Organizational Development for Knowledge Management at Water ...

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When well constructed, stories can convey a high level of complex meaning. The use of sub-text can convey this meaning without making it obvious. Sub-text is a term that refers to an unstated message not explicit in the dialogue of the story. (See the in-depth research paper on CONTEXT in the Resource Section.) Analogies are often used to aid in the transfer of particularly complex information and knowledge to give the human mind something to relate to. This form of learning has been used throughout human history to transfer complex concepts and core values. Finally, because stories communicate common values and rule systems, they provide a mechanism to build organic organizational response to emerging requirements. This means that as new situations and new challenges arise in response to an ever-changing world, a common set of values will drive that response at every level of the organization. To operate in a highly uncertain environment, we must have common values and rule systems that support networks of groups and teams organized around a common purpose. Stories provide just such a catalyst. As an example, The World Bank used what they called a Springboard Story to move that organization to become a knowledge organization. The Springboard Story, a powerful method of communicating knowledge about norms and values, is a transformational story that enables the listener to take a personal leap in understanding how an organization or community or complex system may change. The intent of this type of story is not to transfer information, but to serve as a catalyst for creating understanding within the listener. These stories enable listeners to easily and quickly grasp the ideas as a whole in a non-threatening way. In effect, they invite the listener to see analogies from their own histories, their own contexts, and their own fields of expertise. These Springboard Stories were told from the perspective of a single protagonist who was known to the audience and actually in the predicament being told in the story; there was an element of strangeness or incongruity to the listeners which could capture their attention and imagination; the story had a degree of plausibility and a premonition of what the future might be like; and there was a happy ending. Happy endings make it easier for listeners to take the imaginative leap from the explicit story to the implicit meaning. There are two books referenced below that provide details and practical how-to information for creating Springboard stories. With the advent of the Internet and Intranet, there is a larger opportunity to use stories to bring about change. Electronic media adds moving images and sound as context setters. Hypertext capabilities and collaboration software invites groups, teams and communities to cocreate their stories. New multiprocessing skills are required to navigate this high-tech world, skills that include the quick and sure assimilation of and response to fast-flowing images and sounds and sensory assaults. In summary, when used well, storytelling is a powerful transformational tool in organizations, one that will work well for the sharing of knowledge across a utility, and across the larger group of utility stakeholders. Expected Outcomes: High level of transferring information and knowledge to Utility employees. Utilities can understand and take ownership of the Utility’s purpose, mission and values much easier when stories are used to explain and communicate these concepts. See: Project Study #23 (Louisville Water Company, KY) Case Example #12 (AMREF Kenya) Case Example #14 (Defence Information Agency) Tools: Collaborative Problem Solving Forum Communities of Practice C-119 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
Engaging Golden Expertise Lessons Learned Picture Map Storyboard Success Stories Additional Resources: MQI paper CONTEXT MQI paper Storytelling: The Thread of Humanity MQI paper From Stories to Strategies _________________________ References: Brown, J.S., Denning, S., Groh, K. and Prusak, L. (2005 ). Storytelling in Organizations: Why Storytelling is Transforming 21 st Century Organizations and Management. Boston, MA: Butterworth-Heinemann. Cassady, M. (1990). Storytelling Step by Step. San Jose, CA: Resource Publications, Inc. Denning, S. (2001). The Springboard: How Storytelling Ignites Action in Knowledge-Era Organizations. Woburn, MA: Butterworth-Heinemann. C-120 ©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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Work Product: ―As-Is‖ model and
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Training can be accomplished within
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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
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
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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
Page 440 and 441: implementation. If this limitation
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Page 462 and 463: Appendix E Knowledge Management Too
Page 464 and 465: Knowledge Management Knowledge Mana
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Page 468 and 469: Introduction to the Instrument The
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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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