Organizational Development for Knowledge Management at Water ...

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Community of Practice A group of individuals who work in a common area of knowledge. Supports: knowledge sharing, learning, knowledge retention LEVEL OF EFFORT SIZE OF UTILITY SCOPE OF WORK HIGH MED-LARGE* WIDE *ALSO EFFECTIVE VEHICLE FOR CROSS-UTILITY COLLABORATION One of the core tools for continuous knowledge sharing across functional areas in an organization is the community of practice (CoP). Comprised of a network of people who work (practice) in a common field with similar goals and purpose, a CoP communicates virtually to share and learn from other experiences, insights, best practices and lessons learned. Since CoPs are defined by knowledge within a specific domain, they align the organization around competencies without reverting to functional structures. As community members interact and new knowledge emerges, the agenda of the CoP evolves. While communities are supported by technology and are largely virtual, their social dynamic play a much larger role than technology. They are managed by making connections, dialoguing and building relationships based on trust and mutual interests. The focus is on value added, mutual exchange, sharing and continuous learning. CoP members are often brainstorming and seeking solutions to specific issues and problems forwarded by community members. When this occurs there is a sense of urgency that stimulates the exchange and surfaces new ideas. Thus, participation in and reliance on CoPs increases over time, with CoPs often becoming the primary source of learning and knowledge— and a continuing source of energy—for community members. The Federal Aviation Administration Guide to Virtual CoPs is a guide to promote the understanding of basic concepts relating to the creation of nurturing environments for the support of knowledge communities. The Department of Navy’s ABC’s for CoP Quick Start provides a roadmap for community start-up from concept to reality. The steps of the Quick Start process support the following outcomes: Community identity, including name, knowledge domain, type of community, and organizational fit The CoP's value, including purpose and how the CoP will help with the Utility's mission and goals, and generally how the CoP will meet member needs. Initial direction for community type and organization fit A clear understanding of the community roles and responsibilities A Core Group planning meeting An Initial Community Workshop A foundation for community activities An approach for establishing a collaborative work environment Assessment of community progress Initial input to a Community Experience Locator C-37 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
The APCQ best practice report on Building and Sustaining CoPs identifies how communities of practice fit within a KM strategy, the types of communities and their characteristics; successful approaches to planning, initiating, and sustaining communities; necessary support structures and roles for various community types; enablers of successful communities, including information technology; and how to assess the health and measure the effectiveness of communities. The APQC benchmarking study on Virtual Collaboration focuses on strategies and enablers for effective virtual collaboration as well as providing detailed information on preparing for, supporting and measuring a virtual collaboration strategy. Expected Outcomes: Individuals enhance their learning through informal dialogues and conversations. The Utility benefits from better employee knowledge. The organization has a process in place for getting other opinions (or expert resources) to solve timely, critical problems or events. When the CoP is composed of workers from many utilities it offers a talent resource of knowledge that could be stronger and broader than an single Utility would possess. See: Project Study #23 (Louisville Water Company, KY) Case Example #4 (Chrysler Corporation) Case Example #6 (SHELL HP) Case Example #15 (U.S. Army TEAM C4ISR) Case Example #16 (Virginia Department of Transportation) Case Example #17 (USAID) Case Example #18 (USDA/Foreign Agricultural Service) Department of the Navy Case Study Learn@WELL Case Study Tools: Best Practices Community of Interest Expertise Locator KnowledgeBase Roadmap Lessons Learned Ideas: Building Trust Cross Utility Collaboration Reference Materials for Knowledge Sharing Technology Related Tools Additional Resources: APCQ best practice report on Building and Sustaining CoPs APQC benchmarking study on Virtual Collaboration Department of Navy’s ABC’s for CoP Quick Start Federal Aviation Administration Guide to Virtual CoPs __________________________ Reference: Wenger, E. (1998). Communities of Practice: Learning, Meaning and Identity. New York, NY: Cambridge University Press. C-38 ©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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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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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 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 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
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Page 384 and 385: As an example of knowledge mapping,
Page 386 and 387: Knowledge Mapping Sample Questions
Page 388 and 389: Peer View Process Shared Space The
Page 390 and 391: like items. The concepts are define
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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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