Organizational Development for Knowledge Management at Water ...

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78 | Organizational Development for Knowledge Management at Water Utilities Tool Description Supports Sends to Knowledge taxonomy Ladder of inference Learning history Learning how to learn Leave a legacy Lessons learned A structured set of names and descriptions used to organize information and knowledge in a consistent way. An approach for checking the assumptions related to our mental processes. A structured process for gathering information related to a strategy, project or initiative. A process for investigating your own capabilities of learning and optimizing the situations in which you best learn. A process to capture tacit knowledge. A systematic collection, capturing, and mobilizing approach for ensuring the organization learns from its successes and mistakes. Table 8.1 (Continued) • Knowledge sharing • Search and retrieval • Decision-making • Decision-making • Learning • Knowledge sharing • Knowledge sharing • Knowledge retention • Assessment • Organizational learning • Individual learning • Decision-maker efficiency and effectiveness • Group learning • Organizational learning • Knowledge capture • Knowledge sharing • Knowledge retention • Organizational learning • Knowledge retention • Decision-making • Folksonomies • Knowledge Mapping • Ontology Case Examples #14,16, TECHi2 paper on Ontologies and Taxonomies • Collaborative Problem Solving Forum • Facilitation Case Examples #9,21 • After Action Review • Engaging Golden Expertise • Interviewing • Interviewing Profiling Tool • Key Learning’s Document • KM Desk Guide • Leave a Legacy Case Examples #3,6 • Dialogue • Group Learning • Individual Learning • Key Learning’s Document • Storytelling Case Examples #12,19, MQI paper Surface, Shallow and Deep Knowledge • Engaging Golden Expertise • KM Desk Guide • KM Plan • Learning History Case Examples #15,16 • After Action Review • Communications • Publications • Communities of Interest • Communities of Practice • Group Learning • Knowledge Sharing • Sample Lessons Learned Report • Success Stories Case Examples #7,12,16,4003 paper on Knowledge Mobilization Level of effort/ size of utility/ scope of work High/scalable/wide Low/scalable/wide Med/scalable/C 2 C 2 = context/content dependent Med/scalable/wide Med/scalable/wide Large/scalable/wide (continued) ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
Chapter 8: The KM Toolkit | 79 Tool Description Supports Sends to Mentoring A learning • Individual learning • Dialogue relationship between • Succession • Individual Learning an experienced planning • Knowledge Sharing employee and a • Knowledge sharing Project Studies #23,29, Case newer, high-potential • Knowledge Examples #2,6, MQI paper employee. retention on Relationship Network Management Peer view process Picture map Prioritization matrix Relationship building A process for building familiarity with (and trust of) the expertise of others. A map for clarifying a process. A process for setting priorities for tasks or issues. Processes for building relationships within utilities at all levels and areas throughout the organization. Shared spaces A concept that promotes environments for nurturing knowledge sharing. Table 8.1 (Continued) • Knowledge sharing • Building trust • Knowledge sharing • Learning • Knowledge sharing • Learning • Decision-making • Individual learning • Knowledge sharing • Knowledge sharing • Creativity • Problem solving • After Action Review • Dialogue • Knowledge Moments • Knowledge sharing Project Study #23, Case Examples #6,12 • Individual Learning • Storyboard • Storytelling Project Study #23, Case Example #19 • Group Learning • Knowledge Sharing Case Example #21 • Appreciative Inquiry • Ba Spaces • Building Trust • Dialogue • Knowledge Moments • Shared Spaces MQI Paper Relationship Network Management, Project Study #29, Case Example #9, Singapore Case Study • Ba Spaces • Community of Practice • Facilitation • Knowledge Moments • Knowledge Sharing • Relationship Building • Technology Related Tools MQI paper on Relationship Network Management, Case Examples #3,20,22, Learn@ WELL Case Study Level of effort/ size of utility/ scope of work Med/scalable/wide Med/scalable/wide Low/scalable/narrow Low/scalable/narrow Low/scalable/wide Med/med-large/wide (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
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Page 154 and 155: Mayor/ council with limited vision
Page 156 and 157: How people become entrenched in doi
Page 158 and 159: 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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