Organizational Development for Knowledge Management at Water ...

the Tools section of the toolkit under Resources. The MQI monogram “A Model for Team
Learning and Success” may be a useful resource.
Q27: The percentage of workers who learn fast enough to keep up with change is ...
Q27-3: Selecting level 3 indicates that overall the Utility learning rate is average. This would
indicate that implementation of a KM strategy would likely increase the learning rate throughout
the Utility and provide more efficient and effective use of the knowledge generated. If there are
specific pockets within which learning is not occurring, they should be addressed as part of the
KM strategy. Learning is discussed in the Sustaining phase of the toolkit process.
Q27-2: Selecting level 2 indicates that the overall Utility learning rate is low. Since knowledge
management is about creating, leveraging, sharing and applying knowledge, the learning rate of
the Utility is very important to a KM strategy. With a low-level learning rate, it will likely be
necessary that special care be given to upgrading the Utility’s capability of working
collaboratively, learning, and sharing information and knowledge. This area should be
addressed as a significant part of the KM implementation strategy. Learning is discussed in the
Sustaining phase of the toolkit process.
Q27-1: Selecting level 1 indicates a very low overall rate of learning for the Utility. Depending
upon other assessments within this instrument, it may be necessary to delay implementation of
a KM strategy until the overall learning capacity of the Utility has been improved. An
organization cannot survive in an uncertain and changing environment without the ability to
learn. Serious consideration should be given to developing and embracing an organizational
learning strategy. Learning is discussed in the Sustaining phase of the toolkit process. An
MQI paper on knowledge management and organizational learning is included in the Resource
Documents section under Resources.
Q28: The level of networking and communication among Utility workers is ...
Q28-3: Selecting level 3 indicates there is some networking and communication among Utility
workers, but it is not at a high level. Networking and communication is an indicator of employee
communication and collaboration, and as such is an essential element in effective KM strategy
implementation and success. At this level, a specific plan should be made and implemented to
increase the amount of networking and communication among Utility employees as part of the
KM implementation strategy. Growing a Knowledge Network is discussed in the Preparing
phase of the toolkit process. Social Network Analysis (SNA) is a process for mapping the
relationships among people, teams, or across organizations which may prove useful for
identifying places where communication links may be broken. It is discussed in the Tools
section of the toolkit under Resources.
Q28-2: Selecting level 2 indicates there is not very much networking and communication
among Utility workers. Contingent upon other aspects of the assessment (in particular those
areas related to knowledge sharing and management interactions), this may indicate that
significant effort needs to be put into the creation and improvement of employee networking and
communication before implementing a KM strategy. Consider Social Network Analysis (SNA)
as a process for mapping the relationships among people, teams, or across organizations.
SNA may prove useful for identifying places where communication links are broken. It is
discussed in the Tools section of the toolkit under Resources.
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