Organizational Development for Knowledge Management at Water ...

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like items. The concepts are defined in an ontology that maps the main ideas and their relationships. Once this conceptual map is made, a set of terms must be created that defines how to label items according to the concepts described in the conceptual map. This structure set of terms is a taxonomy. This paper describes the basics and how to develop and implement them. Expected Outcomes: Enables development of an effective taxonomy. Allows individuals to intuitively navigate large volumes of resources. Blends the need for context and individuality with a consistent and structured framework. See: Case Example #14 (Defence Information Agency) Tools: Document Repository, KnowledgeBase Roadmap Knowledge Mapping Knowledge Taxonomy Ideas: Folksonomies Additional Resource: TECHi2 paper Organizing Knowledge with Ontologies and Taxonomies ______________________ References: Malafsky, G.P. (2003). ―Technology for Acquiring and Sharing Knowledge Assets‖ in Holsapple, C.W. (Ed.). Handbook on Knowledge Management 1: Knowledge Matters. Lexington, KY: Springer-Verlag. _____________________ *Adapted from Porter, D., Bennet, A., Turner, R. & Wennergren, D. (2002). The Power of Team: The Making of a CIO. Washington, D.C.: The Department of the Navy. C-83 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
Knowledge Taxonomy* A structured set of names and descriptions used to organize information and knowledge in a consistent way. Supports: knowledge sharing, search and retrieval, decision-making LEVEL OF EFFORT SIZE OF UTILITY SCOPE OF WORK HIGH SCALABLE WIDE A taxonomy is an agreed-upon vocabulary of topics arranged around specific themes. For example, effective use of an organizational taxonomy enables a common language that both engineers and technicians can use to access needed information and communicate and understand each other no matter who has stored it. Classification becomes more and more important as the number of items increases and people have trouble remembering what they have and where to find it. It becomes very useful when organizations have access to large amounts of information available via global electronic networking. Creating an orderly method of classifying and relating knowledge is tremendously complex. Consider the enormous quantity of written, spoken and visual information that occurs and is stored somewhere in your drinking water utility, then consider where it occurs and resides. Your utility may have multiple technology systems with many legacy applications, have limited resources to capture critical information and processes, and rely on a variety of external experts as needs emerge. Further, (1) even in the same organization people use different words for similar concepts, and (2) people often use the same words to convey different concepts depending upon the context of an exchange, what we think other people already know or don’t know, and how it relates to other activities and thoughts. A typical taxonomy is based on a logical arrangement, usually hierarchical, and built on an organization’s natural workflow and knowledge needs in an intuitive structure (with ―intuitive‖ representing a shared understanding of a specific domain of information). Examples of taxonomies are the Standard Subject Identification Code (SSIC), the Library of Congress Classification (LOCC) and the Dewey Decimal System. As we build a classification scheme, we define topics and order them based on relative importance to our organization and their level of detail. For example, water treatment and sewage treatment are included in the Dewey Decimal System under Environment Protection Engineering (see below) because they are specific instances of the general field. Sample of Dewey Decimal System 600 Technology & Applied Sciences 628 Environment Protection Engineering 628.1 Water Supply C-84 628.162 Water Treatment 628.3 Sewage Treatment ©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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(3) Idea Generation Once the root c
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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
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 386 and 387: Knowledge Mapping Sample Questions
Page 388 and 389: Peer View Process Shared Space The
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 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
Page 426 and 427: When well constructed, stories can
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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
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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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