of the public sector examples refer to development assistance
agencies.

Any help/ideas/further reading would be very much appreciated!

Tony Pryor
IRG
202 413-7854
 
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