P&P October 2016

Managing

Knowledge

for

anaging data, infor- mation, knowledge, and learning in health and human service (HHS) organizations Strengthening the Capacity to Respond More Effectively to Current Issues and Plan for the Future Impact M By Lee Biggar and Christine Tappan

intra- and interorganizational systems and relationships, such as content and learning management systems (CMS/ LMS), social networking, and media. These critical activities often occur dis- parately across HHS agencies and lack a cohesive vision that provides clear direction on prioritization and deploy- ment of resources. More recently, the discussion around KM has shifted toward understanding the differences between KM and knowledge mobili- zation (KMbz), which is the transfer, translation, exchange, and co-pro- duction of knowledge. The intention is to understand how knowledge is brought to action for greater impact through effective dissemination and implementation.

is a complex endeavor that can either accelerate or inhibit goals toward inte- gration, innovation, and sustainable outcomes. Historically, knowledge management (KM) has been defined as the process of “managing knowledge of and in organizations,” including assets such as databases, documents, policies, procedures, and previously uncaptured expertise and experi- ence in teams and individual workers. Increasingly, KM is also considered the process of collecting and disseminating information gained or contained in

Illustration by Chris Campbell

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October 2016 Policy&Practice