Organizational Development for Knowledge Management at Water ...

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3. Find the First Cut Affinity Although it is possible for one person to complete an affinity diagram, all of the benefits are lost that come from the melding of perspectives, opinions and insights. The team approach is highly recommended. Look for two cards that seem to be related in some way and group them together. Look for other cards that either are related to each other or to the original two cards that were set aside. Repeat this process until all the cards are placed in 6-10 groupings. Do not force-fit single cards into groupings in which they do not belong. These single cards (―loners‖) may form their own grouping or never find a ―home‖. Encourage team members not to ―contemplate‖ but to ―react‖ to what they see. Many managers would like to mentally structure all the cards like an oversized chess game. The only thing left to do is to move the pieces to their appointed spots. In an Affinity, speed rather than deliberation is the order of the day. Doing an Affinity should be a high-energy process, not a contemplative exercise. Disagreements over the placement of cards should be handled simply and undiplomatically: If you don’t like where the card is, move it! Strong disagreements can be handled through facilitation and consensus building. (This is where using yellow ―post-it‖ pads can come in handy). It is critical that the team allows new groupings to emerge from the chaos of the cards. For the process to work best, members should avoid sorting cards into ―safe‖ known categories. This pigeonholing will force fit everything into existing logic, preventing breakthrough from occurring. 4. For each grouping, create summary or header cards using consensus. Look for a card in each grouping that captures the central idea that ties all the cards together. This is referred to as a ―header‖ card. The header card should be typed onto the heading line. In cases where a central idea does not exist (which happens often), a header must be created. Gather each grouping together with its header at the top of the column. The headers should be, above all, concise. They should say in one to three words the essence of each grouping. Think of it as an idea still. Ingredients are thrown into the hopper and distilled until the powerful stuff remains. The headers should therefore pack a punch that would be clear to anyone reading it. Imagine that all of the detailed cards under each header were removed; all that remained were your headers. Would someone who was not a team member understand the essence and detail of the groups you formed? To be effective, the leader must now help clearly identify the common thread that ties all of the cards together. This is a central concept, like ―budgeting‖. However, this is not enough. The leader must also help the team reflect on the color and texture of the common thread identified. The header can be a breakthrough idea when it reflects the individual content of the cards as well as the ―spirit‖ of the grouping. Creating headers is an opportunity to create new twists in old topics. If the headers sound too familiar, they may deserve another look. 5. Draw a finished affinity diagram. Draw lines around each grouping, thereby clearly connecting all of the items with the header card. Related groupings should be placed near each other and connected by lines. Often when this is done, the user finds that another header card must be created (referred to as a ―superheader‖) that sums up how these two groupings are related to each other. This would be placed above these two columns and also connected with lines. The final drawing can be done right on the original sheets or only when the completed diagram has been transferred to another sheet of paper. It is usually transferred because an Affinity Diagram is often shared with people outside the team for comments and changes. Remember that it is a reiterative process that should be changed until it reflects the actual situation and key factors. C-7 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
When finished with these steps, several communities will have been produced. These communities will be storage areas for the information needed to meet drinking water utility knowledge requirements. See KnowledgeBase Roadmap. Expected Outcomes: A successful diagram provides visible relationships and differences among ideas generated to address some issue or situation. The visibility aids observers in interpreting and understanding the meaning of, and patterns among, the ideas generated. The process of creating an affinity diagram represents a highly effective learning process for the group participants. See: Case Example #16 (Virginia Department of Transportation) Case Example #19 (Office of Personnel Management) Tools: Communities of Practice KnowledgeBase Roadmap Knowledge Audit Knowledge Mapping Knowledge Ontology Knowledge Taxonomy Additional Resource: MQI paper on Systems and Complexity Thinking C-8 ©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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©2011 Water Research Foundation. A
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PART 1 INTRODUCTION BACKGROUND The
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efore individuals were located who
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Q3 and Q7 were dichotomous, request
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The “Other” category included i
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Q1-C Q1-D 120 100 80 60 40 20 0 101
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Change Employees have to be certi
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Question 4: Briefly list the opport
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Relevant and affordable training C
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Stay on pace with rate making proje
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Question 7: How well do employees s
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knowledge, silos, planning, workloa
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Education level of many employees i
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Mayor/ council with limited vision
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How people become entrenched in doi
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Willing leaders Management that is
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Q14 How would you describe a succes
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Time specific and did not develop s
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The migration of long-tenured emplo
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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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Page 266 and 267: Section 2 - Partnership Among Emplo
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Page 270 and 271: Project Study # 25 LWC Process & Op
Page 272 and 273: CUSTOMER SERVICE & PUBLIC INFORMATI
Page 274 and 275: BUSINESS RISK 2 Process Improvement
Page 276 and 277: 5. Distribution Truck Cycle Count 6
Page 278 and 279: Supplying Financial Resources 30 Pr
Page 280 and 281: Infrastructure Planning 5 Process I
Page 282 and 283: 3. MDO Truck Inventory Controls (2
Page 284 and 285: 1. Federal Taxes on Bonus Checks (3
Page 286 and 287: Supplying Human Resources & Labor R
Page 288 and 289: LWC Process Improvement Business Sy
Page 290 and 291: Improvement Operational Business Sy
Page 292 and 293: 188 Process/Operational Improvement
Page 294 and 295: Project Study # 26 LWC Talent Resou
Page 296 and 297: Content in their Talent Resource Fo
Page 298 and 299: WATER COMPANY 2008 INDIVIDUAL DEVEL
Page 300 and 301: Project Study # 29 The Directions P
Page 302 and 303: In recognition for the Alliance’s
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Page 306 and 307: Project Study # 33 Sharepoint for S
Page 308 and 309: Appendix C Knowledge Management Too
Page 310 and 311: Introduce the practice of reflectio
Page 312 and 313: Ideas: Group Learning Individual Le
Page 316 and 317: After Action Review A group process
Page 318 and 319: Appreciative Inquiry 3 An approach
Page 320 and 321: Ba Spaces Collaborative spaces desi
Page 322 and 323: Prepare for your meetings and excha
Page 324 and 325: All of this information provides th
Page 326 and 327: Brain Writing 4 A process to help g
Page 328 and 329: Brainstorming A process for enhanci
Page 330 and 331: Case Study An approach to learning
Page 332 and 333: Causal Loop Diagram 5 A process for
Page 334 and 335: 6. Distinguishing between perceived
Page 336 and 337: Collaborative Problem Solving Forum
Page 338 and 339: (3) Idea Generation Once the root c
Page 340 and 341: Communications Plan A method for li
Page 342 and 343: Case Example #16 (Virginia Departme
Page 344 and 345: Community of Practice A group of in
Page 346 and 347: Concept Mapping A technique for map
Page 348 and 349: Step 2: The Right-Hand Column (what
Page 350 and 351: Specifically, document repositories
Page 352 and 353: Expected Outcomes: Better decisions
Page 354 and 355: findings; dialogues from a panel di
Page 356 and 357: Facilitation A process for leading
Page 358 and 359: quietly muttered under his breath a
Page 360 and 361: 1. At the top of the T, write the i
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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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