Organizational Development for Knowledge Management at Water ...

while also supporting ease of access to needed information. See the TECHi2 paper on
Organizing Knowledge with Ontologies and Taxonomies.
As a Utility recognizes the value of its knowledge in responding to an uncertain future, the
organization’s culture becomes a core area of focus. Culture—how the work gets done—is the
source of energy, or apathy, and a major determinant of performance. Culture is a set of norms
in the workplace that often include unstated assumptions about people, relationships and
knowledge. These assumptions develop over time from internal and external events and all of
the interactions among the workforce.
Since KM is about people, it cannot be done to people, but rather with them and in support of
them as they support the mission of the Utility. For example, individuals cannot be ordered to
share knowledge; however, an environment that supports knowledge sharing can be nurtured. A
knowledge sharing culture might emerge from (1) the clear linking between sharing knowledge
and accomplishing the mission of the Utility, (2) the expectation of knowledge sharing, and
example set by senior leadership, (3) the underlying recognition that knowledge sharing is the
right thing to do and will benefit them and their Utility, and (4) alignment of Utility rewards and
recognition programs with knowledge sharing. See APQC’s best practice report on Creating a
Knowledge-Sharing Culture. In Project Study #5, a brainstorming session was used to develop
work performance improvement principles and techniques. As the number of individuals
practicing a principle grows, the more that principle will become a part of the organization’s
workplace culture.
Often it takes a traumatic event to recognize the need for change. In Case Example #10 this
event was the death of a senior leader. A planned approach was used in Case Example #16.
In this example, the Virginia Department of Transportation developed a lessons learned system
using an integrated taxonomy as a starting point for changing the culture.
A major determinant of effective communication and sharing is the degree of trust throughout
the workforce, trust of the Utility as a whole and of its leadership and management. Trust is a
cumulative belief that another individual (or the organization) will live up to our expectations. In
order for an individual to share their knowledge with another individual they must believe that
this knowledge will not be misused or used against them, and that this sharing will be
reciprocated. Distrust is as much a communications issue as an attitudinal problem. When
people do not have good communication they cannot clearly signal their intentions or
expectations. Rather than treating communication as a transfer of information, it is better to
ensure that communication is the sharing of understanding. Virtual signaling has been found to
be of critical importance in email and other virtual forums where body language cannot play the
large role it does in face-to-face interactions. See APQC’s benchmarking study on Virtual
Collaboration.
Growing a Knowledge Network
The knowledge network is the weaving together of people, whether through teams,
communities of practice, one-on-one relationships or through virtual social networking. In Case
Example #20, IBM has embraced the blogosphere, encouraging employees to participate in
blogging, social web applications (such as wikis) and networking, all emerging as important
areas for engagement and learning. In Case Example #18, the USDA Foreign Agricultural
Service has set up a network to connect and interact with stakeholders around the world to
facilitate trade and improve food safety.
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