Organizational Development for Knowledge Management at Water ...

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How people become entrenched in doing things “the same way”. Environment Environmental constraints on a significant barrier Physical constraints/ loss of population Geo-political environment Other We are a public entity Usually done by a group of knowledgeable people Paperwork Planning Bidding implementation Accessibility due to geographical location Weather Too many outside initiatives Limited interest from “peer” organizations Regional partnerships need to be expanded Fractured service arrangements throughout region Inter-jurisdictional agreements Cooperation with other organizations We are being helped by implementing of a county wide GIS program Reduced staffing available for any in-house initiatives Q13 What are the critical factors in your organization that support successful implementation of new initiatives? Of the 207 survey participants, 183 provided 290 responses. These fall in the general areas of (largest number to smallest number): support, leadership, buy-in, employees, money, communication, teams, time, technology, planning, change, training, resources, results, laws and regulations, implementation and other. Money Money (5) Save money Financial support Finance Finances Financing Paying for Funding(4) budget Strong finances to fund Return on investments Grants Have the resources financial and human to implement new initiatives Cost factor Low cost Well defined purpose, supported with cost or operational benefits Cost to benefit studies Costs Cost effective Source of funding Capital investments Utility commission that is willing to invest money in needed capital projects Keep costs low, anything to save future dollars Support Management support (9) Management support/ input Strong supportive management team Dept head and management support Trust competence; management support Management support and leadership is critical to motivating staff Upper management supports new ideas when money, time and personnel can feasibly be allocated Support from senior management Upper management alignment Upper management support Management commitment Supportive Board A Board of water commissioners with an open mind Water Board/ council Convincing elected officials Supportive utilities commission Board of Directors Board of Commissioner sign-on Top down support of implementation A-28 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
Department director support Dedicated board and supervisors Board approval Board of Trustees that believe in advancement and the ideas put forth by staff Progressive and practical Board of Commissioners Strong Board support Support from Board Board of Directors elected Supportive Board of Directors City council approval City manager and City council support Strong support from Mayor Support of Mayor and public works Director Political and community support Support for the Board and GM Support from City Council and down through the organization Commission and leadership support Staff support/ input Employee support Diversity and commitment of staff Employees all support quality and quantity improvement programs When you can get management/ council & public support Community support Need support from other departments Support from bargaining units and upper management Openness to employee development Buy-in Buy-in Employee and administrative buy-in Employee involvement Employee buy-in (6) Employee cooperation All parties in favor Staff buy-in (2) Top down buy-in of objectives Empowerment of employees (2) Management buy-in (4) Management buy-in or driving change Employee willingness to try new ideas Buy-in from political powers Buy-in from utility commission and employees Employee buy-in both management and Union Buy-in by employees, 1 st through involvement with the development of the initiative(s), and having all levels of employees involved with the implementation and review of the effectiveness of the new initiative(s) Employees buy-in—if they see it as valuable to them, they will be more helpful in implementation Buy-in by all involved Enjoy ownership/ empowerment First, assuring buy-in; and second assuring long-term commitment Acceptance by employees and upper management Middle management acceptance of initiatives and means to support initiative Leadership buy-in Leadership Leadership (5) Solid leadership Leadership philosophy Strong leadership at the dept Director level Relatively new management leaders willing to try new things Leadership; community trust and support Experienced leadership Management that listens to and foster the growth of new ideas and initiatives New and enthusiastic upper management Management leadership Forward thinking younger middle management Leadership from the top Management staff Management staff is change oriented Management thinking outside the box Supervisory acceptance Disciplined and technically proficient front line supervisors Distribution supervisor help Quality and experience leadership in management and historical performance of the organization Management’s ability to implement new ideas Slowly building a core of management and supervisors with vision for new initiative New leadership in place and reviewing organization structure and function Motivated managers Strategic management system Strategic systems mgmt. office Visionary, charismatic leader Key leaders A-29 ©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 150 and 151: knowledge, silos, planning, workloa
Page 152 and 153: Education level of many employees i
Page 154 and 155: Mayor/ council with limited vision
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
Page 200 and 201: TVWD Expected Outcomes 1. Raise awa
Page 202 and 203: process improvement, which has been
Page 204 and 205: 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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