Records Management and Knowledge Mobilisation: A Handbook for Regulation, Innovation and Transformation

Citation

Curtis, S. (2013), "Records Management and Knowledge Mobilisation: A Handbook for Regulation, Innovation and Transformation", Records Management Journal, Vol. 23 No. 1, pp. 61-62. https://doi.org/10.1108/09565691311325031

The information world is changing. This is particularly true in the public sector, and it is refreshing to read a book that deals – up front – with the changing role of government, in a way that is recognisable and relevant. Less money, an increasing role for the market and the Community, accountability and transparency, greater demand, and greater user expectations are all concepts that are familiar to modern public managers.

So what role does records management play in a modern public sector organisation? This is the question that many are grappling with, and that Stephen Harries deals with in this book. He looks at the history, and frustrations that have faced many records managers to justify the existence of records management. He portrays traditional records management as a discipline that promotes rules, regulation, and encoding of information and knowledge into a systematic framework. Its draws from an institutional context, and can occasionally be seen as a burden by users.

In contrast, times of rapid change call for innovation and mobilisation of knowledge. Change requires entrepreneurial behaviour, innovation, examination of overlaps and clashes of competing logics. Knowledge helps to make connections, share commonalities, and bring about the change that is required. But the traditional rules and encoding of records management would seem to work against this need for innovation.

However, the modern public sector calls not only for innovation and change, but also for accountability and transparency for decisions that are made. So knowledge mobilisation and records management are important for public engagement and trust in public services. Harries presents a model in which the dilemma or tension between innovation and regulation can be explored. A more sophisticated model in which elements of knowledge mobilisation and records practices can be positioned into different circumstances, taking account of behaviour, structure and function.

Part 1 of the book sets out the context, the role of both records management and knowledge mobilisation. It then goes on to develop the model for bringing these together in a systematic framework.

Part 2 of the book goes on to set out the various techniques that can be deployed to develop knowledge strategy. Harries emphasises the importance of a knowledge architecture that involves people and processes, content and technology, if services are to be developed to create public value. The focussed mobilisation of knowledge involving stakeholders across the public sphere is vital to the development of better social outcomes. But coupled with the innovation arising from mobilisation of knowledge resources comes the need for the public sector to be held to account for decisions that are made i.e. the need for evidential analysis and for control over the capture of knowledge.

So Harries sets out a series of tools and techniques for planning and implementing knowledge‐based interventions, including developing collaborative approaches to knowledge architecture and collaborative records management.

Harries argues the need for the reframing of records management. He portrays the future public organisation as one where knowledge is becoming increasingly important:

As both action and responsibility are decentralised, the role of knowledge grows: knowledge, in a sense, mediates between the state and the citizen.

We are currently seeing a strong drive towards transparency, a focus on outcomes for the communities we serve, and evidential accountability for decisions that are made – not just legal and policy requirements, but also about judgement about choices that are made for local communities.

The book opens up a number of questions that are not addressed directly. For example, is knowledge mobilisation an area of work which records managers are fully prepared for? With the range of techniques presented in the book, a wide and diverse set of skills will be needed to drive knowledge and records mobilisation forward. Also, what of the relationship with other disciplines such as change management and HR/learning and development?

Overall, this is a refreshing and practical book, with a strong focus on what modern public organisations need from the knowledge and records professions in order to support public service transformation.