Organizational Development for Knowledge Management at Water ...

58 | Organizational Development for Knowledge Management at Water Utilities
assess its ability to create and share knowledge through connections, and identifies areas to improve
these abilities. For example, the map resulting from social network analysis identifies those who
are central to the knowledge sharing process. Then the following questions are asked: Should this
individual be rewarded for the important role they are playing or is this individual hoarding information
and bottlenecking knowledge sharing and creation? What happens if this individual leaves?
As an example of the knowledge audit approach through one-on-one interviewing, the
Lehigh County Authority conducted an audit of staff-level managers. The audit allowed them to
determine critical knowledge areas and current knowledge and skill sets, and then identify current
and future gaps. They also identified the consequences of failure, that is, their inability to complete
any of the individual areas of responsibility identified due to lack of knowledge.
Another process of connecting the dots is that of identifying strategies and initiatives
underway or recently completed that are similar to the KM strategies and initiatives proposed.
Because knowledge is at the core of what individuals and utilities do—and because there are many
committed people that are already moving in similar directions (no matter what they call it)—the
utility can gain greater advantage by the linking and melding of similar strategies and initiatives.
Leveraging is a goal of knowledge management. The similarities and differences of these strategies
and initiatives—and how they complement each other—should be identified and broadly
shared to ensure full leveraging of all activities underway.
Building the Foundation
The document repository is the place where much of the information available to the utility
decision-makers resides. Because the flow of information throughout the utility is the life blood of
the organization, it is critical to ensure an integrated, connected, well-organized, and easily searchable
information system that supports access to information when it is needed. The KnowledgeBase
roadmap provides a framework for building the knowledge base in a specific area of knowledge
(for a specific community). The knowledge taxonomy, a structured set of names and descriptions
agreed-upon by the utility, is necessary to organize information and knowledge in a consistent way.
The knowledge taxonomy is built on the knowledge ontology, a conceptual framework that
expresses a classification scheme. Together, development of a taxonomy and ontology help ensure
a common language and understanding across the utility while also supporting ease of access to
needed information.
As a utility recognizes the value of its knowledge in responding to an uncertain future, the
organization’s culture becomes a core area of focus. Culture—how the work gets done—is the
source of energy, or apathy, and a major determinant of performance. Culture is a set of norms in
the workplace that often include unstated assumptions about people, relationships and knowledge.
These assumptions develop over time from internal and external events and all of the interactions
among the workforce.
Because KM is about people, it cannot be done to people, but rather with them and in support
of them as they support the mission of the utility. For example, individuals cannot be ordered
to share knowledge; however, an environment that supports knowledge sharing can be nurtured. A
knowledge sharing culture might emerge from (1) the clear linking between sharing knowledge
and accomplishing the mission of the utility, (2) the expectation of knowledge sharing, and example
set by senior leadership, (3) the underlying recognition that knowledge sharing is the right
thing to do and will benefit them and their utility, (4) alignment of utility rewards and recognition
programs with knowledge sharing, and (5) an organizational structure that facilitates knowledge
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