Organizational Development for Knowledge Management at Water ...

24 | Organizational Development for Knowledge Management at Water Utilities
Similarly, the mean for the level of employee learning was 3.60 with a low standard deviation.
However, only 139 of the 207 responders participated in assessing this question, the lowest
response for any question. This could indicate either a lack of knowledge or a hesitance to make a
judgment in this area. Either response from a leader/manager indicates the need to pay more attention
to this area.
In utilities that have historically created silos in which managers govern their own areas
with minimum cooperation and/or communication between departments, the role of senior leadership
becomes one of breaking down the silos and getting managers to cooperate and collaborate to
ensure uniform and maximum effectiveness of the KM strategies. Where managers are reluctant to
allow their workers to participate in support of KM strategies or initiatives, the leadership role
becomes one of stepping in and communicating to managers the priority and importance of the
KM strategy relative to long-term utility performance. Many KM strategies require knowledge
sharing among multiple parts of the utility. This can only happen if the utility’s managers support
their workers in collaborating and working together to share knowledge to ensure effective
performance.
Managers can reduce resistance to KM strategies or initiatives by discussing them with
their employees during staff meetings and taking other opportunities to communicate the importance,
purpose and expected payoff. By creating conversations and dialogues with their employees,
managers have an opportunity to communicate the value of the strategies and initiatives while
at the same time explaining their long-term contribution to the health of the utility. To the degree
that the employees understand the values of the strategies and initiatives and their own roles in the
implementation process, they will be more cooperative and are more likely to contribute to
the overall success of the KM effort. The more that employees understand, accept and believe in
the value of KM, the less resistive they will be and the more they will participate in and contribute
to KM efforts.
Trust
If there is a low level of trust between managers and the workforce or if the employees have
seen previous “programs” start and then die a slow death, both leaders and managers face a challenging
situation. One approach is to have both leaders and managers create teams among their
employees with specific action items in support of the KM strategy or initiatives. By participating
in these teams and encouraging open communication and collaboration on the importance of the
success of the KM strategy or initiative, the managers and leaders can open the door to effective
dialogue and an improved understanding and communication that can reduce resistance to change
and enhance the success of the KM strategy or initiative.
• Develop a leadership-supported “My Story” program (the sharing of stories by utility
members on who they are and what they offer the team), and an “Encouragement
List” (three positive things about each member of the utility that affirm that individual’s
worth as a knowledge source and contribution to the utility). These are used to
introduce individuals during meetings, provide examples where appropriate, and
design knowledge sharing events such as lunchtime exchanges.
• Develop and facilitate a “Care to Share” Blog on anything utility members care to
share with each other about hobbies, interests, trips, photos, etc.
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