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Organizational Development for Knowledge Management at Water ...

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48 | <strong>Organiz<strong>at</strong>ional</strong> <strong>Development</strong> <strong>for</strong> <strong>Knowledge</strong> <strong>Management</strong> <strong>at</strong> W<strong>at</strong>er Utilities<br />

Human Capital Social Capital Corpor<strong>at</strong>e Capital<br />

The Essence of<br />

<strong>Knowledge</strong> <strong>Management</strong><br />

Enabler Enabler<br />

Technology<br />

Innov<strong>at</strong>ion<br />

Successes<br />

Lessons Learned<br />

Capability<br />

Capacity<br />

Rel<strong>at</strong>ionships<br />

Connectivity<br />

D<strong>at</strong>a<br />

Info<br />

Mapping<br />

Software<br />

Hardware<br />

The Essence of<br />

In<strong>for</strong>m<strong>at</strong>ion <strong>Management</strong><br />

The Essence of<br />

In<strong>for</strong>m<strong>at</strong>ion Technology<br />

Enabler<br />

Incentives<br />

Educ<strong>at</strong>ion<br />

Training<br />

IPTs<br />

Physical<br />

Assets<br />

Infrastructure<br />

Source: Department of the Navy, 1999.<br />

Figure 6.1 Rel<strong>at</strong>ionship of IT, IM, and KM<br />

Figure 6.1 is a graphic produced by the Department of the Navy which is a four-tiered<br />

depiction of the roles and connectivity of infrastructure, IT, IM and KM in a knowledge-centric<br />

organiz<strong>at</strong>ion. The intent of the graphic was to remind knowledge workers with the Department th<strong>at</strong><br />

the role of IT is in support of the infrastructure; th<strong>at</strong> IT in and of itself exists to facilit<strong>at</strong>e the management<br />

of in<strong>for</strong>m<strong>at</strong>ion; and th<strong>at</strong> the management of in<strong>for</strong>m<strong>at</strong>ion is in support of decision-makers,<br />

th<strong>at</strong> is, people. KM is not effective without IM, which must be supported by good IT, which is<br />

embedded in the infrastructure. This is a picture of a healthy partnership of IT, IM and KM aligned<br />

in support of the organiz<strong>at</strong>ion mission. A DON case study is included in the KM Toolkit.<br />

A rough estim<strong>at</strong>e of the amount of knowledge management th<strong>at</strong> involves in<strong>for</strong>m<strong>at</strong>ion technology<br />

is about 20 percent. This focus is based on the amount of knowledge users can cre<strong>at</strong>e from<br />

the in<strong>for</strong>m<strong>at</strong>ion th<strong>at</strong> is stored, transferred, organized, and mined by in<strong>for</strong>m<strong>at</strong>ion technology. This<br />

percent is, of course, a judgment. While the major source of knowledge cre<strong>at</strong>ion, sharing, leveraging<br />

and applic<strong>at</strong>ion lies in the human mind—and depends on the willingness and capability of<br />

individual workers to share their experience and knowledge—in<strong>for</strong>m<strong>at</strong>ion technology is an enabler.<br />

IT and in<strong>for</strong>m<strong>at</strong>ion management are used to support the decision-makers who must cre<strong>at</strong>e knowledge<br />

from the in<strong>for</strong>m<strong>at</strong>ion stored in and accessed from technology systems. Thus good IT and<br />

in<strong>for</strong>m<strong>at</strong>ion management are critical in today’s virtual, fast-paced environment.<br />

©2011 W<strong>at</strong>er Research Found<strong>at</strong>ion. ALL RIGHTS RESERVED.

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