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This page highlights key elements in the use of knowledge management in diplomacy. To read more, follow the links to “Knowledge Management in Diplomacy,” a paper written by Jovan Kurbalija for the 1999 Conference on Knowledge and Diplomacy.
Definition
Knowledge management is not about the automation of the thinking process but about the use of technology to assist the normal thinking process.
Further elements for a definition
Evolution
Although knowledge management has recently been "re-discovered" by the business community, the attempt to understand knowledge is as old as civilisation and has always been a central theme of philosophy.
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- The difference between availability and accessibility of information and knowledge on the Internet is subtle but important.
- Knowledge is a source of power for individuals, institutions and states.
Business sector and diplomacy - similarities and differences
- Difference in function
- Lack of feedback loop in diplomatic services
- Processes in diplomacy are not simple instruments to an end, but have importance in themselves
- Time has a different importance in business and in
diplomacy
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The priority of protection of national interests characterised by secrecy was a strong safeguard against discussion about efficiency and organisation of diplomatic services. In the last ten years the situation has changed dramatically.
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In diplomacy, decisions are not a product of textbook style rational rules applied by rational decision-makers based on available facts, past decisions and expertise. On the contrary, decisions are often made through the specific interplay of rational elements, institutional memory, political influences, trade-offs on the international, national and institutional level, and last but not least, the influence of individuals.
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"Economists have, of course, always recognized the dominant role that increasing knowledge plays in economic processes but have, for the most part, found that the whole
subject of knowledge too slippery to handle." (Penrose)
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Diplomatic services usually do not know what they know.
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Knowledge should be recognised as an institutional resource (such as premises, funds, etc.).
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Creating a knowledge culture
The rule that "humans make or break" applies to knowledge management more than to any other field. Knowledge is a source of power. Unless individuals are willing to share their knowledge, knowledge management tools cannot be
effective. [more]
Automation of processes
- Highly repetitive and routine processes such as consular activities (issuing visas and passports
- Semi-repetitive processes linked to the functioning of international regimes
- Non-repetitive processes are the cream of diplomatic activities related to solving international crises and establishing international regimes.
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Training and transferring knowledge - a continuous process
Diplomats use knowledge in order to perform their function; simultaneously they produce new knowledge. In this sense diplomacy is knowledge perpetum mobile. Diplomatic training should be positioned within this circle.
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Retirement and knowledge management
Many ministries deprive themselves of expertise with a diplomat's retirement. In many cases diplomats do not accept retirement with great enthusiasm since diplomacy is a very specific job which involves a lot of personal commitment. Is there a "win-win" solution?
some ideas
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