Organizational Development for Knowledge Management at Water ...

their organizations were controlling without good cohesion, structurally difficult to change,
perhaps slow to respond and not very flexible—characteristics typical of a bureaucracy.
Rightfully so, there was significant concern expressed regarding their ability to deal with an
environment that is rapidly becoming more dynamic, uncertain and complex. Drinking water
utilities are facing these same issues. See The Business Case for KM and the MQI report on
regulatory perspectives for drinking water utilities.
When a Utility recognizes the value knowledge and knowledge sharing contribute to
organizational sustainability—a focus on the value of people and their interactions—they are
building the foundation for sustainability. When aligned and focused on stakeholder satisfaction,
this means that the best knowledge is available to decision-makers at all levels of the
organization every day.
Embedding
All the steps taken in the start-up and the growth and expansion phase to ensure project
expectations (see Execution) are being fulfilled and are firmly in place during the sustainability
phase. The implementation team understands expectations and is a cohesive connected body,
empowered and making decisions at the point of action. The ultimate goal is for the
implementation team to move into a supporting role as the strategy or initiative becomes
embedded in the everyday life of the Utility.
Stories and storytelling are a powerful tool for sustaining change. The construction of fictional
examples (or of true experiences) to illustrate a point can be used to effectively transfer
knowledge. When well-constructed, stories can convey a high level of complex meaning and
values.
A variety of story forms exist naturally throughout every organization, including scenarios—
the articulation of possible future states, constructed within the imaginative limits of the author,
and anecdotes—brief sequences captured in the field or arising from brainstorming sessions.
While scenarios provide awareness of alternatives, they can also be used as planning tools for
possible future situations. Anecdotes can be used to reinforce positive behavior; leaders can
seek out and disseminate true anecdotes that embody the values desired in the organization.
Healthy organizations are filled with anecdotes.
Open communications across a Utility play a large role in facilitating knowledge sharing. For
examples see ideas for building shared understanding. In addition to interactions through
teams, communities and meetings, best practices and lessons learned can be communicated
across the Utility in regular communications publications, some of which could be made
available to stakeholders. Specific ways to engage stakeholders include community meeting,
focus groups and town halls. See also, community outreach and media productions. For
example, in Project Study #4, good public relations are reinforced through conducting plant
tours for schools and other civic organizations.
Sharing
Knowledge sharing is not merely a transfer of information; it is bringing people together to
interact and exchange different experiences and share understanding. Any time two or more
Utility employees engage dialogue this is occurring. Through dialogue an individual’s context
can be conveyed, allowing each participant to gain the explicit knowledge shared by the other
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