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70 | Organizational Development for Knowledge Management at Water Utilities THE TOOLS Tools are practices and processes to support implementation of KM in drinking water utilities. Each tool can be considered separately as an initiative, or a set of tools can be used in support of a KM strategy. These tools can also support other utility strategies. While many of the tools have been linked directly from the phases of the KM Toolkit, others are cross-linked from the strategies, ideas pages, and other tools. There are 55 tools, most of which could be considered as KM initiatives. Table 8.1 lists each tool, a description of the tool, what it supports and what it is connected to in the virtual KM Toolkit. For ease of use, each tool is also rated in terms of level of effort, size of utility, and scope of work. The level of effort is the relative amount of investment in terms of time, people, and funds needed to implement an initiative. Level of effort is indicated as low, medium or high. The size of utility appropriate for each tool is indicated as small, medium, large or scalable. Small is 0–50 people, medium is 50–300 people, and large is greater than 300 employees. The term “scalable” indicates that the tool can be effectively used in all sizes of utilities. The scope of work indicates the range of situations, issues, problems that this tool (initiative) can address. This is expressed in terms of narrow, medium and wide. Two additional indicators that periodically appear in relationship to specific tools are “C 2 ” and “NA.” C 2 means that the initiative is very context and content sensitive, and is difficult to categorize. NA represents “not applicable.” The detailed Tools that are part of the KM Toolkit are in Appendix C. THE IDEAS Ideas pages are resource lists that include a variety of concepts and approaches that can support the application of KM practices in drinking water utilities. Each concept or approach includes a short description. In the virtual toolkit, Ideas pages also include links to Tools, Project Studies, Case Examples and Case Studies as appropriate. The Ideas pages were developed to build the catalogue of choices and stimulate the imagination. Table 8.2 lists the areas in which the Ideas are organized and a descriptor of the ideas in each area. The KM Toolkit Ideas pages are in Appendix H. OTHER RESOURCES In addition to the Tools and Ideas introduced above, the KM Toolkit includes Project Studies, White Papers, Case Examples, Case Studies and other Resource Documents. KM Toolkit indexes are listed in Appendix I. Project Studies Project Studies are short studies contributed by drinking water utilities nationwide specifically for Project 4003. These Project Studies are examples of KM initiatives that are either in the process of implementation or have been applied. (See Chapter 2 and Appendix B.) ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
Chapter 8: The KM Toolkit | 71 Table 8.1 Tools (initiatives) in the drinking water utility KM Toolkit Tool Description Supports Sends to Level of effort/ size of utility/ scope of work Action learning Low/scalable/wide Affinity diagram After action review Appreciative inquiry Ba spaces A process involving a small group of people learning as they solve real problems. A process for categorizing utility knowledge needs in a diagram format to exhibit differences and relationships. A group process for assessing the effectiveness of events or the way situations were handled. An approach to accelerating receptivity to new ideas, behavior change, and the adoption of best practices. Collaborative spaces designed into the workplace to facilitate knowledge moments. • Problem solving • Individual and group learning • Team collaboration • Group Learning • Knowledge Audit • Knowledge sharing • Learning • Assessment • Knowledge retention • Innovation • Organizational learning • Culture change • Knowledge retention • Knowledge sharing • Learning • Team building • After Action Review • Collaborative Problem Solving Forum • Group Learning • Individual Learning • Learning History Case Examples #6,7 • Knowledge Audit • Knowledge Base Roadmap • Knowledge Mapping, • Knowledge Ontology • Knowledge Taxonomy Case Examples #16,19, MQI paper Systems Thinking • Action Learning • Group Learning • Key Learning Document • Knowledge Sharing • Learning History • Lessons Learned • Peer View • Process • Sample Report Project Study #23, Case Examples #6,7,17 • Action Learning • Best practices • Recognition and Rewards • Relationship Building • Success Stories Project Study #5, MQI paper on Relationship Network Management • Dialogue • Knowledge Moments • Knowledge Sharing • Shared Space • Case Examples #10,12,21, MQI paper on Relationship Network Management Low/scalable/narrow Med/scalable/wide Med/scalable/wide Low/scalable/wide (continued) ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
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About the Water Research Foundation
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Page 130 and 131: PART 1 INTRODUCTION BACKGROUND The
Page 132 and 133: efore individuals were located who
Page 134 and 135: Q3 and Q7 were dichotomous, request
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Page 138 and 139: Q1-C Q1-D 120 100 80 60 40 20 0 101
Page 140 and 141: Change Employees have to be certi
Page 142 and 143: Question 4: Briefly list the opport
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Page 146 and 147: Stay on pace with rate making proje
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Education level of many employees i
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Mayor/ council with limited vision
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How people become entrenched in doi
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Willing leaders Management that is
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Q14 How would you describe a succes
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Time specific and did not develop s
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The migration of long-tenured emplo
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CORE PLANNING PROCESSES In the 4003
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potential of current and future inf
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Bring Employees into the Project By
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SUCCESS FROM ANOTHER VIEWPOINT Proj
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constraints can limit the ability f
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causes them to have serious concern
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# Subject Utility Size Estimated Co
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# Subject Utility Size Estimated Co
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Appendix B WaterRF 4003 Project Stu
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Project Study # 2 Development of Op
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Project Study # 4 Public Relations
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Project Study # 6 Succession Planni
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Project Study # 8 Adopting the SOP
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Tualatin Valley Water District Work
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Board Goals & TVWD Demographics Dro
