Organizational Development for Knowledge Management at Water ...

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Feedback from these two avenues starts coming in right away. CALL analysts relate it to the new information coming from the collector-observers and to information the Army already has. Studying these relationships produces more questions and new issues, which the analysts send to the collector-observers so they can get more information. In this way, the analysts maintain the following cycle: Collector-observers observe, collect data, and report to the analysts. The analysts post the data for experts to read. Experts give feedback to the analysts. Based on the feedback, the analysts redirect the collector-observers. This cycle continues until the analysts have finished their interpretation. When that happens, the data has turned into knowledge that can be acted upon—lessons. In the Haiti mission, CALL used this method to deliver validated lessons to ground troops within five days of the original observations. CALL produced 26 scenarios, including video footage, simulations and scripts of situations faced by the troops to use as training materials for the incoming troops. See Case Example #7. In Case Example #16, the Virginia Department of Transportation used an integrated taxonomy development and data design to allow for consistent collection, indexing, and access of lessons learned across the agency. Expected Outcomes: Fairly rapid, widespread learning by teams involved in real world experiences. Creation of a library of lessons learned. Improved awareness of, and communication with, others in the same field of activity. A resource to get quality answers to complex problems. See: Case Example #7 (US Army) Case Example #12 (AMREF Kenya) Case Example #16 (Virginia Department of Transportation) Tools: After Action Review Community of Interest Community of Practice Peer View Process Sample Lessons Learned Report Success Stories Ideas: Communications Publications Group Learning Knowledge Sharing Additional Resource: 4003 Knowledge Mobilization paper _____________________ Reference: * Collison, C. & Parcell, G. (2001). Learning to Fly: Practical Knowledge Management from Leading and Learning Organizations. Chichester, West Sussex: Capstone Publishing (Wiley). ____________________________ 1 U.S. Army example compiled from The Federal CIO Council KM Toolkit. C-99 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
S A M P L E R E P O R T LESSONS LEARNED REPORT Name of project or initiative: Point of contact: Purpose of document: The purpose of the Lessons Learned Report is to pass on any lessons which can be usefully applied to other projects. Quality and management processes used: What went well? What went badly? What was lacking? Assessment of method used: Analysis of project issues and their results: Recommendations for future enhancement or modification of the project management method: Recommendations for changes to the process or product used: Useful measurement or statistics o how much effort was required: Other important thoughts: Author/Title/Date C-100 ©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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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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Concept Mapping A technique for map
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Step 2: The Right-Hand Column (what
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Specifically, document repositories
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Expected Outcomes: Better decisions
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findings; dialogues from a panel di
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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 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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Page 394 and 395: Ladder of Inference An approach for
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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 408 and 409: Mentoring A learning relationship b
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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
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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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Page 438 and 439: KNOWLEDGE MANAGEMENT TOOLKIT [INSER
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Page 444 and 445: Q10-1: Selecting level 1 indicates
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Page 452 and 453: Q23-2: Selecting level 2 indicates
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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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