Knowledge Management and Transfer for Microenergy Systems – Crossing Borders Worldwide

Challenges of Knowledge Management

This second presentation introduces an impact oriented initiative that includes partners from the Netherlands, Germany, Norway, Australia, the United Kingdom and Switzerland. Since 2005, 18 beneficiary countries include 18 countries in Africa, Latin America, and Asia have received funds in annual funding competitions. The project also includes a monitoring system to track the mid- to long-term success of implemented projects.

Successes and Barriers to Knowledge Management & Transfer

• ‘Wait, I have it somewhere in my mailbox’

Three important aspects constitute successful knowledge management and transfer within this initiative. The first of which focuses on connections and networks that have had previous successes. These connections and networks quite often lie close to home ‘somewhere in my mailbox’ and should be passed on or shared. The challenge specific to this aspect is the inbox pile-up that helps us to forget the connections as well as who and how we should share them.

• ‘The lightening-struck inverter’

The second aspect illustrates the value in communicating all information. A case example based on the decision of field technicians in Senegal who chose not to communicate how a mini grid inverter was struck by lightening and as a result was out of commission for two weeks. Since the technicians did not consider the information pertinent, and were also not excited to deliver the bad news, they decided it was better to delay transferring informationThe result was a directive and communication workshops that focused on discussing both good and bad information with the aim to increase efficiency and effectiveness in delivering results.

• ‘EnDev’s next super failure’

In this last example from Peru, the ineffective implementation of solar panels in overgrown fields served as the information that was not managed or transfer. Again, a refocusing on a positive setting to discuss all aspects of projects including worst mistakes was made to provide incentives for a team to talk through problems as oppose to punishment. There is also additional emphasis on the shared benefits gained by the entire organization in discussing and problem solving internal failures.

Challenges

For the GIZ, knowledge is the product and service provided and not material object as with a manufacturing firm. This includes the management and transfer of knowledge regarding what is and is not successful in the field. Accompanying this is the storage and sharing of knowledge collected. Up until recently, this was a major challenge as the expertise would often be out in the field or occupied and unavailable. However, with a new information management system that uses a wiki, access to documenting knowledge, reviewing, editing, and sharing is now available to anyone. Not only is there an opportunity for comprehensive collection and storage of information, the collaborative process allows for planning, and also management of info through areas that are restricted or open to public access. The challenge is incorporating the information management system into daily routines, and also facilitating the use of the tool for users who are not adept with technology.