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Applying Sense-Making Methodology to Design Knowledge Management Practices
Abstract
This chapter introduces readers to Dervin’s Sense-Making Methodology (SMM) and demonstrates how it has been applied to design knowledge management projects for the public sector. The projects described in this chapter were implemented between November 2005 to June 2006 when the main author was the Head of Knowledge Management for the Improvement Service for the Scottish Government, a company limited by guarantee with a budget provided by the Scottish Executive, with the aim to improve the efficiency, quality and accountability of public services in Scotland through learning, sharing knowledge and delivering improvement solutions. Sense-Making Methodology is based on a set of assumptions which challenge some fundamental knowledge management thinking. The SMM assumptions imply the need for alternative procedures to be implemented to promote knowledge sharing. Three primary applications are discussed: (a) conducting user study to understand user needs; (b) designing web-based KM systems; and (c) facilitating dialogue to nurture communities of practice. This chapter aims at stimulating further thinking and debate in adopting theoretically informed approaches to implement knowledge management practices.
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