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74 | Organizational Development for Knowledge Management at Water Utilities Tool Description Supports Sends to Community of practice Community of interest Concept mapping Dialogue Document repositories A group of individuals who work in a common area of knowledge. A group of individuals who communicate with each other within a common area of knowledge. A technique for mapping the relationships among different concepts. A small group of people seeking a common understanding through a specific process called dialogue. A technology for storing, tracking, and managing formatted information objects. Table 8.1 (Continued) • Knowledge sharing • Learning • Knowledge retention • Knowledge sharing • Learning • Cross Training • Knowledge retention • Knowledge sharing • Idea generation • Learning • Knowledge sharing • Knowledge creation • Individual and organizational learning • Group collaboration • Creating shared/ common understanding • Expertise location • Knowledge sharing Level of effort/ size of utility/ scope of work • Best Practices Med/large/wide • Building Trust • Community of Interest • Cross-utility • Collaboration • Expertise Locator • Knowledge Base Roadmap • Lessons Learned • Reference Materials for Knowledge Sharing • Technology Related Tools Project Study #23, Case Examples #4,6,15,16,17,18, DON Case Study, Learn @ WELL Case Study, APQC Building and Sustaining CoPs, APQC Virtual Collaboration, DON ABC’s for CoP Quick Start, FAA Guide to Virtual CoPs • Best Practices Med/large/wide • Community of Practice • Stakeholder Engagement APQC Virtual Collaboration, Case Examples #4,6, Singapore Case Study • Brainstorming Low/scalable/narrow • Causal Loops Case Examples #5,16 • Blog • Collaborative Problem Solving Forum • Community of Practice • World Café Case Examples #11,13,21 • Knowledge Audit • Knowledge Base Roadmap • Knowledge Ontology • Knowledge Taxonomy • Technology Related Tools TECHi2 Paper on Taxonomy and Ontology, Project Studies #2,10,13,14,19,24,28.32, Case Examples #2, 16 Low/scalable/wide High/scalable/wide (continued) ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
Chapter 8: The KM Toolkit | 75 Tool Description Supports Sends to Engaging golden expertise Event intermediation Expertise locator Facilitation Force field analysis Interviewing A program or series of actions for engaging employees who have retires or external experts who are no longer fully engaged in the workplace. An event for which the planning process and actual event are strategically used to bring about largescale change across a utility and its larger stakeholder group. A system for connecting knowledge seekers with knowledge holders to facilitate knowledge exchange. A process of leading and collaboratively working with a group of individuals to achieve a specific objective by maximizing group synergy. A mechanism for assessing and dealing with the various forces that aid or hinder the implementation of a program or project. A one-on-one process for gathering first-hand information. Table 8.1 (Continued) • Knowledge retention • utility performance • Organizational learning • Employee development • Change management • Knowledge flows • Knowledge sharing • Customer relations • Knowledge sharing • Decision-making • Knowledge sharing • Problem-solving • Brainstorming • Leadership development • Problem solving • Decision support • Collaboration and knowledge sharing • Knowledge sharing • Knowledge retention • Information gathering • Knowledge Sharing • Learning History • Leave a Legacy MQI Graphic Systems Approach, Project Study #12, Case Examples #15,16 • Appreciative Inquiry • Community Outreach • Stakeholder Engagement DON Case Study, Singapore Case Study, MQI paper on Systems and Complexity • Document Repository • Engaging Golden Expertise Project Study #23, Case Examples #6,10,15,16, Case Stud; NASA Kennedy Space Center • Dialogue Case Examples #9,13 • Brainstorming • Brain Writing • Causal Loop Diagram • Concept Mapping • Interviewing Profiling Tool • Key Learning’s Document • KM Desk Guide • KM Plan • Learning History Case Examples #1,16,15 Level of effort/ size of utility/ scope of work Med/scalable/wide Med-high/ med-large/wide Med/scalable/wide Low/scalable/med Low/scalable/narrow Med/scalable/C 2 C 2 = context/content dependent (continued) ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
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Organizational Development for Know
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About the Water Research Foundation
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DISCLAIMER This study was jointly f
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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
Page 136 and 137: The “Other” category included i
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
Page 148 and 149: Question 7: How well do employees s
Page 150 and 151: knowledge, silos, planning, workloa
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Page 154 and 155: 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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