Organizational Development for Knowledge Management at Water ...

The results displayed in Figure A.4 were combined with the results from the leadership
and management interviews, workshops and focus groups. The barriers most often cited are
described below.
Leadership and Management Support
Leadership and management support of the KM project is critical to motivating staff
personnel and letting the employees know that the project has the full backing of senior
leadership and management. Leadership and management support not only applies to the
planning phase and beginning of the KM project, but support must be consistent throughout
project implementation. Ideally, the governing board will also have given its support,
particularly if the project is a KM strategy impacting the entire utility. Management
commitment throughout the project ensures that the project is recognized as a significant effort to
improve the Utility’s performance.
Lead by Example
Leading by example can significantly enhance the effectiveness of the KM project. As
leaders and managers create the KM initiative and develop the project for implementation, their
actions, communications and behavior should reflect and be consistent with the intentions of the
KM project. For example, if employees see leaders and senior managers sharing information and
knowledge and openly asking questions and considering new ideas and ways of improving the
Utility’s performance, they are less likely to resist changes and more likely to adopt similar
behavior.
Communicate, Communicate, Communicate
Communicating to the workforce the reasons why change is necessary is one way of
breaking down barriers to a KM project. If the workforce understands the nature and value of
the project in terms of its impact on improving organizational performance and helping them
with their own day-to-day decisions and actions, they will be more cooperative and supportive of
the project.
Employee Buy-In
Employee buy-in plays a major role in influencing the success of a KM project. The
project must be planned taking into account employee skill levels, their capability to work
together, the amount of trust they have with each other as well as with management, and their
willingness to change, learn and adapt new practices, including ways of implementing their own
work responsibilities. Employees who are empowered and willing to try new ideas are typically
very supportive of KM projects. For a KM strategy that touches all levels of employees and
employees from all aspects or departments of the organization, ensuring participation in some
way in the implementation of the KM strategy is one means of obtaining employee buy-in.
Appendix A 41
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