By Faye A. Silas

Actually, it’s both. But while a buzzword, this new issue should not be taken lightly. With the glut of information and the growth of technology that makes the information so readily accessible, there has never been a time when information has been more plentiful. The downside of this is the inherent need to manage the information to ensure that what is relevant is disseminated in a customized way to those who need it. 

That’s the take on KM from Jean Frankel of Trenton, N.J., a principal partner with Tecker Consultants, L.L.C., who spoke to members of the National Association of Bar Executives. She says associations need to know what knowledge management is so that they can use it strategically for their membership.

"The effective use of knowledge is critical to associations." 

- Jean Frankel
 

“Knowledge management will enable associations to enhance programs and services provided to members,” Frankel says. “The effective use of knowledge is critical to associations.” This need to “understand and analyze the flood of information, make informed decisions and to create and realize value” is necessary for organizations to succeed, she stresses.

What is knowledge? According to Frankel, it is “information combined with experience, context, interpretation and reflection.” Today, most people don’t just want information. Instead, they want the information to be interpreted or analyzed for them within a context by experienced people. Associations that know how to sift through information, customize it to meet members’ needs and disseminate it quickly will have a competitive edge. 

Members are not all alike; one size does not fit all, Frankel says. That’s why they will need more customized services, and associations can capitalize on this need by creating systemized structures for sharing knowledge. Association officials must understand the linkages between separate areas of knowledge, recognize the value that can be offered through the knowledge systems, and harness technology to make the systems work and link people together through such devices as listservs and video conferencing.

A source for knowledge

Associations should not only be viewed as a source for information, but, more importantly, as a source for knowledge. Since information/insight is the new currency, the changed focus will provide greater value and make the association more relevant to members.

Before setting up the systems, associations must proactively find out what their members want (rather than relying on members to volunteer that information), and then give it to them. There are four knowledge bases from which associations should act. They must:

• Know what members want and need. Look at where the profession is headed, and make that information available. Often members don’t know what they need until you lay it out for them.
• Develop foresight about the profession. This often happens during the strategic planning process. 
• Know what your capabilities, skills and resources are.
• Know what the ethical implications are, for your decisions will affect people.

In this information age, associations are beginning to see themselves as a source and resource for information, knowledge and insight, and they are using their position to inform and influence, she notes. They are becoming knowledge “brokers” who can package and disseminate information to members and also provide a marketplace for members and suppliers to communicate and conduct business.

Associations are “freeing the content from the container” by looking at the information and making it available in new ways through seminars and Web sites, Frankel says. “Uncoupling information from how you’ve (traditionally) delivered it is empowering,” she adds.

As an example, she cites the American Society of Association Executives, which had 13 sections that operated separately from the full association and charged their own membership dues. “We found that the structure did not allow for sharing of information between the sections or constituencies,” she explained of ASAE’s strategic planning process. As a result, since last summer, ASAE members can affiliate with as many sections as they want for only one membership fee. 

How to get started

Frankel suggests that associations start by thinking of knowledge in broader terms--ways that will help members compete and succeed in the profession. This process might include evaluating possible knowledge domains, such as professional competencies, CLE topics and sections or other topical interest groups. 

Conducting a knowledge audit of the association is also useful. Questions to ask are: What does the association know? Who knows what and are these people inside or outside the association? What doesn’t the association know and what and where are the gaps? Who needs to know what in the association?

After assessing the answers, officials must determine whether the association has a culture that supports and values the need for information. The principles of knowledge management must be integrated into the entire organization and all departments encouraged to share information freely and openly, Frankel says.

The author is the editor of Bar Leader.