Organizational Development for Knowledge Management at Water ...

As an example of knowledge mapping, Microsoft used the following process to improve the
matching of employees to jobs and work teams:
(1) Develop the structure of knowledge competency types/levels;
(2) Define the knowledge required for particular jobs;
(3) Rate employee performance in particular jobs by knowledge competencies;
(4) Implement knowledge competencies in an online system; and
(5) Link the knowledge model to training programs.
It is important to recognize that a knowledge map represents a point in time. Knowledge
mapping is an ongoing quest within an organization (including its supply chain and customers)
to help (1) discover the location, ownership, value and use of knowledge artifacts (information
that has helped create knowledge in the past); (2) learn the roles and expertise of people; (3)
identify constraints to the flow of knowledge; and (4) highlight opportunities to leverage existing
knowledge. The process included conducting a survey (see Sample Questions regarding the
existence of current knowledge and needed knowledge), performing a Knowledge Audit, and
then translating the findings into a knowledge map. See also the Interviewing Profiling Tool.
Surveys and interviews should be multilevel and cross departmental lines. The larger the
organization, the more critical to understand the perceptions and expectations at all levels of the
organization. In Case Example #16, the Virginia Department of Transportation began the
knowledge mapping process with a series of interviews. In Case Example #6, SHELL HP used
knowledge maps to assess gaps in organizational knowledge.
There are challenges to knowledge mapping. Assembly of the map can be difficult because
the information used in the map is highly fragmented and undocumented. Knowledge that
resides in the minds of employees may require time-consuming interviews and surveys.
Further, knowledge maps must be updated on an ongoing basis due to the dynamic nature of
knowledge assets within the organization. Finally, to maximize the benefits of knowledge maps
employees and managers must find them to be useful, or they will go unused. However, as
people who hold large amounts of knowledge continue to retire, awareness of the importance of
knowledge retention is rising in the industry. Knowledge mapping serves as a tool to
understand what knowledge needs to be captured and retained.
In the Learn@WELL Case Study, a personal KM map is prepared by each individual in the
organization to assess information behaviors (skills, experience and attitudes). The questions
are asked:
Who are you working with?
How do you obtain the information you need?
How do you share information and knowledge?
How do you document what knowledge you have?
What do you need to learn?
The aim of this personal mapping is for people to think and talk about what they know in a
systematic way, modifying it as needed. Further Learn@WELL discovered that group
discussions of individual KM maps provide opportunities for suggestions to be made about how
individuals can modify their information behavior to contribute to effective knowledge sharing
within the organization. Similar questions are part of Social Network Analysis.
In Project Study #26, the Utility used knowledge mapping as part of their Talent Resource
Planning process.
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