Organizational Development for Knowledge Management at Water ...

Chapter 8: The KM Toolkit | 67
• Adaptability (the ability to change to fit a specific need or situation; an alteration or
adjustment in structure or habits)
• Stakeholder satisfaction (providing value that satisfies stakeholders—customers,
governance boards, regulatory agencies, local communities and employees)
• Alignment (the capacity of an organization to simultaneously maintain organizational
cohesion and worker empowerment).
In a 2005 study involving participants from 24 Federal government organizations, two
hundred senior executives surveyed felt that stakeholder satisfaction, resilience and robustness
were strengths of their organizations. On the other hand, alignment, adaptability, quick response
and flexibility were seen as organizational capabilities that were below average. This meant that
their organizations were controlling without good cohesion, structurally difficult to change, perhaps
slow to respond and not very flexible—characteristics typical of a bureaucracy. Rightfully so,
there was significant concern expressed regarding their ability to deal with an environment that is
rapidly becoming more dynamic, uncertain and complex. Drinking water utilities are facing these
same issues.
When a utility recognizes the value knowledge and knowledge sharing contribute to organizational
sustainability—a focus on the value of people and their interactions—they are building
the foundation for sustainability. When aligned and focused on stakeholder satisfaction, this means
that the best knowledge is available to decision-makers at all levels of the organization every day.
Embedding
All the steps taken in the start-up and the growth and expansion phase to ensure project
expectations are being fulfilled and are firmly in place during the sustainability phase. The implementation
team understands expectations and is a cohesive connected body, empowered and making
decisions at the point of action. The ultimate goal is for the implementation team to move into
a supporting role as the strategy or initiative becomes embedded in the everyday life of the
utility.
Stories and storytelling are a powerful tool for sustaining change. The construction of fictional
examples (or of true experiences) to illustrate a point can be used to effectively transfer
knowledge. When well-constructed, stories can convey a high level of complex meaning and values.
A variety of story forms exist naturally throughout every organization, including scenarios—
the articulation of possible future states, constructed within the imaginative limits of the author,
and anecdotes—brief sequences captured in the field or arising from brainstorming sessions. While
scenarios provide awareness of alternatives, they can also be used as planning tools for possible
future situations. Anecdotes can be used to reinforce positive behavior; leaders can seek out and
disseminate true anecdotes that embody the values desired in the organization. Healthy organizations
are filled with anecdotes.
Open communications across a utility play a large role in facilitating knowledge sharing.
For examples see ideas for building shared understanding. In addition to interactions through
teams, communities and meetings, best practices and lessons learned can be communicated across
the utility in regular communications publications, some of which could be made available to
stakeholders. Specific ways to engage stakeholders include community meeting, focus groups and
town halls.
©2011 Water Research Foundation. ALL RIGHTS RESERVED.