Organizational Development for Knowledge Management at Water ...

46 | Organizational Development for Knowledge Management at Water Utilities
impacts stakeholders and governance bodies, as well as critical areas of the utility’s performance
capability.
Step 3
From one and two above identify the technology, information, knowledge and relationships
needed by individuals who are implementing the process or are affected by the process
implementation. These first three steps form the basis for designing the KM initiative needed by
the planning process and its implementation.
Step 4
Depending on the specific nature of the core planning process, the development of a KM
initiative should consider the following possibilities:
• Consider any training needed by all parties affected by the process.
• Suggest activities and mechanisms that will support and enhance knowledge sharing
as required.
• Consider the core process design from an information perspective and suggest KM
tools that would improve the availability, selection and accuracy of required
information.
• Ensure that the technology and the core process relationships will result in lessons
learned as the process unfolds.
• Consider spaces where individuals can meet and share knowledge as they implement
the core planning process. This will encourage knowledge sharing and a collaboration
approach to joint activities that will leverage knowledge effectiveness.
• Where appropriate, identify a process manager who can oversee its effective implementation
and ensure that teamwork and the coordination of effort is developed among
participants in the process and stakeholders impacted by the process.
• If possible, develop assessment criteria that can monitor the progress and the effectiveness
of the core process to enable changes and adjustments as the process unfolds.
This will allow the process to adjust to the changing needs of the utility without imposing
an evaluation of individual participants.
In summary, a KM initiative is aligned with a planning process and its implementation if it
supports every knowledge aspect of the process and thereby ensures that the most effective decisions
and actions are taken and that maximum learning occurs. Depending on the specific planning
process involved, a KM initiative may include competency assessments (360 evaluations), leadership
development and opportunities, special training in specific areas, briefings that provide a
systems perspective of the overall process and its relationship with the rest of the utility personnel
and a careful assessment of the effectiveness of all aspects of the process in supporting the mission
and vision of the utility.
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