Organizational Development for Knowledge Management at Water ...

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KNOWLEDGE SHARING Ask, Learn, Share Model. An approach developed by SHELL HP in 2006. Ask before any business activity: What do we already know? Learn during any business activity. Share after any business activity. See Case Example #6. Best Practices Celebration and Sharing Day. This is an idea based on Texas Instruments model started in 1996. All TI Best Practice teams staff booths to publicize and answer question about their practices. The day is culminated with an awards ceremony for those organizations that have most successfully shared best practices and knowledge, and produced the best results. Those organizations receive an award from the senior executives at TI for collaborating on the exchange of best practices. This is a highly prestigious award at TI, because it builds enthusiasm and reinforces both the process and the results. See Recognition and Rewards. Case Study. A detailed analysis or study of a group, event or organization. Generally used as a model or guide for learning. A vehicle for deep learning and sharing knowledge, by both the group developing it, and those reading it. See Case Example #9 (SEUF, India) for an example of the use of case studies in support of knowledge sharing. Communities of Practice. Informal Events. This may take the form of walks, lunches, fireside chats or various social events. Networking and the sharing of ideas taking place outside normal everyday activities can result in new undertakings, new insights, and new collaboration. Professional Associations. Local, state and national associations that meet regularly and offer a platform for the sharing of information and knowledge (might also be called a knowledge network, a community of practice of a community of interest). This linking offers feedback opportunities and the potential for developing advocates. Round Table. Small group discussion format where all participants have equal voice. Larger groups would be segmented and round tables held in different locations (as appropriate to accommodate participation). Serves as a venue to clarify and share new knowledge and promote dialogue among diverse groups. Social Networking. See Blog, Wiki and Case Example #20. Symposium. Brings leadership and employees involved in a specific interest area or project together to share opinions, philosophies and conversation. Approaches: (1) Annual activity open to all interested individuals with new themes each year. Provides new leadership thinking to employees while simultaneously pulling practical insights into the application of new ideas. (2) Major event on mutually agreed-upon topic. For H-13 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
example, a full-day workshop designed by and for multiple stakeholder involvement. (3) Small group (10-15), week-long interdisciplinary activity to build shared understanding across functional areas, exploring different frames of reference to brainstorm potential solutions. See: Case Example #2 (Mitre Corporation) Case Example #3 (Hill & Knowlton) Case Example #4 (Chrysler Corporation) Case Example #8 (NWRI Nigeria) Case Example #9 (SEUF India) Case Example #10 (IWSD, Zimbabwe) Case Example #11 (TREND, Ghana) Case Example #12 (AMREF, Kenya) Case Example #13 (Federal Aviation Administration) Case Example #16 (Virginia Department of Transportation) Case Example #17 (USAID). Project Study #3 (City of Moline Water Division, IL) Project Study #5 (City of Moline Water Division, IL) Project Study #11 (Greenville Water System) Project Study #17 (Orlando Utilities Commission, FL) Project Study #21 (City of Phoenix Water Services Department, AZ) Project Study #23 (Louisville Water Company, KY) In Project Study #18 (Rice Lake Utilities, WI) the Utility hired an external firm to explore communication gaps and knowledge sharing needs. Project Study #22 (Seattle Public Utilities, WA) involves development of an organizational learning system focused on interactive topic areas such as asset management; safety and emergency preparedness; and race and social justice. Tools: Blog Communications Plan Picture Map Relationship Building Storyboards Storytelling Wiki Ideas: Community Outreach Cross-Utility Collaboration Group Learning Reference Materials Stakeholder Engagement H-14 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
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Organizational Development for Know
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About the Water Research Foundation
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DISCLAIMER This study was jointly f
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©2011 Water Research Foundation. A
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PART 1 INTRODUCTION BACKGROUND The
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efore individuals were located who
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Q3 and Q7 were dichotomous, request
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The “Other” category included i
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Q1-C Q1-D 120 100 80 60 40 20 0 101
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Change Employees have to be certi
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Question 4: Briefly list the opport
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Relevant and affordable training C
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Stay on pace with rate making proje
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Question 7: How well do employees s
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knowledge, silos, planning, workloa
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Education level of many employees i
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Mayor/ council with limited vision
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How people become entrenched in doi
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Willing leaders Management that is
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Q14 How would you describe a succes
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Time specific and did not develop s
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The migration of long-tenured emplo
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CORE PLANNING PROCESSES In the 4003
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potential of current and future inf
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Bring Employees into the Project By
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SUCCESS FROM ANOTHER VIEWPOINT Proj
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constraints can limit the ability f
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causes them to have serious concern
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# Subject Utility Size Estimated Co
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# Subject Utility Size Estimated Co
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Appendix B WaterRF 4003 Project Stu
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Project Study # 2 Development of Op
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Project Study # 4 Public Relations
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Project Study # 6 Succession Planni
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Project Study # 8 Adopting the SOP
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Tualatin Valley Water District Work
