Organizational Development for Knowledge Management at Water ...

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Fast is critical in the ever-increasing pace of our lives. We now reach around the world in fractions of seconds to obscure sources of the latest scientific or business developments. Speed is becoming ―multi-media‖, meaning that one media supports another. You reach for your mouse to find and send an email, 30 minutes later you’re on the phone with someone you’ve never met, and three weeks later you’ve having lunch with that individual during a conference at a distant city. Free has to do with minimizing the costs for people to engage. Nothing is free. But focusing on the cost of engagement may be a barrier to entry, whether it be time and space for a face-toface engagement or the cost of a collaborative software environment. There are two issues addressed here. One is that inordinate costs are distracting to building relationships. The second is that costs become a hurdle for every opportunity reaching out. This design principle simply says to make the costs transparent to the individual, pursuing economies of scale and absorbing the cost at the organizational level. Open refers to both the boundaries of the system and the expansion of thinking. An open information technology architecture is a fundamental design principle. Opening up space to colleagues definitely fosters the notion of networking. Opening up to new ideas and different ways of thinking fosters learning and innovation. Global has to do with exploration and the emerging sense of unity as a world. In the future global may truly become the concept of shared space. But even today, no matter what our field of expertise, it is pursued in a global context with the realization that the global space has much to offer in terms of learning. Relevant initially implies relevance to the topic of the domain and the assets of the knowledge base. Relevance is also the building of ideas as individuals, groups and the organization learn from each other. Rich means that the space is rich in design (colors, ideas, variety, complexity) such that it stimulates all areas of the mind/brain. Compelling starts with the stickiness of the virtual system, then moves beyond that stickiness to considering shared space in terms of its ability to attract and retain participation. Does the shared space operate in such a way as to become a key asset to participants in their day-to-day work? Wenger describes 13 fundamental elements of community that technology can affect. These are: presence and visibility, rhythm (in terms of events and rituals that reaffirm value), variety of interactions, efficiency of involvement (must be easy), short-term value (each interaction needs to create some value), long-term value, connection to the world, personal identity, communal identity, belonging and relationship, complex boundaries (multiple levels and types of participation), evolution (maturation and integration) and active community-building. It is also important to recognize that in many ways the resources of a shared space are to knowledge workers what tools or instruments have been in many crafts, guilds, and builders throughout history. In many instances the relationship to tools has taken on a reverence that has deep cultural or religious meaning. Such relationships complement or build upon regard for professional skills and status. Such is the transformation that occurred as knowledge workers moved from typewriter to computer to computational computing power to the computer as a communications tool to a virtual space in the 21 st century ―my-workspace‖ revolution, and have extended into Wikis and Blogs. See Case Example #20 for a baseline set of guidelines for social networking. In Case Example #22, the US Forest Service developed a community center on line to assist wildland fire work groups in sharing knowledge. Today knowledge workers develop, aggregate, and manage their personal workspace resources virtually throughout their career, and have the expanded capability of interacting and working in a global shared space. C-111 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
Expected Outcomes: Knowledge transfer among employees. Creative ideas that help the utility. Improved organizational learning and communication. A sense of ownership and belonging. See: Case Example #3 (Hill and Knowlton) Case Example #20 (IBM) Case Example #22 (US Forest Service) Learn@WELL Case Study Tools: Ba Spaces Blog Community of Practice Facilitation Knowledge Moments Relationship Building Ideas: Knowledge Sharing Reference Materials for Knowledge Sharing Technology Related Tools Additional Resource: MQI Paper on Relationship Network Management ____________________________ References: Nonaka, I. & Takeuchi, H. (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. New York, NY: Oxford University Press. Schrage, M. (2000). Serious Play: How the World’s Best Companies Simulate to Innovate. Boston, MA: Harvard Business School Press. Schrage, M. (1990). Shared Minds: The New Technologies of Collaboration. New York, NY: Random House. Wenger, E. (1998). Communities of Practice: Learning, Meaning, and Identity. Cambridge, MA: Cambridge University Press. ____________________________ 1 Adapted from the Department of the Navy Chief Information Officer cPort Toolkit. C-112 ©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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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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quietly muttered under his breath a
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1. At the top of the T, write the i
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Initially broad: "Tell me about..."
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What documents do you keep on your
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Knowledge Audit 8 An inquiry into w
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Page 390 and 391: like items. The concepts are define
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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
Page 420 and 421: Sleep On It An approach for improvi
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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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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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