Organizational Development for Knowledge Management at Water ...

The paragraphs that are covered in this section on execution are specifically concerned with the
implementation of KM strategies and initiatives.
Knowledge Capture
What we refer to as knowledge capture is actually the capturing of information that can then
be used by decision-makers to create knowledge. Information can be captured in many ways.
For example, every time utility workers develop white papers, research papers and reports they
are capturing their knowledge in the form of information which others can read and hopefully
understand. A large part of how well this information is understood is based on context and a
common language. These documents are then stored in information systems (with contact
information for the originators), and connected to similar and complementary information that
can help build a deeper understanding of when and how to use this information in future
situations. As an example, see the Lehigh County Authority Workforce Plan (page 21) for their
approach to knowledge capture.
An approach to capturing lessons learned is after action reviews, real-time communication
vehicles that share understanding across the implementation team while also serving as
lessons learned for those who later read them, and assessment instruments for those who later
analyze them. After action reviews are held immediately after an event has occurred while the
details are fresh in the minds of participants. The actual outcome of the event is compared with
the intended outcome to discover what went right and why, and what went wrong and why in a
candid, open discussion. There must be sufficient detail and clarity to ensure everyone
understands what did and did not occur (and why) so that lessons can be understood and
applied to future actions. Many organizations also hold pre-event and during-event reviews. The
pre-action review brings an implementation team together to focus on the direction ahead, how
progress will be assessed, and sharing lessons learned from previous projects or related
events. The during-action review provides the opportunity to assess progress and adjust
actions underway accordingly. See also the peer view process.
The learning history is a structured process for gathering information related to a project,
mission or initiative. It is a retrospective history of significant events in an organization’s recent
past described in the voices of people who took part in those events. Researched through a
series of debriefings or reflective interviews, the learning history uses feedback from employees
at all levels to help an organizational evaluate its progress and provide information for future
decisions. In Project Study #1 teams are used to capture field and employee knowledge in a
written, usable format to create a complete training program. In Project Study #8, standard
operating procedures are being developed to create a more knowledgeable staff. Another
example of knowledge capture is the use of updated operations and maintenance manuals (see
Project Study #2).
The KM desk guide is a document residing on the desk (or virtually within the system
supporting that desk) that contains the specific information needed to successfully accomplish
the job of the individual who works from that desk. Each desk guide is updated annually, as
changes occur, or as an individual is preparing to leave a position to ensure ease of job
transition. The KM desk guide also serves as a resource for temporary employees and
development of an expertise locator. A variation of the KM desk guide is the leave a legacy
approach developed by the Department of the Army.
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