Organizational Development for Knowledge Management at Water ...

26 | Organizational Development for Knowledge Management at Water Utilities
From another perspective, leadership could consider creating new policies which would
enhance widespread knowledge sharing, communication and the creation of new ideas within and
across the utility. For example, creating physical spaces where employees could hear ideas and
solve problems together in an informal, comfortable environment is likely to considerably enhance
the sharing of information and knowledge. Encouraging dialogue during briefings or staff meetings
and requiring employees who attend conferences to brief all interested coworkers upon their
return are easily implemented policies that provide a large payoff.
Another example is developing proactive but practical succession planning policies and
procedures that result in smooth transitions and minimum loss of expertise when experienced
employees retire or leave the utility.
Leaders and managers can also provide resources such as training and technology that help
employees transfer and share information throughout their organization. During briefings and staff
meetings, they can also discuss the importance of creating a knowledge centric utility in which
knowledge forms an important and central feature in their overall operation and performance. (See
the Planning phase of the KM Toolkit for examples of implementing KM strategies.)
Recognition and Rewards Program
Just as there is inevitable resistance to change in every utility, there are also dedicated
employees who have already identified the need for KM and are either in the process of implementing
KM initiatives or seriously considering implementation. While they may not recognize
that these initiatives fall under the rubric of KM, nonetheless they will have already recognized the
value of knowledge and how it can improve their scope of work. It is these forward-thinking individuals
who need to be recognized and rewarded, and their successes shared across the utility.
Ideas for recognition and rewards programs in the KM Toolkit include:
• Knowledge in Action Award. An annual award given out to those individuals who
have leveraged the utility knowledge infrastructure, knowledge assets, expertise
directory or best practices to deliver meaningful value to their project or business unit.
Nominations for these awards can be submitted by anyone in the utility who can tell
a story about how utility knowledge has been leveraged, either about themselves or
others. Provides opportunity to simultaneously acknowledge sources of leveraged
knowledge.
• Not Invented Here Award. Create a new award that promotes desired behaviors. For
example, Texas Instruments created the NIHBIDIA Award (Not Invented Here But I
Did It Anyway). These are awarded annually by senior leadership.
• Peer Recognition. Meaningful recognition can come from peers as well as leadership.
utility employees at all levels should be encouraged to acknowledge individual
and organizational contributions on a personal level. If knowledge culled from the
knowledgebase is useful to an employee’s work, that employee should reach out to the
contributor and personally acknowledge the contribution. This doesn’t need to be formal.
A simple phone call or email expressing appreciation works.
• Peer Nomination for Awards. Peer nomination for rewards can be especially valued.
An example is a team of individuals contributing lessons learned on a particular project
to the utility knowledgebase. A second team utilizes these lessons on a similar
project, resulting in improved decision-making capability and improved results. The
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