Strategy/Wikimedia movement/2018-20/Recommendations/Manage Internal Knowledge/pt

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This recommendation proposes the idea of placing importance upon curating the internal knowledge of our Movement. It is supported by the recommendations ‘Coordinate Across Stakeholders’ and ‘Invest in Skills Development’.

O quê?
Wikimedia 2018-20 Recommendation 08.svg
Precisamos fazer com que o conhecimento interno do Movimento seja fácil de capturar, descobrir, adaptar e consumir por todas as partes interessadas, para facilitar o desenvolvimento e o crescimento de habilidades individuais de forma equitativa em todas as comunidades.

Todo o conhecimento interno produzido no Movimento pertence a ele e temos de assegurar sua finalidade e capacidade de uso por qualquer participante. Precisamos estabelecer uma base de conhecimento para conhecimento interno, equipe com dedicação exclusiva para a curadoria de conteúdo (inclusive capacidade de descoberta e garantia de qualidade) e suporte ao usuário, complementado com um serviço/banco de dados de pares para a criação de matchmaking.

Por que?
Por que?

Despite our greatest success in creating an open encyclopedia, a knowledge base about everything,[1] we have not been very successful at managing our own operational knowledge.[2] To find information about the Movement, or find support or partnerships, members of our communities, the public, and all our other stakeholders have to navigate multiple disconnected spaces that suffer from poor usability and organization.[3] As a result, if the information is located, it may be inaccurate, outdated, incomplete, or inconsistent without any way of knowing that to be the case.

Even when the information is sound, it is often not easy to use. Hindrances such as a lack of translatability or unspoken assumptions concerning background knowledge or processes that may not be linked hinder the exchange of ideas from within the Movement itself. That results in community members reinventing the wheel and missing the chance to build on each other’s experience,[4] hindering the growth of the Movement and disadvantaging some communities. It also becomes an obstacle to distributing power, as access to the information that helps in doing one’s work better (be that know-how, context for grants, tools, contacts, etc.) establishes another informal power based on recognition.

Managing and documenting knowledge are skills that take time, and doing them is less engaging than doing the work that frequently attracts volunteers to these efforts. As a result, members of the Movement (especially volunteers) often document their activities and knowledge insufficiently or not at all. This leads to a lack of institutional memory, as when they leave the Movement, their undocumented experiences, knowledge, and contacts are lost with them.[5]

Not having a proactive approach towards internal knowledge management results in missing opportunities that affect the entire Movement and puts its growth and risk. It affects both small communities that strive to grow as well as large ones that could be more resilient and flexible. Having good internal knowledge management is essential to onboard new contributors and help them develop their skills, allow new leaders to emerge, and intentionally manage our internal resources that are focused on improving our public projects themselves.

Como?
Como?

To enhance the management of internal knowledge and to make it easy to capture, discover, adapt and consume by all stakeholders, we recommend an approach based on several actions and requirements. We must follow a people-centered approach to design one knowledge-base space that meets the needs of all contributors and stakeholders.[6] This must ensure that our knowledge is findable, easy to use by everyone who needs it for their own activities, while also being easy to add new information and processes as they are developed.

Even though the creation of a common space for internal knowledge is necessary to collect different types of educational resources (from text-based to audiovisual), in a decentralized ecosystem, a single strategy may not be enough. It is necessary to encourage the creation of metadata for every piece of internal knowledge to support its findability through a search tool and various types of syndication. Stored metadata should also support the creation of reports to measure the Movement’s progress accurately, thus creating better awareness and setting informed priorities.[7]

To facilitate the use of internal knowledge resources, they must be accessible through project platforms and allow users to be aware of what exists for them to use and where they can find it.[8] Additionally, there must be active resourcing to ensure contributors are aware of certain internal knowledge needed for specific cases such as the participation in governance (local or global decision-making).[9]

Resultados esperados
  • Estabelecer um sistema de base de conhecimento de fácil utilização, inclusivo, funcional, participativo, multilíngue e acessíveis para pesquisa, com acesso a todos os ativos de aprendizagem do Movimento. [10]
  • Fazer várias formas de conhecimento e como comunicá-las de forma acessível e que represente as nossas comunidades diversificadas.
  • Contextualizar e comunicar o aprendizado interno por meio de treinamento por especialistas locais ou aprendizagem baseada em coorte; e apoiado pela integração com o ambiente de aprendizagem. [11]
  • Disponibilizar pessoal com dedicação exclusiva para ajudar na curadoria do conteúdo, capacidade de descoberta e garantia de qualidade, suporte ao usuário e para facilitar o matchmaking. [12]
  • Facilitar uma cultura de documentação a ser tratada como parte integrante do trabalho da Wikimedia e, como um resultado em si, promovendo recursos à sua criação em áreas essenciais, como desenvolvimento de capacidade, defesa, parcerias e tecnologia. [13]
Referências