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This video is featured in the Knowledge Management playlist.
Summary
For over a decade, the team at the Lab at OPM has navigated the complexities of embedding design across the vast and varied landscape of the US federal government. Operating as a small, nimble consultancy serving large federal agencies, our team of 30+ designers faced challenges that resonate deeply with design teams operating in similarly complex environments: – Real-time Accountability: Responding to the curiosities and scrutiny of senior leaders and managing internal communications often demands immediate access to accurate and impactful information about our work. – Navigating Distributed Landscapes: We frequently collaborate with distributed teams, diverse stakeholders across federal agencies, and the public we serve, making consistent communication and shared understanding critical yet challenging. – Tackling Increasingly Complex Challenges: The problems we address span legacy systems and processes to implementing emerging technologies, requiring our team to quickly onboard to novel domains and effectively engage with subject matter experts who may have established ways of working. – Combating Knowledge Loss: With the inevitable ebb and flow of personnel, the risk of losing invaluable project history, contextual understanding, and tacit knowledge is a constant concern. – The Pressure of Speed and Documentation: The urgency of design projects with federal agencies often clashes with the time required for thorough documentation, leading to a “”Groundhog Day”” scenario of repeated problem-solving and inefficient knowledge transfer. – Breaking Down Silos: Despite our collaborative nature, the potential for siloing across project teams and functional areas within client agencies can hinder holistic solutions and shared learning. These challenges are not unique to the public sector. Design teams within large organizations across industries grapple with distributed collaboration, complex domains, knowledge retention, time and resourcing pressures, and the need to demonstrate value to diverse stakeholders.
Key Insights
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Knowledge management in government design requires dynamic, systemic, and agile approaches beyond simple record keeping.
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Massive turnover of term-limited staff in 2020 forced a strategic investment in knowledge management to preserve institutional memory.
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A foundational step was creating a shared language and information architecture to frame and socialize design work.
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Storytelling at key project milestones, stripped of jargon, improved leadership understanding and stakeholder confidence.
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Embedding knowledge capture into mandatory government processes such as billing and reporting increased data consistency.
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Balancing flexibility at project-level with an overarching formal knowledge framework enabled portfolio-wide insights.
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Robust knowledge management empowered advocacy by equipping teams to engage skeptical, risk-averse government leaders effectively.
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Long-term partnerships, like with the Veterans Experience Office, benefited from trust fostered through extensive documentation and shared knowledge.
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Knowledge management systems acted as a critical asset to adapt rapidly to shifting political priorities and organizational changes.
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Despite the Lab’s closure, the legacy of knowledge management lives on through alumni, partners, and ongoing civic design initiatives.
Notable Quotes
"We define knowledge management as a dynamic, systemic, and agile approach to creating, capturing, storing, and sharing knowledge."
"The act of naming, organizing, structuring information is itself a foundational design decision plan for the future."
"Most of our team members held term positions, and in 2020 we experienced a mandatory turnover of nearly our entire staff, creating risk of knowledge loss."
"We implemented a routine practice of concise storytelling to capture key milestones that otherwise might be overlooked."
"Knowledge management empowers advocacy—leverage documented knowledge to effectively engage leaders and win over skeptics."
"We designed many activities to hook into mandatory processes, like billing and reporting, to ensure consistent documentation."
"The internal dialects developed by project teams require intentional translation into a formal, limited lattice framework for portfolio analysis."
"Balancing defining best practices with enabling experimentation improves the breadth and quality of work."
"It’s not just an admin task; knowledge management provides agency and enabling information to the entire team and organization."
"All is not lost; our knowledge management systems built credibility, trust, and serve as an invaluable resource beyond our tenure."
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