Organizational Development for Knowledge Management at Water ...

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Tools: Collaborative Problem Solving Forum Facilitation _________________________ References: Mezirow, J. (2000). Learning as Transformation: Critical Perspectives on a Theory in Progress. San Francisco, CA: Jossey-Bass. Senge, P. (1990). The Fifth Discipline. New York: Doubleday. Senge, P. Kleiner, A., Robers, C., Ross, R. and Smith B. (1994). The Fifth Discipline Fieldbook. New York, NY: Doubleday. C-89 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
Learning History A structured process for gathering information related to a project, strategy or initiative. Supports: knowledge sharing, knowledge retention, assessment, organizational learning LEVEL OF EFFORT SIZE OF UTILITY MED SCALABLE SCOPE OF WORK C 2 C 2 = CONTEXT/CONTENT DEPENDENT A learning history is a very useful tool to capture knowledge resident in the minds of individuals. It is a retrospective history of significant events in an organization's recent past described in the voices of people who took part in those events. Researched through a series of debriefings or reflective interviews, the learning history uses feedback from employees at all levels to help an organization evaluate its progress. A learning history goes beyond simply gathering best practices and other lessons learned. It (1) provides the time and space for participants to openly reflect on the learning from an initiative or event; (2) enhances the reflection process so that team or project members begin to make new connections and see how their actions ultimately produce final outcomes; (3) gathers information from a variety of perspectives to reduce bias in the assessment process; (4) analyzes data to draw out key themes; (5) contains accurate, validated information; (6) is written in the words of those involved, not paraphrased in the words of consultants; and (7) provides a vehicle to promote discussion among participants in the initiative. In debriefings, interviewees recall their experience, in their own words, in a way that reflects their collective learning experience. While this technique captures knowledge resident in individual minds, it is then transcribed into a question/answer format with all interview results considered together in a collective format. An alternative approach would be videoing the interviews and cutting and splicing responses into a collective format. Regardless of the medium, what is important is to ensure the interview occurs while events are still fresh in participant’s minds. Using this approach, utilities can learn by reviewing both successes and failures, assessing them systematically, and recording the lessons learned in a form that employees find open and accessible. Recording employee’s experience with technical projects, special response teams, change programs, stakeholder groups, technical conferences or symposia, leadership conferences, workshops, site visits, and so forth, helps to ensure that useful knowledge is shared and that mistakes are not repeated. A six-step approach to creating a learning history is outlined below. C-90 ©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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Communications Plan A method for li
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Case Example #16 (Virginia Departme
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Community of Practice A group of in
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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 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 394 and 395: Ladder of Inference An approach for
Page 398 and 399: Step 1. Select Interview Candidates
Page 400 and 401: Learning How to Learn 1 A process f
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Page 412 and 413: “Follow the Flow Hmmm. Now how do
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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
Page 438 and 439: KNOWLEDGE MANAGEMENT TOOLKIT [INSER
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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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