Leveraging the Power of Knowledge Management to Transform Global Health and Development

KM tools range from publications and resources to training and events, and approaches and techniques such as peer assists and knowledge cafés. By its very nature, global health and development work involves a multitude of actors working toward common goals that transcend geographic, sectoral, organizational, and financial boundaries. The purpose of this article is to demystify KM and advocate for its increased use in global health and development projects. Knowledge is defined as the capacity to act effectively, and KM is a systematic process of collecting and curating knowledge and connecting people to it so they can act effectively. Two types of knowledge are managed: explicit and tacit. Explicit knowledge is easy to express in words and can be shared in written documents, while tacit knowledge is difficult to articulate and is best shared through discussion, stories, observation, and personal interaction. KM gives us the ability to tap into and share explicit and tacit knowledge and to translate that knowledge into action. Within global health, lack of knowledge limits the quality of health policy, programs, services, and practices, but effective knowledge management can improve the situation. KM can be applied to boost an organization's efficiency and effectiveness, or it can be used to improve service delivery throughout a health system. The Knowledge Management for Global Health Logic Model shows how KM program inputs, processes, and outputs work together to achieve intended health outcomes. KM tools can be classified into four categories: publications and resources, products and services, training and events, and approaches and techniques. Publications and resources, such as policy briefs and guidelines, can help ensure health professionals have the knowledge and skills they need to do their jobs. Products and services, such as electronic repositories of essential information and eLearning courses, can help share information quickly and widely. Approaches and techniques, such as peer assists and knowledge cafés, can assist in enhancing coordination, learning, and adaptation. The discipline of KM has evolved over the past three decades, primarily in the private sector. First-generation KM focused on technology, codification, and efficiency, with the goal of providing access to explicit knowledge. The next generation focused on learning to maximize knowledge sharing, as technology applications that facilitated improved interaction became increasingly accessible. However, practitioners and scholars began to recognize that technology was not the only tool needed to deliver comprehensive knowledge management. The current generation uses people-focused approaches, such as after-action reviews and peer assists, but it has been noted that simply focusing on people and the technologies and tools they use does not automatically lead to knowledge application. Social knowledge management (social KM) promises to be the next generation of KM, building upon past generations while adding what has been the missing piece—the power of social. Social KM is driven by social benefit and recognizes the importance of social capital, social learning, social media, and social networks, all within the context of a larger social system. KM focuses on people, processes, and technology, and social KM promises to better incorporate human and social factors into KM processes and tools.