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Board Goals & TVWD Demographics Dro
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Message to Employees The future of
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Self Nomination • We asked employ
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TVWD Expected Outcomes 1. Raise awa
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process improvement, which has been
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1.0 PURPOSE The purpose of a docume
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• Ensuring the content of process
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• T15-00002 is used as a high-lev
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When the document is submitted for
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1.15.4. Changing Process Owners Cha
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EQUIPMENT AND TOOLS QBD Approved Pr
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5.0 SAFETY REQUIREMENTS This sectio
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Source/Standard Standards, codebook
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REFERENCE DOCUMENTS £ All necessar
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ATTACHMENTS £ There is a 1-to-1 ma
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Begin Changing Existing Documents D
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Project Study # 12 Using contract e
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Project Study # 14 Converting from
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Project Study # 16 Career Ladder Pr
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Project Study # 18 Hired a private
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Project Study # 20 On the Job Train
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Benefits: Our retiree training prog
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Project Study # 23 Louisville Water
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Presented by: Carl Blanton INTRODUC
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LOUISVILLE WATER COMPANY KNOWLEDGE
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*(Source: Knowledge Retention: A gu
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The most common techniques are thos
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‣ Less is more - the goal is to d
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Technical Knowledge to be retained:
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6. What are the key lessons learned
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Cost: No cost noted Benefits: Syste
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CHECKLIST - WHAT ARE WE LOOKING FOR
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Partnership Among Employees 1. Syst
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Planning & Results 1. System Operat
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Best Practices, Resources, Recommen
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Natural Work Team Observation Check
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Section 2 - Partnership Among Emplo
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Section 2 - Partnership Among Emplo
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Project Study # 25 LWC Process & Op
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CUSTOMER SERVICE & PUBLIC INFORMATI
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BUSINESS RISK 2 Process Improvement
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5. Distribution Truck Cycle Count 6
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Supplying Financial Resources 30 Pr
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Infrastructure Planning 5 Process I
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3. MDO Truck Inventory Controls (2
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1. Federal Taxes on Bonus Checks (3
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Supplying Human Resources & Labor R
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LWC Process Improvement Business Sy
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Improvement Operational Business Sy
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188 Process/Operational Improvement
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Project Study # 26 LWC Talent Resou
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Content in their Talent Resource Fo
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WATER COMPANY 2008 INDIVIDUAL DEVEL
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Project Study # 29 The Directions P
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In recognition for the Alliance’s
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_____________________________ POC:
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Project Study # 33 Sharepoint for S
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Appendix C Knowledge Management Too
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Introduce the practice of reflectio
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Ideas: Group Learning Individual Le
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3. Find the First Cut Affinity Alth
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After Action Review A group process
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Appreciative Inquiry 3 An approach
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Ba Spaces Collaborative spaces desi
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Prepare for your meetings and excha
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All of this information provides th
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Brain Writing 4 A process to help g
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Brainstorming A process for enhanci
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Case Study An approach to learning
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Causal Loop Diagram 5 A process for
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6. Distinguishing between perceived
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Collaborative Problem Solving Forum
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(3) Idea Generation Once the root c
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Communications Plan A method for li
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Case Example #16 (Virginia Departme
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Community of Practice A group of in
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Concept Mapping A technique for map
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Step 2: The Right-Hand Column (what
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Specifically, document repositories
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Expected Outcomes: Better decisions
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findings; dialogues from a panel di
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Facilitation A process for leading
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quietly muttered under his breath a
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1. At the top of the T, write the i
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Initially broad: "Tell me about..."
