Organizational Development for Knowledge Management at Water ...

CHAPTER 8
THE KM TOOLKIT
The KM Toolkit is a virtual resource for planning and implementing the organizational
change needed to support implementation of a KM strategy in drinking water utilities. A brief
overview of the KM Toolkit content is below. Note that in the virtual KM Toolkit terms and tools
include additional explanation and examples. This detailed information, and the supporting
resources that are shown below in each phase of the toolkit process, are provided in the virtual KM
Toolkit.
THE TOOLKIT PROCESS
Following an introduction focused on knowledge, Knowledge Management (KM) and the
business case for KM in drinking water utilities, the Toolkit Process has five phases: Assessing
Readiness, Planning, Preparing, Executing and Sustaining. Figure 8.1 provides the main topics
addressed in each phase of the toolkit. The Introduction and phases of the process as appearing in
the Toolkit are Appendix E.
Introduction
Knowledge and Knowledge Management
The discussion of knowledge and Knowledge Management in the KM Toolkit reflects the
information forwarded in Chapter 1 of this report. Further, KM is introduced from the viewpoint
of information (connecting information and people), the decision-maker (facilitating understanding)
and the organization (nurturing a knowledge sharing culture). Examples of KM initiatives
(tools) are linked to each of these areas.
The Need for KM in the Drinking Water Utilities
A short description of KM is provided at the beginning of this section in order to help utility
employees describe to others why KM is important in drinking water utilities. Specifically, this
is the reference to KM as a set of ideas, principles and practices that make knowledge available to
decision-makers at every level of the organization, and help encourage workers to learn, then take
the initiative and guide their actions to meet utility goals and objectives. At a top-level need is
introduced in terms of efficiency, effectiveness and sustainability. Efficiency can be improved by
reducing mistakes, optimizing processes, broadening worker responsibilities, and reducing time
spent searching for documents, information or expertise. Effectiveness improves when employees
know their job, can learn fast enough to keep up with changing work needs, and know who to tell,
or ask, relative to the impact of their actions. To be optimally effective means to look at the entire
utility from a knowledge perspective, making KM a central part of overall leadership, management
and day-to-day decision-making. (A paper on the “Business Case for KM” which is included in the
Toolkit is Appendix F.)
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