Knowledge Management Resource to Support Strategic Workforce Development for Transit Agencies (2017)

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2-1 Chapter 2: Knowledge Management Culture A knowledge management culture refers to creating a positive workplace environment that supports knowledge management implementation and cultivates a shared belief among employees in the positive value of knowledge exchange. Chapter Overview This chapter provides information that can help a transit agency build a culture to support adoption of KM strategies. The introductory text below discusses some features of strategies to grow a culture that accepts and sustains KM, challenges that drive the need for effective strategies, and the impact of initiatives to improve the culture within a transit agency. The chapter then presents action plans related to creating and sustaining a transit agency culture that embraces KM. The action plans included in this chapter are Build Top-Level Support for KM by Aligning to Strategic Priorities Build Frontline Support to Sustain KM Practices Identify Cultural Inhibitors of KM Transit Culture That Supports KM Strategies A culture that supports KM initiatives refers to the organizational practices, values, norms, and behaviors that create an environment conducive to KM at all levels of a transit agency. Establishing this type of culture is critical to the successful functioning of KM planning, capture, retention, and transfer strategies. Without the cultural support for these initiatives within a transit agency, most of the recommendations are unlikely to succeed or, at best, will be only partially helpful in establishing effective KM behaviors. While a transit agency may implement KM strategies and tool usage, these strategies and tools are unlikely to gain traction or be effective without widespread support; therefore, the culture within the transit agency should encourage the use of KM and be one in which management and employees value KM practices. Challenges for Transit Agencies Associated with Creating a KM Culture With regard to creating a culture that supports KM, there are several challenges that transit agencies may encounter when trying to ensure that KM is valued and prioritized across the transit agency. Some of these challenges are specific to the transit industry, while others are more general and could be encountered by any type of organization attempting to implement KM. Awareness of these challenges can prepare transit agencies to face them head on, increasing their ability to overcome them. Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

2-2 Challenge: Formal Organizational Structures Some transit agencies have a very hierarchical structure that can negatively impact KM implementation. In particular, larger transit agencies often have employees within a single function that tend to work as autonomous units within the transit agency. This structuring is called “silos” or “stovepipes.” Employee groups within silos or stovepipes are often reluctant to integrate their efforts and share their knowledge with employees of other functions within the transit agency, which certainly presents a challenge when implementing an organization-wide KM effort. A hierarchical organizational structure can make it difficult to identify and capture critical knowledge within self-segregating employee groups. Employees within a given group may be wary of sharing what might be considered “inside information,” or they may think that sharing their specialized knowledge will make then less indispensable within the transit agency. This challenge stems, in large part, from lack of an organization-wide culture that embraces KM. If these groups were encouraged, or they were informed about the overall benefits of a culture that fosters and supports KM, then many of the challenges to KM strategy success across the transit agency could be overcome. In other words, to ensure that KM implementation strategies flourish, the transit agency as a whole must not only accept, but actively participate in, KM activities. Improving the cultural perception of KM across all levels and functions of the transit agency is a way to overcome the challenges of implementing a KM program. Challenge: Lack of Organizational Support/Commitment Implementing a KM program within a transit agency may require a significant investment of time and resources. Due to transit employees’ need to carry out their daily job responsibilities in support of the agency’s mission, it can be difficult for transit agencies to make KM a high priority, even if employees recognize the value KM brings. Although KM may be seen as important, transit employees, especially frontline employees, may not buy into the development and continuation of a culture that is KM- friendly. Therefore, it is important that senior leadership within the transit agency demonstrates its strong support for and commitment to KM initiatives. A benefit that needs to be emphasized by senior leadership is the ROI that employees will receive by dedicating time to KM activities. Employees may recognize the benefits of KM strategies in a theoretical sense, but not see the “in the now” practical value that KM offers. The long-term value of KM needs to be emphasized; with this emphasis, the implementation of KM strategies will be more likely to have notable positive outcomes for the transit agency and individual employees. When senior leadership does not aggressively support KM efforts, this lack of support will be apparent and filter throughout the transit agency, giving the impression that KM strategies are not required or important. Active support for KM from the top of the transit agency is critical to KM success; it is simply not enough to send a memo encouraging KM practices. Action Plans to Address Creating a KM Culture The rest of this chapter includes three action plans that transit agencies can use to help create a culture that fosters KM and make it easier to gain buy-in for KM efforts at all levels across the transit agency. Detailed information describing the strategy, implementation steps, and associated tips is laid out within each action plan. Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

