Organizational Development for Knowledge Management at Water ...

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Causal Loop Diagram 5 A process for representing the cause and effect relationships among variables. Supports: problem solving, knowledge sharing, learning LEVEL OF EFFORT SIZE OF UTILITY SCOPE OF WORK MED SCALABLE NARROW Causal loop diagrams are used as a tool to aid in Systems Thinking. They are used to represent the structure of a system by showing the relationships between its key parts. This helps in understanding the underlying drive behavior and provides a visual representation with which to communicate that understanding. The diagram generally consists of one or more closed loops that represent cause and effect relationships between variables. This document is designed to give you a high level overview of how to construct a causal loop. In a causal loop diagram, a link is an arrow between two variables that represents a relationship. There are two types of links, ―same‖ and ―opposite‖. ―Same‖ links are indicated by an ―s‖ and represent that a change in the first variable results in a change in the same direction in the second variable. ―Opposite‖ links are indicated by an ―o‖ and represent that a change in the first variable results in a change in the opposite direction in the second variable. Guidelines for Drawing Causal Loop Diagrams GUIDELINE Selecting Variable Names 1. When choosing a variable name, use nouns. Avoid verbs and action phrases since the action is conveyed in the arrows. For example, ―Costs‖ is better than ―Increasing Costs,‖ since a decrease in Increasing Costs is confusing. The sign of the arrow (―s‖ for same or ―o‖ for opposite) indicates whether Costs increase or decrease relative to the other variable. (Note that often a ―+‖ is used for ―s‖ and a ―-―is used for ―o‖. This is another way of expressing the same concept. EXAMPLE 5 Adapted from the Department of the Navy Knowledge Centric Organization Toolkit C-25 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
2. Variables should be something that can be measured—quantities that can vary over time. It does not make sense to say that ―State of Mind‖ increases or decreases. A term like ―Happiness,‖ on the other hand, can vary. 3. Choosing the ―positive‖ sense of a variable name is preferable. An increase or decrease in ―Growth‖ is clearer than an increase or decrease in ―Contraction.‖ Loop Construction 4. For every course of action included in the diagram, think of the possible unintended consequences as well as he expected outcomes. An increase in ―Production Pressure‖ may increase ―Production Output,‖ for example, but it may also increase ―St ress‖ and decrease ―Quality.‖ 5. All balancing loops are goal-seeking processes. Try to make goals driving the loop explicit. For example, Loop B1 may raise questions as to why increasing ―Quality‖ would lead to a decrease in ―Actions to Improve Quality.‖ By explicitly identifying ―Desired Quality‖ as the goal in Loop B2, we see that the ―Gap in Quality‖ is really driving improvement actions. C-26 ©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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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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Page 288 and 289: LWC Process Improvement Business Sy
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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 314 and 315: 3. Find the First Cut Affinity Alth
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 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
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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
Page 362 and 363: Initially broad: "Tell me about..."
Page 364 and 365: What documents do you keep on your
Page 366 and 367: Knowledge Audit 8 An inquiry into w
Page 368 and 369: KnowledgeBase Roadmap 9 A framework
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Page 372 and 373: Work Product: ―As-Is‖ model and
Page 374 and 375: Training can be accomplished within
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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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