Organizational Development for Knowledge Management at Water ...

worthwhile to include team training and workshops on collaboration and communication as part
of the startup of KM strategy implementation. One approach would be to embrace Relationship
Network Management (RNM) as a core competency for Utility employees. A paper on RNM is
included in the Resource Documents section of the toolkit under Resources. A discussion on
Thinking About Systems is included in the Planning phase of the toolkit process. For those
desiring a deeper treatment of systems and complexity, there is an MQI paper on this topic as
relationed to decision-making included in the Resource Documents section of the toolkit under
Resources.
Q34-1: Selecting level 1 indicates that there is little or no systems thinking in the Utility which
would include an understanding of how one employee’s work affects other employees as well as
its relationship to the organizational mission. While such a situation may not preclude
successful KM implementation, it highlights the need for, and importance of, developing
employee capacity to think broader than their individual job responsibilities and to begin to
communicate and collaborate more effectively with other employees. Plan on including team
training and workshops on collaboration and communication as part of the startup of KM
strategy implementation. One approach would be to embrace Relationship Network
Management (RNM) as a core competency for Utility employees. A paper on RNM is included
in the Resource Documents section of the toolkit under Resources. Another approach for
medium-large utilities would be to consider developing and supporting Communities of Practice
(CoP). A large number of resources on CoPs are included in the toolkit. A good starting place
is Community of Practice in the Tools section of the toolkit under Resources. A discussion on
Thinking About Systems is included in the Planning phase of the toolkit process. For those
desiring a deeper treatment of systems and complexity, there is an MQI paper on this topic as
related to decision-making included in the Resource Documents section of the toolkit under
Resources.
ALIGNMENT
Q35: How well will the strategic business plan support the KM strategy?
Q35-3: Selecting level 3 indicates that this plan will provide some support to the KM strategy. If
the strategic business plan is well developed and consistent with the purpose and vision of the
Utility, then the KM strategy would most likely be aligned with, and supportive of, the business
plan. If the business plan does not support the needs of the KM strategy, then it may be
necessary to ensure that the business plan and the KM strategy are aligned. It may be
beneficial to read the sections on Developing the Strategy and Writing the Plan in the Planning
phase of the toolkit process.
Q35-2: Selecting level 2 indicates that there is minimum alignment between the business plan
and the KM strategy. . If the strategic business plan is well developed and consistent with the
purpose and vision of the Utility, then the KM strategy would most likely be aligned with, and
supportive of, the business plan. If the business plan does not support the needs of the KM
strategy, then it may be necessary to ensure that the business plan and the KM strategy are
aligned. It may be beneficial to read the sections on Developing the Strategy and Writing the
Plan in the Planning phase of the toolkit process.
Q35-1: Selecting level 1 indicates that there is little or no alignment or relationship between the
business plan and the KM strategy. Clearly this gap needs to be addressed. If the business
plan does not support the needs of the KM strategy, then it will be necessary to ensure that the
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