Organizational Development for Knowledge Management at Water ...

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The World Café A process for building knowledge about a focused need or opportunity. Supports: collaboration, idea generation, problem solving LEVEL OF EFFORT SIZE OF UTILITY MED MED-LARGE SCOPE OF WORK C 2 C 2 = CONTEXT/CONTENT DEPENDENT While the World Café as a named and framed process formed in the mid 1990’s, it is a process that has intuitively been used (both formally and informally) in organizations and groups of all sizes for many years. Focused on the social aspect of building new ideas and the valueadded each individual can contribute to that idea, there are evolving rounds of dialogue. For example, let’s say there are 30-40 people engaged in finding a solution (or solutions) to a burning issue. These people may all be within the same organization, part of a larger connected stakeholder group, or interested/informed individuals invited to participate in the World Café experience. Concurrently, they may be individuals with knowledge focused around a specific domain-although working from different frames of reference—or they may represent a variety of functional areas with a common interest in the issue or opportunity being addressed. Good questions (those for which we do not have answers) are developed around the issue at hand. The larger group breaks into smaller groups—of 4, 5 or 6—with each group gathered around a paper tablecloth-covered table or around a flip chart with markers for everyone. All the groups may be addressing a single Café Question, or there may be several closely-related and overlapping questions scattered among the groups. For a set period of time each group engages in conversations (using all the rules of Dialogue) around the question they are addressing. As the conversations progress, core ides re captured through drawings, symbols or words. After a period of time—in our example a half hour has passed—individuals rotate to another group of their choice. One person in each small group stays behind to host the incoming group. As the second round begins, the ―host‖ of each group has the opportunity to introduce the ―seed‖ ideas from round one, and the second dialogue period begins. This rotation is repeated five or six times, providing the opportunity for both cross-fertilization and social development of new ideas. The results from this process then become the basis for action planning, with the host who has stayed with a specific set of ideas becoming the expert resource for those ideas. Expected Outcomes: Creative ideas and processes to solve a specific problem. New relationships and connections made among participants. See: Case Example #3 (Hill and Knowlton) Case Example #9 (The Socio Economic Unit Foundation, India) C-123 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
Tools: Dialogue Knowledge Moments Additional Resource: MQI paper on Relationship Network Management __________________________ Reference: Brown, Juanita, with Isaacs, David and the World Café’ Community (2005). The World Café: Shaping Our Futures Through Conversations That Matter. San Francisco, CA: Berrett-Koehler Publishers, Inc. C-124 ©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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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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Estimate effort in ongoing maintena
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In the virtual application, the imp
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Page 386 and 387: Knowledge Mapping Sample Questions
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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 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 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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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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Page 472 and 473: outcomes. For example, if the desir
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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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