Organizational Development for Knowledge Management at Water ...

68 | Organizational Development for Knowledge Management at Water Utilities
Sharing
Knowledge sharing is not merely a transfer of information; it is bringing people together to
interact and exchange different experiences and share understanding. Any time two or more utility
employees engage dialogue this is occurring. Through dialogue an individual’s context can be
conveyed, allowing each participant to gain the explicit knowledge shared by the other and to create
new knowledge through a mutual learning process. For example, mentoring—a relationship
between an experienced utility and a younger professional—can facilitate the sharing of shallow
and deep knowledge.
Knowledge is one of those rare things you can give away and still have. In the past, knowledge
was used in organizations to control others and maintain power. Today, knowledge hoarders
have limited value to their organizations and often create cultural barriers to learning. Wherever
possible, it is best to develop and share as much knowledge as possible so that others can act independently
and develop their own internally and situation-driven behavior. Through reciprocal
sharing, innovation springs into being.
While a necessary first step, simply having access to knowledge does not constitute sharing.
For example, many organizations make information available through technology systems,
but fail to incorporate knowledge maps or guides for users so they can find what they need and put
it to use. Yet, as The World Bank discovered, knowledge sharing has become a strategic necessity
to survival. A growing number of organizations are recognizing the need for collaboration across
organizational boundaries.
Ideally, knowledge sharing emerges as part of the culture. Some examples that facilitate
knowledge sharing are: the support and use of teams and communities as part of the everyday work
process, the example of openness and integrity set by senior leadership; and an awards program
that rewards knowledge sharing.
Evaluating and Measuring
While there is a need to measure expenses, schedule, scope, and quality, there are also subjective
measures for things like your team’s relationship with stakeholders, knowledge sharing,
innovative ideas emerging, etc. Any measure is appropriate if it helps ensure the project is on track
with its strategic intent. When picking metrics, ensure that you are measuring for the future.
Because what gets measured is what gets attention, it is important to think forward to the desired
end state and identify performance measures that move beyond specific goals to serving as part of
the implementation change strategy. The knowledge centric organization model designed by the
Department of the Navy uses three types of metrics to assess different levels of KM impact, namely
outcome (enterprise or overall value), output (project or task), and system (technology tool).
The perspectives of the customer, department, organization, and individual are critical to
the project’s success and, as appropriate, need to be incorporated into its evolution. The implication
for KM metrics is that it is important to identify who is likely to use the performance measurement
information. Potential users include strategic decision makers, special project decision makers,
funding and approval stakeholders, government agencies involved in approval or regulation, or
customers. Measures should be in terms that are familiar to the stakeholder, there may be several
different metrics that need to be captured for an initiative. There is no one “right” set of measures
for KM, and most initiatives will require a combination of measurement types and classes to reflect
the overall mission and strategy of the utility and effectively communicate with key individuals.
©2011 Water Research Foundation. ALL RIGHTS RESERVED.