Public access to expertise and knowledge is an issue that is high on the agenda for museums. But how can a museum fulfil its potential and connect with people if it doesn't have a record of the extent of its knowledge or a means to access it?
The business world, particularly consultancies, has long since adopted a strategic approach to knowledge management and it is now seen as an essential tool for efficiency in large companies. If museums followed a similar approach to organising their vast knowledge, it would enable them to impart it in a better way to the public.
In 2004 the Museums, Libraries and Archives Council (MLA) produced its five-year vision, Investing in Knowledge. The key element for museums was Renaissance in the Regions, which was set up in part to 'unlock the potential to connect people to the wealth of knowledge contained in museums'.
When it comes to communicating with the public, it's vital that a museum knows what collections it has; in the same way, it needs to be able to identify what knowledge it holds.
When planning an exhibition, it is much easier to choose what objects to display if you're able to search and target your collections. Searching a collections database might link you to some objects you hadn't thought of or didn't even know you had.
Likewise a database of knowledge (which could be an extension of a collections database) would enable staff to search, retrieve and learn from colleagues and past activities. Of course having the technical ability must go hand-in-hand with the drive to pass knowledge on.
Consultancy firms and other businesses employ 'knowledge managers' to introduce systems that pinpoint the information a company holds, including less quantifiable sources such as staff experience. These are turned into a value-added process that benefits the whole company.
IT systems play a vital role but are backed by a culture of sharing and learning. The public sector has also played a role in developing knowledge management, particularly through libraries.
It is perhaps no coincidence that the chief executive of the British Library, Lynne Brindley, has a background of knowledge management at KPMG, a top consultancy firm.
But museums rarely pay attention to the knowledge they generate, especially in terms of retaining it for the future. Often if a curator or manager moves on from a job some of that knowledge is lost. This may not just be expertise, but also research contacts, useful background information, and organisation and company links.
What if all the information generated from enquiries, searches, research work, fact sheets, temporary exhibitions and permanent galleries was linked in an easily retrievable way?
Museums are obviously a long way from adopting complicated and costly knowledge management systems or even employing knowledge managers. But the basic concept of organising and retaining knowledge in order to use it again in the future through adopting organisational processes is surely something to consider.
The recent Collections for the Future report flagged up the need to be realistic about the availability of resources and to take a new, more targeted approach to documentation and knowledge management.
In a climate of limited resources museums should be maximising their potential by focusing on retaining and using what they already know and capturing newly generated knowledge - looking beyond collections documentation and embracing managing knowledge as a whole.
Nikola Burdon is the Museum Association's professional development and ethics coordinator
The business world, particularly consultancies, has long since adopted a strategic approach to knowledge management and it is now seen as an essential tool for efficiency in large companies. If museums followed a similar approach to organising their vast knowledge, it would enable them to impart it in a better way to the public.
In 2004 the Museums, Libraries and Archives Council (MLA) produced its five-year vision, Investing in Knowledge. The key element for museums was Renaissance in the Regions, which was set up in part to 'unlock the potential to connect people to the wealth of knowledge contained in museums'.
When it comes to communicating with the public, it's vital that a museum knows what collections it has; in the same way, it needs to be able to identify what knowledge it holds.
When planning an exhibition, it is much easier to choose what objects to display if you're able to search and target your collections. Searching a collections database might link you to some objects you hadn't thought of or didn't even know you had.
Likewise a database of knowledge (which could be an extension of a collections database) would enable staff to search, retrieve and learn from colleagues and past activities. Of course having the technical ability must go hand-in-hand with the drive to pass knowledge on.
Consultancy firms and other businesses employ 'knowledge managers' to introduce systems that pinpoint the information a company holds, including less quantifiable sources such as staff experience. These are turned into a value-added process that benefits the whole company.
IT systems play a vital role but are backed by a culture of sharing and learning. The public sector has also played a role in developing knowledge management, particularly through libraries.
It is perhaps no coincidence that the chief executive of the British Library, Lynne Brindley, has a background of knowledge management at KPMG, a top consultancy firm.
But museums rarely pay attention to the knowledge they generate, especially in terms of retaining it for the future. Often if a curator or manager moves on from a job some of that knowledge is lost. This may not just be expertise, but also research contacts, useful background information, and organisation and company links.
What if all the information generated from enquiries, searches, research work, fact sheets, temporary exhibitions and permanent galleries was linked in an easily retrievable way?
Museums are obviously a long way from adopting complicated and costly knowledge management systems or even employing knowledge managers. But the basic concept of organising and retaining knowledge in order to use it again in the future through adopting organisational processes is surely something to consider.
The recent Collections for the Future report flagged up the need to be realistic about the availability of resources and to take a new, more targeted approach to documentation and knowledge management.
In a climate of limited resources museums should be maximising their potential by focusing on retaining and using what they already know and capturing newly generated knowledge - looking beyond collections documentation and embracing managing knowledge as a whole.
Nikola Burdon is the Museum Association's professional development and ethics coordinator
