Organizational Development for Knowledge Management at Water ...

Processes in the Executing phase of the toolkit process, and the Learning section in the
Sustaining phase of the toolkit process. Papers on Barriers and Critical Success Factors to
KM initiatives and strategies developed from the 4003 study of over 200 drinking water utilities
is accessible through the White Papers section under Resources. Approaches to knowledge
sharing are included in the Ideas section of the toolkit under Resources.
Q20-1: Selecting level 1 indicates that the nature of the structure is seriously inhibiting
knowledge sharing. If this is correct, it would be essential to evaluate the structure and take
proper actions prior to commencing a KM strategy. Actions could include a KM initiative
focused on evaluating the current structure and creating and implementing changes necessary
to encourage and support continuous knowledge sharing. Related materials in the toolkit
include the discussion on Thinking Systems in the Planning phase of the toolkit process, the
discussion on The Four Organizational Processes in the Executing phase of the toolkit
process, and the Learning section in the Sustaining phase of the toolkit process. Papers on
Barriers and Critical Success Factors to KM initiatives and strategies developed from the 4003
study of over 200 drinking water utilities is accessible through the White Papers section under
Resources. Approaches to knowledge sharing are included in the Ideas section of the toolkit
under Resources.
Q21: The consistency of management direction and Utility goals is ...
Q21-3: Selecting level 3 indicates some variability or inconsistency in management direction
and Utility goals as seen by employees. To the extent that this is true, employees may well
assume any new change program such as a KM strategy is another “flavor of the day” and not
give it the serious consideration necessary for successful implementation. One solution is to
ensure that management is fully aligned and supportive of the program and personally active in
its implementation. The toolkit offers a myriad of resources to help build understanding of the
value of KM, including case examples, project studies, and several APQC benchmarking/best
practice studies with additional examples. These are all accessible through Resources. A
discussion of leadership visibility is included in the Engaging Leadership Commitment section of
the Planning phase in the toolkit.
Q21-2: Selecting level 2 indicates that management has a history of fluctuations and changing
goals and directions for the Utility. When these conditions occur, they represent a potential
barrier to implementation of a KM strategy and actions need to be taken to counter the reaction
of employees to "the new flavor of the month." The solution could be to assure that leadership
and senior management are fully aligned and supportive of the program, and are personally
supportive and/or active in its implementation. The toolkit offers a myriad of resources to help
build understanding of the value of KM, including case examples, project studies, and several
APQC benchmarking/best practice studies with additional examples. These are all accessible
through Resources. A discussion of leadership visibility is included in the Engaging Leadership
Commitment section of the Planning phase in the toolkit.
Q21-1: Selecting level 1 indicates that management has a strong history of shifting goals and
directions for the Utility. This condition would almost certainly generate an employee
perspective of, "we have seen it before and it will go away as other initiatives have” or “this is
the new flavor of the month, why should I take it seriously?" Such attitudes represent a
significant barrier to successful KM strategy implementation and must be addressed and
resolved prior to initiating a KM strategy. Since this issue reflects a general mistrust of
management decisions and actions on the part of employees, it is larger than bringing
management on-board with the KM strategy. Further, it will not easily go away. Definitive
D-17
©2011 Water Research Foundation. ALL RIGHTS RESERVED.