Part 1 - Our chairman is a very active person, who not only chairs the board of the Open University of The Netherlands, but is member of the socio-economic council of The Netherlands, politically active in our region, and member of a number of other boards. In his quest for political backup for Lifelong Learning in The Netherlands, he participates in symposia and conferences, often presenting his arguments in keynotes and contributions. On his Twitter account, he often mentions his schedule for the coming day, and gives short impressions of the new things he has learned during a working day.
Part 2 - One of the projects that I am currently working on is the foundation of a Dutch Library School, a project in which the Open University and the Association of Public Libraries are co-creating a school that intends to offer library professionals an intensive learning programme on the crossroads of Tradition, Innovation and Culture, with the aim of building the innovation capacity of the whole library sector. Last week, the first group of students and their coaches - including Rob Bruijnzeels, Marlies Bitter and myself - spent an intensive working/walking week in Italy, where we drafted the first design of the Library School. During this week, we discovered that the public library sector and the public educational sector are currently experiencing similar transformations in the knowledge society, and we acquired some new insights.
Part 3 - Yesterday, Theo twittered about attending a symposium in Maastricht about the future of the public libraries in The Netherlands. This triggered my attention, so I checked out the website of the symposium and found out that Theo would contribute with a presentation about the role of education in the future of the public libraries. After checking with my colleagues, we felt that it was necessary to update Theo on the latest insights from our working week in Italy, so we got in touch with his secretary, wrote a short information update for Theo, and had a very short briefing meeting.
Now, you may ask: Where is the knowledge management in this?
- Firstly, although Theo was aware of our Library School project at a management level and had included the project in his presentation, he was not - and could not have been - aware of the new insights that we had picked up in our recent activities. With the multitude of projects that are ongoing within an organisation, the chairperson can not - and should not - be updated on all the current issues and insights. - By the way, I think it is therefore that Theo stopped following me on Twitter: just too much information. You must know the phenomenon.
- Secondly, our organisation is not so large that it can afford a giant support staff that can do the knowledge work for the chairperson. The weekly board meetings are mainly about making decisions, and not so much about gathering updates on relevant projects.
- Thirdly, our Intranet is used actively at the Open University, but usually only mentions important milestones, such as new projects starting up, or the intermediary or final results of a project, but never the ongoing issues - again, that would be just too much information. From the information that we distribute, Theo's support staff could not have guessed that there were fresh insights that could have an impact on the Open University's message at this symposium.