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Message to Employees The future of
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Self Nomination • We asked employ
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TVWD Expected Outcomes 1. Raise awa
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process improvement, which has been
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1.0 PURPOSE The purpose of a docume
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• Ensuring the content of process
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• T15-00002 is used as a high-lev
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When the document is submitted for
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1.15.4. Changing Process Owners Cha
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EQUIPMENT AND TOOLS QBD Approved Pr
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5.0 SAFETY REQUIREMENTS This sectio
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Source/Standard Standards, codebook
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REFERENCE DOCUMENTS £ All necessar
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ATTACHMENTS £ There is a 1-to-1 ma
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Begin Changing Existing Documents D
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Project Study # 12 Using contract e
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Project Study # 14 Converting from
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Project Study # 16 Career Ladder Pr
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Project Study # 18 Hired a private
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Project Study # 20 On the Job Train
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Benefits: Our retiree training prog
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Project Study # 23 Louisville Water
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Presented by: Carl Blanton INTRODUC
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LOUISVILLE WATER COMPANY KNOWLEDGE
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*(Source: Knowledge Retention: A gu
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The most common techniques are thos
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‣ Less is more - the goal is to d
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Technical Knowledge to be retained:
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6. What are the key lessons learned
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Cost: No cost noted Benefits: Syste
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CHECKLIST - WHAT ARE WE LOOKING FOR
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Partnership Among Employees 1. Syst
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Planning & Results 1. System Operat
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Best Practices, Resources, Recommen
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Natural Work Team Observation Check
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Section 2 - Partnership Among Emplo
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Section 2 - Partnership Among Emplo
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Project Study # 25 LWC Process & Op
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CUSTOMER SERVICE & PUBLIC INFORMATI
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BUSINESS RISK 2 Process Improvement
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5. Distribution Truck Cycle Count 6
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Supplying Financial Resources 30 Pr
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Infrastructure Planning 5 Process I
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3. MDO Truck Inventory Controls (2
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1. Federal Taxes on Bonus Checks (3
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Supplying Human Resources & Labor R
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LWC Process Improvement Business Sy
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Improvement Operational Business Sy
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188 Process/Operational Improvement
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Project Study # 26 LWC Talent Resou
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Content in their Talent Resource Fo
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WATER COMPANY 2008 INDIVIDUAL DEVEL
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Project Study # 29 The Directions P
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In recognition for the Alliance’s
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_____________________________ POC:
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Project Study # 33 Sharepoint for S
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Appendix C Knowledge Management Too
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Introduce the practice of reflectio
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Ideas: Group Learning Individual Le
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3. Find the First Cut Affinity Alth
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After Action Review A group process
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Appreciative Inquiry 3 An approach
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Ba Spaces Collaborative spaces desi
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Prepare for your meetings and excha
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All of this information provides th
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Brain Writing 4 A process to help g
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Brainstorming A process for enhanci
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Case Study An approach to learning
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Causal Loop Diagram 5 A process for
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6. Distinguishing between perceived
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Collaborative Problem Solving Forum
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(3) Idea Generation Once the root c
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Communications Plan A method for li
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Case Example #16 (Virginia Departme
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Community of Practice A group of in
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Concept Mapping A technique for map
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Step 2: The Right-Hand Column (what
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Specifically, document repositories
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Expected Outcomes: Better decisions
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findings; dialogues from a panel di
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Facilitation A process for leading
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quietly muttered under his breath a
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1. At the top of the T, write the i
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Initially broad: "Tell me about..."
