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84 | Organizational Development for Knowledge Management at Water Utilities White Papers White Papers are research documents that address specific issues in drinking water utilities related to KM and knowledge mobilization. Developed from the results of the Project 4003 extensive data collection process, 4003 White Papers describe: The Role of Human Resources (#1), Opportunities and Initiatives (#2), Barriers to KM Initiatives (#3), and Critical Success Factors of KM Initiatives(#4). These have been used in support of Chapter 5 in this report, are part of the data in the survey results at Appendix A, and are available in the virtual KM Toolkit. White Papers also include the KM Strategies and Detail Papers on context, integrative product teams, management actions and optimum complexity, as well as longer papers on: • The WaterRF 4003 Knowledge Mobilization Program • The Business Case for KM in the Drinking Water Industry • The Current State of KM • Issues Faced by Drinking Water utilities • Regulatory Perspectives for the Water utilities White Papers are available in the Resources section of the KM Toolkit. Case Examples Case Examples are KM strategies and initiatives occurring in organizations external to the U.S. drinking water utility sector. These provide real-life implementation examples of strategies and initiatives applied in the public, private and not-for-profit sectors. (See Chapter 2 and the KM Toolkit.) Case Studies Case Studies include several organizations well-known for their successful implementation of KM; specifically, the U.S. Department of the Navy (DON) and the National Aeronautics and Space Administration (NASA). Both of these organizations are MAKE (Most Admired Knowledge Enterprise) award winners. This section also includes a Learn@WELL (Water and Environmental Health in Developing Countries) study and a case study on Integrating Technological Innovation and Community Engagement in Singapore. Collectively, these studies describe technical and socio-structural knowledge strategies and initiatives that enhance organizational learning and knowledge sharing. (See Chapter 2 and the KM Toolkit.) Resource Documents Resource Documents are extensive reference materials that can help a utility implement KM strategies and initiatives and enhance organizational learning. These include APQC (American Productivity & Quality Center) benchmarking and best practices studies, MQI (Mountain Quest Institute) research papers and publications, and resources contributed by IRC International Water and Sanitation Centre, FAA (Federal Aviation Administration), TECHi2 and the U.S. Department of Navy. Also included in a Workforce Plan developed by the Lehigh County Authority and several papers contributed by other KM thought leaders. ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
Chapter 8: The KM Toolkit | 85 Bibliography, Suggested Reading, and Glossary The KM Toolkit also includes a Bibliography, Suggested Reading and a Glossary. The Bibliography is a systematic list of books and other works such as articles used to prepare the toolkit. Suggested Reading is a short list of books and articles suggested for reading to further understand KM. The Glossary provides detailed definitions for knowledge and terms related to knowledge for those who wish to reflect deeply on these terms. Note that each tool is defined and described individually under Tools. FINAL THOUGHTS In summary, the KM Toolkit has been developed to aid drinking water utility leaders and managers who desire to implement KM strategies in their utilities. In addition to the Assessment Instrument, and detailed procedures for Planning→Preparing→Executing→Sustaining a KM strategy is provided, together with tools, many additional Ideas, and examples of drinking water utility projects and external case studies. Implementing a KM strategy is different than most other organizational projects because it includes employees, their culture, perspectives, behaviors, how they relate to each other and their utility, the structure of the utility, and management and leadership styles and responsibilities. In addition to the complexity of these aspects of a KM strategy, KM often represents a sea-change in the self-image and operation of the utility. Perhaps the single largest difference between a KM strategy project and other projects is that KM cannot be forced on an organization by historic leadership and management control. KM projects succeed when employees and managers create an environment within the utility in which knowledge creation, sharing, leveraging and application occurs naturally. ©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
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Page 134 and 135: Q3 and Q7 were dichotomous, request
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Page 146 and 147: Stay on pace with rate making proje
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Page 158 and 159: Willing leaders Management that is
Page 160 and 161: Q14 How would you describe a succes
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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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