Organizational Development for Knowledge Management at Water ...

Q28-1: Selecting level 1 indicates there is very little and perhaps no networking and
communication among Utility workers. In this extreme case, it may be unwise to begin a KM
strategy implementation. The creation, sharing and application of knowledge represent the
payoff of knowledge management, and as such, require a level of communication and
networking by Utility employees. Conducting Social Network Analysis (SNA), a process for
mapping the relationships among people, teams, or across organizations, will help surface
communications issues. SNA is discussed in the Tools section of the toolkit under Resources.
Q29: The percentage of employees who understand the vision of this Utility is ...
Q29-3: Selecting level 3 indicates that some employees are aware of the vision of the Utility. A
KM strategy is usually intended to improve the current and future performance of the
organization in support of the vision of the Utility. This relationship between the objectives of
the KM strategy and the vision is one key to having employees understand the need for, and
importance of, the KM strategy. Ensure that this connection is clearly communicated as the KM
strategy moves forward. You might wish to refer to the Developing the Strategy and Writing the
Plan sections in the Planning phase of the toolkit process.
Q29-2: Selecting level 2 indicates that most employees are not clear about, or aware of, the
Utility’s specific vision. Before implementing a KM strategy it may be best to build employee
understanding of and appreciation for the vision of the Utility. Another option is to ensure the
vision of the organization is addressed early during KM strategy implementation along with the
relationship of the KM strategy to this vision. Refer to the Developing the Strategy and Writing
the Plan sections in the Planning phase of the toolkit process.
Q29-1: Selecting level 1 indicates that very few, if any, employees understand or are aware of
the Utility’s vision. Before implementing a KM strategy it may be best to build employee
understanding of and appreciation for the vision of the Utility. Another option is to ensure the
vision of the organization is addressed early during KM strategy implementation along with the
relationship of the KM strategy and each individual’s contribution to this vision. Refer to the
Developing the Strategy and Writing the Plan sections in the Planning phase of the toolkit
process.
Q30: The percentage of employees empowered to do their job with minimal direction is ...
Q30-3: Selecting level 3 indicates that there are some employees who are empowered and do
not have significant oversight. This group could represent the core of the group supporting KM
strategy implementation. If these individuals are located in specific departments and other
departments have few or no empowered workers, the Utility KM strategy may be challenging.
This should be taken into account in developing of the specific approach to the KM strategy to
be implemented. Empowerment is discussed in the MQI monogram “A Model for Team Learning
and Success” and the MQI paper “Collaborative Leadership.” Both can be accessed through
the Resource Document section of the toolkit under Resources.
Q30-2: Selecting level 2 indicates that there are only a few employees who are empowered,
with most employees working in the same level of a control-oriented environment. This situation
would make implementation of a KM strategy difficult since KM relies on the individual worker
using their knowledge and expertise to collaborate and share with others, and making decisions
within the envelope of their competency, experience and level of empowerment by
management. Empowerment is discussed in the MQI monogram “A Model for Team Learning
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