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What documents do you keep on your
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Knowledge Audit 8 An inquiry into w
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KnowledgeBase Roadmap 9 A framework
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eduction, and total ownership cost.
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Work Product: ―As-Is‖ model and
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Training can be accomplished within
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Estimate effort in ongoing maintena
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In the virtual application, the imp
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In Project Study #23, a KM action p
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KMO interviews organization members
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As an example of knowledge mapping,
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Knowledge Mapping Sample Questions
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Peer View Process Shared Space The
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like items. The concepts are define
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But how far should we go in listing
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Ladder of Inference An approach for
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Tools: Collaborative Problem Solvin
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Step 1. Select Interview Candidates
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Learning How to Learn 1 A process f
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highlighting or underlining passage
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I am particularly interested in the
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Feedback from these two avenues sta
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Mentoring A learning relationship b
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Peer View Process A process for bui
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“Follow the Flow Hmmm. Now how do
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Relationship Building 1 Processes f
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Expected Outcomes: Better understan
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Fast is critical in the ever-increa
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Sleep On It An approach for improvi
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Information to build these networks
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Storyboards An approach to sequenti
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When well constructed, stories can
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Success Stories A strong methodolog
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The World Café A process for build
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Wiki A web site or group of web pag
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Appendix D Assessment Instrument Qu
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VERY VERY LOW LOW MEDIUM HIGH HIGH
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KNOWLEDGE MANAGEMENT TOOLKIT [INSER
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implementation. If this limitation
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and experience in order for the str
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Q10-1: Selecting level 1 indicates
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KM. It may be useful to review The
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Resources. Relationship Network Man
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Processes in the Executing phase of
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Q23-2: Selecting level 2 indicates
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the Tools section of the toolkit un
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and Success” and the MQI paper
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worthwhile to include team training
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issue could require careful conside
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Appendix E Knowledge Management Too
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Knowledge Management Knowledge Mana
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Knowledge and information managemen
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Introduction to the Instrument The
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Ensuring Leadership Commitment Deve
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outcomes. For example, if the desir
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Setting Objectives Connecting the D
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while also supporting ease of acces
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Every decision an individual makes
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Leading and Managing The Four Organ
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Problem-solving is one of the most
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The exit interview uses the intervi
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Nurturing Organizational Health Emb
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and to create new knowledge through
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Appendix F Business Case for Knowle
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for their division, department and
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Because each utility is different a
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Regulatory Perspectives for the Wat
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Appendix H Knowledge Management Too
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Inventories. The inventory is a det
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COMMUNICATIONS PUBLICATIONS Backgro
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COMMUNITY OUTREACH Contest. A proce
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CROSS-UTILITY COLLABORATION Inter-U
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INDIVIDUAL LEARNING Professional De
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KNOWLEDGE SHARING Ask, Learn, Share
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LEADERSHIP COMMITMENT VISIBILITY i
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Training Videos. (1) Support materi
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REFERENCE MATERIALS FOR BUILDING SH
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eference for the same topic or issu
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You Tube. You Tube provides a publi
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Appendix I Knowledge Management Too
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Agency strategic resource to enhanc
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NASA (National Aeronautics and Spac
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Records 20 On the Job Training Sout
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Lehigh County Authority, Allentown,
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Resources Tools Ideas Project Studi
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White Papers The WaterRF 4003 Knowl
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1P-2C-4003-04/11-FP 6666 West Quinc
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