2-3 Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM Action Plan A: Build Top-Level Support for KM by Aligning to Strategic Priorities Summary: It is imperative that there is top-level support from both the executive team and the transit agency’s board or other direct oversight entity for any initiative to succeed at a transit agency. Transit agency leadership can greatly influence employee thinking. Implementing a culture change at a transit agency starts with top-level commitment. To win support for KM from top-level leaders, it is important to link the need for a culture that supports KM initiatives to the existing strategic priorities of the transit agency. Transit agencies are familiar with how their culture affects the ability to carry out important strategic priorities. For example, if a transit agency is concerned about the rising number of bus accidents it is experiencing, it is very likely to prioritize safety-related initiatives, such as employee reporting of safety hazards. However, if the transit agency has allowed an “us-versus-them” culture to develop, lack of trust and possible fear of reprisal will undoubtedly affect employees’ willingness to report safety hazards. If the transit agency has cultivated a positive safety culture where employees feel empowered and trust the motivations of management, there is good reason to assume that employees will report safety hazards and concerns to management so that their concerns will be addressed and others can learn from their mistakes. This type of knowledge sharing allows management to proactively mitigate the consequences of reported hazards to attain the transit agency’s goal of reducing the number of bus accidents. The same dynamic applies to effectively implementing KM strategies. Success will be partially dependent on the transit agency’s willingness, as a whole, to embrace and accept KM efforts. A key element of building top-level support for KM is to first inform the transit agency’s leadership about the need for and importance of KM within the transit agency. These individuals should also be informed about initial plans for KM implementation so that they can see how it will function within and support the transit agency. Sharing this information will help ensure that senior leaders understand how the KM plans tie into any transit agency strategic priorities or plans. For example, if one of the transit agency’s strategic priorities is to reduce employee workplace injuries and accompanying workplace compensation cases, any KM strategies for sharing effective employee workplace practices that may help reduce the risk of employee on-the-job injuries should be highlighted for senior management so that they understand the link between KM and the strategic priority. In some cases, it may be necessary to provide additional information or ideas to gain the buy-in of top leaders. Beyond showing how KM aligns with transit agency strategic priorities, more ways to promote buy-in to KM efforts include the following: Provide cost/benefit analysis: Show leadership that the benefits of implementing KM will outweigh the costs by laying out what different elements of a KM strategy will cost and how they are expected to benefit the transit agency. Many of the KM strategies included in this Guidebook can be implemented at a fairly low cost.

2-4 Action Plan A: Build Top-Level Support for KM by Aligning to Strategic Priorities Create a business case for KM: Prepare a clear and concise statement about how KM will have a positive impact on the transit agency, including the value that it will bring to the business and the employees of the transit agency. If an organization is for-profit, this business case could incorporate how KM would help to deliver higher profit margins. Explain expected benefits to the transit agency: Tie KM to the outcomes that matter within the transit agency. For example, show that the implementation of a selected KM strategy will result in better service delivery or higher customer satisfaction and will benefit the transit agency in both the short and long term. Promote understanding of KM: Create an “elevator speech” as a means to easily share the importance of KM, what it entails, and what it is not. This will help leadership to easily understand what they are being asked to support. Develop a values statement: Show how KM supports the values of the transit agency and how it will build on and support what is important to the organization, leadership, and employees. Gaining the support of top-level leaders will help ensure that KM initiatives have a high probability of success within a transit agency. These leaders and other identified influential employees can serve as advocates for KM efforts and build support for KM strategies since their opinions are often valued by many across the transit agency. When sharing information about KM, senior leaders and influential employees, as well as any other KM advocates, should identify specific KM strategies and how they advance not only the transit agency’s mission but also employees’ ability to successfully carry out their job assignments in support of that mission. For instance, if part of a transit agency’s mission is to deliver high levels of customer service, KM advocates can explain how knowledge sharing forums and communities of practice can lead to a better understanding of ways to build quality customer service and enhance customer service training, operational delivery of service, and vehicle maintenance activities. Rationale for Implementing Strategy: The perceived values and priorities of senior leadership directly affect how employees feel about working at the transit agency and the sense of empowerment they have within the transit agency decision-making process. If senior leadership communicates the rationale for its decisions, explains the benefits that will be derived, and involves employees in KM implementation, there is a much greater likelihood of building a positive transit agency culture that embraces KM activities and assists in achieving strategic priorities. Transit agency executive leadership makes the significant financial decisions that will either allow for aggressive KM activities within the transit agency or create barriers to KM success. Therefore, obtaining executive leadership support for KM is imperative, particularly for KM activities that have a significant associated cost. Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

