Knowledge management is a concept that goes back to Aristotle. In general, the public sector has embraced the concept at a relatively slow pace, except, of course, in health care and education. Large companies have shown considerable leadership in this area. They fired several "lessons" that might be adaptable (to provide the appropriate modifications) to the public sector.
So that the debate takes place, we had initially set a common language. Although there no universal definition of KM, most current definitions are similar enormously. For purposes of this document, here is the working definition that was established for the term knowledge management "... the systematic process by which knowledge necessary for success of an organization are created, captured, put in common and exploited. Three labels can be used to describe knowledge: explicit, tacit and potential. The two most common are by far the explicit and tacit. "Explicit knowledge can be defined as book knowledge, available oral or written, which represent the classification of data and information through procedures or rules defined and formalized. Tacit knowledge is possessed by those individuals within the organization and who have not been formalized in writing or recorded.
They can also be made available to others through deliberate efforts, such as interviews and mentoring, for an overview of how people do their work "(Association of State 9 and Territorial Health Officials, 2005, p. 6). The potential knowledge are in the data which have not yet been used. The public health sector, like many others, has always devoted much of its efforts to collect data (potential knowledge) and the creation of explicit knowledge, although rarely in an organized and strategic. The collection and sharing of tacit knowledge have been much less work reflected.
Once understood, the various forms of knowledge must be managed. The literature consistently supports four basic elements of KM:
1. culture of the organization must adopt the concept in senior management,
2. content that contains knowledge both explicit and tacit
3. processes that foster the sharing of knowledge,
4. technology for exchanging knowledge electronically.
The four elements are necessary and interdependent. An organizational culture that supports a strategic positioning for the GC within the organization and a massive investment in a sustainable and not based on the projects is the basis.
Having defined the knowledge to manage (content) and a strategy to follow (the process), a business plan for the technology supporting can be drawn. In four elements of KM, it is implicitly understood that each function is central be entrusted to qualified personnel. Essentially, in a KM strategy, it is people who shape the culture, manage content, carry out the process and use the technology.
The GC must be seen as a new business; indeed, it may already exist many concepts and practices concerning the GC within an organization, but they may be known by a host of official titles or not. Similarly, the GC specialist can be an organization known by various titles, ultimately,
However, the title is less important than the position within the organization and team senior management. The term GC becomes more common in the public sector, as for regional staff caring for PHAC portfolio in this area. In addition, knowledge brokers, linking those who need knowledge to good content, the right way at the right time, already exist in the public health system, not necessarily bear that title.
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