Organizational Development for Knowledge Management at Water ...

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knowledge, silos, planning, workload, size, communication, training, initiative, new hires rewards, problem-solving. Money Money (25) Financial (2) Funding (13) Budget (3) Centralized budget system Lack of resources (funding) Funding new young employees Being part of a financially strapped government Government budgets Low to poor budget problems Budget constraints Budget support from council Capital investment Funding from other city departments Budget availability; can’t have every new toy Dollars Cost (13) Costs of systems Very small system, very few barriers, cost is a major issue. Cost of living in work area Obtaining Board approval to spend appropriate funds for these valve added initiatives. We are good at documenting needs of utilities with studies and plans and schedules, but rarely have the funds necessary for implementation. Limited resources Mission funding Pressure to reduce costs/ not increase rates can stifle “out of box” thinking Politics Politics (2) Political (2) Governance (2) Political involvement in operational matters Lack of support from other county govt. dept. with less goals and objectives Inertia (bureaucracy) Higher management support Union structure Union contract Labor relations- Union leadership Labor union Time Time (25) Balancing time associated with operational problems and business situations Having time available to do the implementation Managements time is dedicated to other ongoing projects Time spent on development of new initiatives Time constraints Need to focus on regulating compliance, doesn’t give us flexibility or time for new initiatives. Getting employees to think of them. Everyone is so busy doing their job that carving out time for this activity can be difficult. Time involved in purchasing, contracts, and employee training. Time to educate Time management, especially for training new employees Mostly time constraints System growth and increasing workloads lead to decreased time availability for “new” ideas Most staff are very busy and the related time constraints can limit the ability for employees to embrace and /or properly evaluate new initiatives Time to use functional teams to get buy-in and understanding to create tipping point Time (many initiatives underway simultaneously) Buy In Complacency among the employees High implementation and maintenance effort Ownership Accountability Buy in (2) Employee buy in Buy in at lower levels Lack of feeling part of the solution on part of some. Organizational buy in Change Resistance to change (7) A-22 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
Long term managers and supervisors not interested in change Resistance to change at some levels Employees “stuck in their ways”, we’ve never done it like that before Change is hard to do Lack of enthusiasm in changing the way we do things on a proactive basis After a while as a manager stop beating my head against a wall trying to change attitudes A willingness to change Employees do not like change We are all humans and we naturally resist change The normal “it’s not the way we have done it before” reaction. But that is getting better as the long serving employees retire and fresh thinking enters the workplace Some old habits are still affecting the operations Exposure to new ways of doing business high percentage of employees with greater than 15 years experience hard to change old way of thinking Nature of many people do not want to change Resistance to new technologies Knowledge of new systems and processes, ability to change. Change is difficult to implement with seasoned employees. Protection of turf Stodginess Habit of older employees Unidirectional thinking Conservative personalities Lots of folks who have been here a long time. People who are stuck in believing the old way of doing business is still sufficient. Leadership and management Leadership Leadership issues Leadership in coordinating all IT uses in different departments Historic track record of new management initiatives turning out to be “flavors of the month” Lack of performance management Upper management New management practices Lack of a common vision at the senior manager level that results in ineffective communication to the organization increase level of risk taking. We have traditionally been a “risk avoidance” company. This is changing with new CEO/President Getting management to understand what we are doing. Status quo. Younger middle management less committed. Lack of a visionary view that assesses utility wide needs vs. divisional needs. Champions to lead the them Lack of trust between managers and employees. Manpower Lack of ability to hire externally Level of staffing People as in numbers People to put on new initiatives for implementation Lack of resources- staffing (3) We only have 10 employees so I don’t have too much trouble breaking down any barriers Personnel available Available staffing Human resources Manpower (4) Having the staff necessary to accomplish the initiative without taking away from another critical areas Vacancies level Staff (2) Need more personnel Lack of in- house staff Inability to staff at necessary levels Not creating and involving the appropriate members on the stakeholder team. At times available resources, to include manpower. Knowledge Skill base of ‘line’ employees Lack of basis of knowledge to expand what is needed in need to know area.- what I really need is a college graduate with a wealth of basic knowledge instead of having to deal with the “anybody off the can do this job” attitude of the old boys. Granted mechanical skills are there with the old boys but the thirst for knowledge in not. A-23 ©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
Page 144 and 145: Relevant and affordable training C
Page 146 and 147: Stay on pace with rate making proje
Page 148 and 149: Question 7: How well do employees s
Page 152 and 153: Education level of many employees i
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
Page 160 and 161: Q14 How would you describe a succes
Page 162 and 163: Time specific and did not develop s
Page 164 and 165: The migration of long-tenured emplo
Page 166 and 167: CORE PLANNING PROCESSES In the 4003
Page 168 and 169: potential of current and future inf
Page 170 and 171: Bring Employees into the Project By
Page 172 and 173: SUCCESS FROM ANOTHER VIEWPOINT Proj
Page 174 and 175: constraints can limit the ability f
Page 176 and 177: causes them to have serious concern
Page 178 and 179: # Subject Utility Size Estimated Co
Page 180 and 181: # Subject Utility Size Estimated Co
Page 182 and 183: Appendix B WaterRF 4003 Project Stu
Page 184 and 185: Project Study # 2 Development of Op
Page 186 and 187: Project Study # 4 Public Relations
Page 188 and 189: Project Study # 6 Succession Planni
Page 190 and 191: Project Study # 8 Adopting the SOP
Page 192 and 193: Tualatin Valley Water District Work
Page 194 and 195: Board Goals & TVWD Demographics Dro
Page 196 and 197: Message to Employees The future of
Page 198 and 199: 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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