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What documents do you keep on your
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Knowledge Audit 8 An inquiry into w
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KnowledgeBase Roadmap 9 A framework
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eduction, and total ownership cost.
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Work Product: ―As-Is‖ model and
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Training can be accomplished within
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Estimate effort in ongoing maintena
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In the virtual application, the imp
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In Project Study #23, a KM action p
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KMO interviews organization members
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As an example of knowledge mapping,
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Knowledge Mapping Sample Questions
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Peer View Process Shared Space The
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like items. The concepts are define
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But how far should we go in listing
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Ladder of Inference An approach for
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Tools: Collaborative Problem Solvin
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Step 1. Select Interview Candidates
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Learning How to Learn 1 A process f
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highlighting or underlining passage
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I am particularly interested in the
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Feedback from these two avenues sta
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Mentoring A learning relationship b
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Peer View Process A process for bui
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“Follow the Flow Hmmm. Now how do
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Relationship Building 1 Processes f
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Expected Outcomes: Better understan
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Fast is critical in the ever-increa
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Sleep On It An approach for improvi
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Information to build these networks
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Storyboards An approach to sequenti
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When well constructed, stories can
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Success Stories A strong methodolog
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The World Café A process for build
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Wiki A web site or group of web pag
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Appendix D Assessment Instrument Qu
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VERY VERY LOW LOW MEDIUM HIGH HIGH
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KNOWLEDGE MANAGEMENT TOOLKIT [INSER
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implementation. If this limitation
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and experience in order for the str
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Q10-1: Selecting level 1 indicates
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KM. It may be useful to review The
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Resources. Relationship Network Man
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Processes in the Executing phase of
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Q23-2: Selecting level 2 indicates
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the Tools section of the toolkit un
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and Success” and the MQI paper
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worthwhile to include team training
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Page 462 and 463: Appendix E Knowledge Management Too
Page 464 and 465: Knowledge Management Knowledge Mana
Page 466 and 467: Knowledge and information managemen
Page 468 and 469: Introduction to the Instrument The
Page 470 and 471: Ensuring Leadership Commitment Deve
Page 472 and 473: outcomes. For example, if the desir
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Page 476 and 477: while also supporting ease of acces
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Page 480 and 481: Leading and Managing The Four Organ
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Page 484 and 485: The exit interview uses the intervi
Page 486 and 487: Nurturing Organizational Health Emb
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Page 490 and 491: Appendix F Business Case for Knowle
Page 492 and 493: for their division, department and
Page 494 and 495: Because each utility is different a
Page 496 and 497: Regulatory Perspectives for the Wat
Page 498 and 499: Appendix H Knowledge Management Too
Page 500 and 501: Inventories. The inventory is a det
Page 502 and 503: COMMUNICATIONS PUBLICATIONS Backgro
Page 504 and 505: COMMUNITY OUTREACH Contest. A proce
Page 506 and 507: CROSS-UTILITY COLLABORATION Inter-U
Page 508 and 509: INDIVIDUAL LEARNING Professional De
Page 512 and 513: LEADERSHIP COMMITMENT VISIBILITY i
Page 514 and 515: Training Videos. (1) Support materi
Page 516 and 517: REFERENCE MATERIALS FOR BUILDING SH
Page 518 and 519: eference for the same topic or issu
Page 520 and 521: You Tube. You Tube provides a publi
Page 522 and 523: Appendix I Knowledge Management Too
Page 524 and 525: Agency strategic resource to enhanc
Page 526 and 527: NASA (National Aeronautics and Spac
Page 528 and 529: Records 20 On the Job Training Sout
Page 530 and 531: Lehigh County Authority, Allentown,
Page 532 and 533: Resources Tools Ideas Project Studi
Page 534 and 535: White Papers The WaterRF 4003 Knowl
Page 537: 1P-2C-4003-04/11-FP 6666 West Quinc
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