Organizational Development for Knowledge Management at Water ...

Resources. Relationship Network Management, an approach to developing self
empowerment, is included as a MQI paper in the Resource Documents section of the toolkit
under Resources.
Q18: The use of teams or groups to accomplish specific objectives within this Utility is
...
Q18-3: Selecting level 3 indicates that teams may be occasionally used by the Utility, but are
not part of its general operating style. Since employees who are working in teams typically
communicate and collaborate with each other in a highly productive way, the importance of
teams or groups to accomplish desired objectives should be carefully observed and considered
when creating and implementing a KM strategy. See the section on Growing a Knowledge
Network in the Preparing phase of the toolkit process and the MQI monogram, A Model for
Team Learning and Success, located in the Resource Document section of the toolkit under
Resources.
Q18-2: Selecting level 2 indicates that teams are not used very often in your Utility. This may
impose a burden on the KM strategy and the culture of the workforce would need to be moved
toward a team-oriented, collaboration-based approach to support success of the KM strategy.
Depending on the specific KM strategy selected, special attention would most likely have to be
paid to creating effective workforce team and groups skills. Organizational culture is discussed
in the Building the Foundation section of the Preparing phase of the toolkit process. Also, see
the section on Growing a Knowledge Network in the Preparing phase of the toolkit process and
the MQI monogram, A Model for Team Learning and Success, located in the Resource
Document section of the toolkit under Resources.
Q18-1: Selecting level 1 indicates that the Utility rarely uses teams. Given this state of affairs,
it is worth looking carefully into the current culture to determine how well employees are able to
communicate and collaborate in their daily work. As a minimum the KM strategy should include
learning how to work in teams, or a KM initiative whose purpose is to create effective team and
community communication and collaboration. This could begin as a local initiative or pilot
program which would then be expanded to the entire Utility. See the section on Growing a
Knowledge Network in the Preparing phase of the toolkit process and the MQI monogram, A
Model for Team Learning and Success, located in the Resource Document section of the toolkit
under Resources.
Q19: Managers’ willingness to accept and implement new initiatives is ...
Q19-3: Selecting level 3 indicates that the Utility’s capability to implement new initiatives is
average at best. Thus, some training or learning may need to be planned into the KM strategy.
In addition, those employees who have demonstrated the willingness and capacity to work with
change and implement new initiatives may be considered for leading specific parts of the KM
strategy. A discussion on Becoming a Change Agent is included in the Preparing phase of the
toolkit process.
Q19-2: Selecting level 2 indicates that the Utility's capability to implement new initiatives is low,
and possibly that there is little experience in this area. If this is the case, it may be worth
considering additional training and development of key individuals to ensure their ability to
implement a KM initiative. However, it should be noted that managers who are reluctant to
accept and implement new initiatives may not be easily changed. They may resist or slowdown
a KM strategy implementation. Moving managers to other positions is one way of stimulating
D-15
©2011 Water Research Foundation. ALL RIGHTS RESERVED.