Organizational Development for Knowledge Management at Water ...

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Mentoring A learning relationship between an experienced employee and a newer, high-potential employee. Supports: individual learning, succession planning, knowledge sharing, knowledge retention LEVEL OF EFFORT SIZE OF UTILITY SCOPE OF WORK MEDIUM SCALABLE WIDE Mentoring is the relationship between an experienced, proven mentor and a newer, high potential employee to provide personal learning and communication experiences. Mentoring can be either a formal Utility-sanctioned arrangement or an ad-hoc relationship that just happens because both individuals choose to do it. It can last for as little as a month or as long as both parties desire. While there are many ways of implementing the process, it usually involves individuals spending time together and discussing issues and challenges that come up in the organization. The Mentor describes problems faced in the past and discusses approaches and solutions he/she used that worked, or did not work. If the two individuals become comfortable with each other—a highly desirable result—then a deeper sharing of beliefs, insights, feelings and ways to behave and act can be shared and discussed. Such confidentiality is of great value to the mentee as it gives her an appreciation for, and understanding of, exactly what it means to be a senior leader or manger in the organization. In the best of relationships their conversations are kept confidential, allowing the transfer of knowledge and, to some extent, a deeper understanding of the nature of the organization and its unstated rules. During the mentoring process the mentee has the opportunity to shadow the mentor to see and feel the nature and content of problems, people, environments and the dynamics and variability of a typical senior manager’s day. When close relationships are developed, these sometimes last after the mentoring relationship is finished. This results in a strong relationship network that can benefit both parties and the Utility. In some cases mentoring relationships do not work out and only surface learning occurs. Either party can stop the process without reason. Overall, the process is an excellent way to expose a good, younger employee to what it means to be a senior manager and to learn some of their deep knowledge, much like the master-apprentice relationships in medieval days. In Project Study #29 the Utility implemented a formal mentoring program to build relationships and develop leadership competencies. Expected Outcomes: The mentee learns faster and contributes more to the Utility. The mentor has the opportunity to think about (and question) their own knowledge and experience as well as learning how younger workers see the Utility and their jobs. C-101 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
See: Project Study #23 (Louisville Water Company, KY) Project Study #29 (Seattle Public Utilities, WA) Case Example #2 (Mitre Corporation) Case Example #6 (SHELL HP) Tool: Dialogue Ideas: Individual Learning Knowledge Sharing Additional Resource: MQI paper on Relationship Network Management C-102 ©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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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 390 and 391: like items. The concepts are define
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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
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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 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 444 and 445: Q10-1: Selecting level 1 indicates
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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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