Organizational Development for Knowledge Management at Water ...

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Information to build these networks can usually be gathered by means of a simple questionnaire, or you can use the interview process. Examples of questions asked would be: From whom do you seek work-related information? To whom do you give work-related information? When you need information or advice, is this person accessible to you? When you need information or advice, does this person respond within a sufficient amount of time to help you solve your problem? How frequently have you received work-related information from this person in the past month? From the answers to these or similar questions a map is created that connects people who receive information with people who have provided that information. Looking at a network of relationships can help you to identify the integrators, or the employees who are seen by many as experts or who are trusted as an information source. The two individuals who have the largest number of connections are likely to know more about what is going on in the Utility and the feelings and attitudes of the workforce than others. Recruiting such individuals to be involved in the implementation will make your communication effort easier, as these people have a wide reach in the informal communication network of the organization. Or, this could represent an individual who is a bottleneck to communications. The questions then become: Has the group become too reliant on this individual? What would happen if this individual left? The bottom line is that the process of SNA allows organizations to assess their ability to create and share knowledge, and once their current state is recognized, it becomes an enabler for improving these abilities. There are several software products available to do SNA mapping. These programs use simple screen-oriented interfaces, allowing the user to drag nodes with the mouse and click to add new modes. Each node is assigned a number of attributes, which are highlighted using color and shape. There are also several tools for automatic layout of the network. Once the mapping is complete, analysis of this structure of connections can provide information on relationships that facilitate or impeded work, offering intervention opportunities. In Project Study #31, the Utility used Social Network Analysis to assess the quantity and quality of information flows. A beneficial byproduct was identification of additional SMEs critical to this and future reuse projects. Expected Outcomes: Provides the Utility with an understanding of how information flows, who moves information around and where the sources of information and knowledge sharing are. Identifies key personnel who have the contacts and trust to be able to assist in efforts to change the organization relative to how the work gets done. Knowing how the communication network works gives managers the baseline upon which they can make changes to improve communications (or relationships) between departments or with field activities. See: Project Study #18 (Rice Lakes Utilities, WI) Project Study #31 (Charlotte-Mecklenburg Utilities, NC) Case Example #12 (AMRED, Kenya) Case Example #20 (IBM) C-115 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
Tools: Relationship Building Shared Space Ideas: Knowledge Sharing Additional Resources: APQC’s benchmarking study on Virtual Communications MQI’s paper on Relationship Network Management _________________________ References: Bennet, A. and Bennet, D. (2004). Organizational Survival in the New World: The Intelligent Complex Adaptive System. Boston, MA: Elsevier. Cross, R. and L. Prusak. (2002). ―The People That Make Organizations Stop—or Go‖ in Harvard Business Review, 80, No. 6, 104-112. Cross, R.S, Borgatti, S. and Parker, A. (2002). ―Making Invisible Work Visible: Using Social Network Analysis to Support Human Networks‖ in California Management Review, 44, No. 2, 25-46. Cross, R., Nohria, N. and Parker, A. (2002). ―Six Myths About Informal Networks—and How to Overcome Them‖ in Sloan Management Review, 43, No. 3, 67-76. C-116 ©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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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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KnowledgeBase Roadmap 9 A framework
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eduction, and total ownership cost.
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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
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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
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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
Page 424 and 425: Storyboards An approach to sequenti
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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
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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 462 and 463: Appendix E Knowledge Management Too
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Page 468 and 469: Introduction to the Instrument The
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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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