Organizational Development for Knowledge Management at Water ...

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
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