Making the most of the best: Formulating a knowledge management strategy for a government advisory body

‘Well, there seems to be a growing consensus among companies doing knowledge management that the correct focus should be neither on the individual nor the enterprise, but instead on some grouping of people who share common context, stories and passion, around a subject’ (Larry Prusak).¹ What do you get when some 20 people meet every three or four months, each one at the top of their respective fields and from different organisations and with different backgrounds, in different cities around Australia? In the case of the Family Law Council you get scintillating intellectual pyrotechnics, sharing of insights and even, in a typically understated Australian way, passion. The Family Law Council (the Council) is a government advisory body. Advisory bodies have two primary functions: to provide expert and representative advice in an increasingly specialised and complex social environment; and to open up channels of communication between government and the people (Hughes 1995). This article examines how the tools and analytical techniques of knowledge management (KM) can add value to the two primary functions of the Council. Drawing on the conceptual framework of KM, and on the basis that the Council forms a knowledge system, this article will examine the workings of the Council. It will look at its statutory role, environmental background and logistics, in order to propose a KM strategy adapted to its specific circumstances. And it will, where appropriate, illustrate points with discussions based on methodologies and case studies from the flourishing academic field of KM.