Organizational Development for Knowledge Management at Water ...

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Peer View Process Shared Space The World Cafe Ideas: Community Outreach Group Learning Knowledge Sharing Stakeholder Engagement Additional Resource: MQI paper on Systems and Complexity Thinking _____________________ Reference: Dvir, R. (2006). ―Knowledge City, Seen as a collae of Human Knowledge Moments,‖ in Carrillo, F.J. (Ed.). Knowledge Cities: Approaches, Experiences, and Perspectives. Oxford: Butterworth Heinemann Elsevier. C-81 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
Knowledge Ontology* The conceptual framework that expresses the primary concepts and relationships among those concepts in a particular area. Supports: collaboration, knowledge sharing, search and retrieval LEVEL OF EFFORT SIZE OF UTILITY SCOPE OF WORK MED SCALABLE NARROW* *FOUNDATIONAL FOR KNOWLEDE TAXONOMY When we talk about a drinking water utility or a water system, we are actually considering all the context and relationships to other concepts that provide a general understanding of these topics for those familiar with the drinking water utility industry. For example, when engineers talk about achieving high levels of water use efficiency, they do not have to keep asking how this topic relates to regulatory approvals since that is common knowledge in the field. Yet, this contextual link is critical to understand why controlling leakage is important and how it relates to overall plant effectiveness. In contrast, a city planner may not have this knowledge and therefore not understand why this is a priority to the drinking water industry. It is a group’s common understanding of the concepts related to water use efficiency that provide the basis for classifying topics and determining which ones are more general or more detailed to establish an effective hierarchy. These concepts inherently have connections to many other concepts with different strengths of relationships. Developing an ontology helps surface and understand these relationships. The ontology is translated into a hierarchy of descriptive categories that form the taxonomic schemes used to structure the classification process. Even with a detailed taxonomy, the classification scheme cannot convey the relative importance of the taxonomy nodes within the document nor the relationship among the nodes, which is exactly the contextual information needed to transform information into knowledge. The ontology provides this contextual information. For example, the Standard Subject Identification Code (SSIC) (used by the Department of the Navy and other government organizations) has a node titled Data/Information under Operations and Readiness. As a user, this can also describe an information technology system function and therefore belongs under Information Technology or some other heading that starts with an information theme. Similarly, this topic can be about new data storage techniques, both hardware and software, and therefore belongs under a Research and Development heading. Each case is correct and useful but it is difficult to determine which is best without more knowledge on the context of how the topic is being used. One common method to alleviate some of this discrepancy is to use a thesaurus of terms to augment the terms used for the taxonomy nodes. This allows a wider set of words to form the basis of determining what is relevant to a particular node in the same way as we might use synonyms and antonyms to help someone understand a new word. The TECHi2 paper Organizing Knowledge with Ontologies and Taxonomies talks about ontologies and taxonomies in plain language. In the author’s words, you begin by defining a structure to organize information into categories of main concepts, and then by terms to group C-82 ©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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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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Project Study # 26 LWC Talent Resou
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Content in their Talent Resource Fo
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WATER COMPANY 2008 INDIVIDUAL DEVEL
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Project Study # 29 The Directions P
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In recognition for the Alliance’s
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_____________________________ POC:
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Project Study # 33 Sharepoint for S
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Appendix C Knowledge Management Too
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Introduce the practice of reflectio
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Ideas: Group Learning Individual Le
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3. Find the First Cut Affinity Alth
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After Action Review A group process
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Appreciative Inquiry 3 An approach
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Ba Spaces Collaborative spaces desi
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Prepare for your meetings and excha
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All of this information provides th
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Brain Writing 4 A process to help g
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Brainstorming A process for enhanci
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Case Study An approach to learning
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Causal Loop Diagram 5 A process for
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6. Distinguishing between perceived
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Collaborative Problem Solving Forum
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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
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Page 356 and 357: Facilitation A process for leading
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Page 360 and 361: 1. At the top of the T, write the i
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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 380 and 381: In Project Study #23, a KM action p
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Page 386 and 387: Knowledge Mapping Sample Questions
Page 390 and 391: like items. The concepts are define
Page 392 and 393: But how far should we go in listing
Page 394 and 395: Ladder of Inference An approach for
Page 396 and 397: Tools: Collaborative Problem Solvin
Page 398 and 399: Step 1. Select Interview Candidates
Page 400 and 401: Learning How to Learn 1 A process f
Page 402 and 403: highlighting or underlining passage
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Page 406 and 407: Feedback from these two avenues sta
Page 408 and 409: Mentoring A learning relationship b
Page 410 and 411: Peer View Process A process for bui
Page 412 and 413: “Follow the Flow Hmmm. Now how do
Page 414 and 415: Relationship Building 1 Processes f
Page 416 and 417: Expected Outcomes: Better understan
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Page 420 and 421: Sleep On It An approach for improvi
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Page 424 and 425: Storyboards An approach to sequenti
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Page 430 and 431: The World Café A process for build
Page 432 and 433: Wiki A web site or group of web pag
Page 434 and 435: Appendix D Assessment Instrument Qu
Page 436 and 437: 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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