Organizational Development for Knowledge Management at Water ...

36 | Organizational Development for Knowledge Management at Water Utilities
Support
Leadership
Buy-In
Employees
Money
Communication
Other
Teams
Time
Technology
Planning
Change
Training
Resources
Results
Laws and Regulations
Implementation
0 20 40 60
Source: Project 4003 survey response.
Figure 5.1 Critical factors that support successful implementation of new initiatives
Communicate, Communicate, Communicate
Communicating to the workforce the reasons why change is necessary is one way of breaking
down barriers to a KM project. If the workforce understands the nature and value of the project
in terms of its impact on improving organizational performance and helping them with their own
day-to-day decisions and actions, they will be more cooperative and supportive of the project.
Employee Buy-In
Employee buy-in plays a major role in influencing the success of a KM project. The project
must be planned taking into account employee skill levels, their capability to work together, and
the amount of trust they have with each other as well as with management, and their willingness to
change, learn and adapt new practices, including ways of implementing their own work responsibilities.
Employees who are empowered and willing to try new ideas are typically very supportive
of KM projects. For a KM strategy that touches all levels of employees and employees from all
aspects or departments of the organization, ensuring participation in some way in the implementation
of the KM strategy is one means of obtaining employee buy-in.
Bring Employees Into the Project
By keeping employees aware of intent, progress and direction of the KM project, employees
will have opportunities to get their questions answered and become actively involved in supporting
pertinent aspects of the project. These actions gain employee awareness, understanding
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