2-5 Action Plan A: Build Top-Level Support for KM by Aligning to Strategic Priorities After leadership support has been established, any roadblocks that are encountered during implementation of new KM efforts can potentially be overcome by working around or pushing through those roadblocks with executive backing. However, if executive backing is not solidly in place, roadblocks can become insurmountable and lead to the discontinuance of KM initiatives. Most transit agency leaders and employees can point to examples in other areas where lack of executive support led to the demise of certain initiatives. Action Plan Highlights Provides a blueprint for gaining top-level leadership support for KM initiatives by linking that support to the transit agency’s mission and strategic priorities. Lays a foundation of leadership, influential employee, and advocate commitment to the process of building a positive transit agency culture that supports KM. Implementation Factors and Timeframe Type of Knowledge Addressed Explicit Tacit Embedded Estimated Time to Fully Implement 0–3 months 3–6 months 6 months–1 year More than 1 year Time Required to Realize Results 0–2 years 2–5 years More than 5 years Relevant Positions or Types of Work: Top-level leadership positions within the transit agency. Implementation Plan Action Lead(s) KM strategy leads and advocates Appropriate transit agency senior management Targeted Audience(s) Transit agency board or other direct oversight entity Transit agency senior leadership Influential employees Union leadership, as appropriate Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

2-6 Action Plan A: Build Top-Level Support for KM by Aligning to Strategic Priorities 2. Identify Priorities of Top-Level Employees: Understanding the target audience’s own priorities is the next step in gaining transit agency leadership support. These priorities often align with the organization’s mission, so understanding them will also help to guide communications with these leaders. To identify these priorities, ask leaders what their future expectations are for the transit agency or individual transit agency depending on their transit agency responsibilities, will likely have different priorities. To engage leadership in this step, ask senior leaders to share their narrative or ideals for the transit agency and their specific function. Then, the KM team can work to build out a briefing or business case that helps to align KM concepts and plans to the individual leadership priorities, as well as to the transit agency’s mission, vision, and strategy. 3. Conduct Influence Conversations: Once the priorities of the relevant top-level employees have been identified, the next step is to begin having conversations with them to obtain buy-in. Depending on the KM lead’s level of influence, they should decide whether to address several of these stakeholders at once (perhaps through a presentation at a leadership meeting) or one-on- one. 4. Revise Alignment with Top-Level Employees: After discussing with top-level leaders (either in a group or one-on-one setting) the proposed KM alignment with strategic priorities, ask them for their thoughts and feedback. These leaders may have insight into other approaches for tying KM into the transit agency’s mission and strategic planning process. While creating alignment between leadership priorities and KM, it is beneficial to identify leaders who can be champions or sponsors for the KM programs. Getting their support at an early stage will create a consistent message around the KM effort as it is rolled out to the whole transit agency. Identify Priorities of Top-Level Employees Note that it is important to understand how perspectives and priorities may vary based on the role of the top-level leadership; for instance, it may be easy to gain buy-in from a top-level HR associate, who values organizational development, but someone in finance may need to be convinced that KM is worth the financial resources required. Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM Steps to Build Top-Level Support for KM 1. Map KM to Strategic Priorities: An important first step in gaining buy-in from executive leadership is demonstrating how KM can benefit the transit agency. Examine the transit agency’s mission and strategic priorities, and pinpoint which KM strategies can further mission achievement or support strategic priorities. This mapping helps to build a business case for KM, which will in turn show why it should be a transit agency priority. functions. Keep in mind that individual leaders,

2-7 + Action Plan A: Build Top-Level Support for KM by Aligning to Strategic Priorities Transit agency strategic planning documents. Relationships with leadership that can be used as a foundation for sharing the importance of KM strategies. Transit agency influential employees who can advocate for KM. agency strategic plans and priorities. Integration of KM into existing transit agency infrastructure. Examples of Effective Programs When considering new initiatives that require standard operating procedures (SOPs) to be changed, one large transit agency drafts a charter document that outlines the new initiative before approaching leadership. The transit agency first approaches executives in the departments that will experience the most change to get their support. After executives have signed the charter in support of the new initiative, it is shared with all employees. When all employees can see that their top executive supports an initiative (rather than just being told there is support), it increases their likelihood of supporting the initiative. Impact and Cautionary Considerations Positive Outcomes of the Strategy Clarity of KM Benefits: Aligning KM to a transit agency’s strategic priorities makes the immediate and long-term benefits clear. When top-level employees are aware of this alignment, they may be more willing to provide their support. Preparation to Overcome Roadblocks: The support of top-level employees will help overcome roadblocks when implementing KM initiatives. Top-level leaders can solicit support from other employees, provide financial support, and contribute valuable feedback throughout the process. Promotes Buy-In Across the Transit Agency: Obtaining buy-in from identified transit agency influencers can assist in gaining rank and file employee support for KM initiatives. Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM 5. Share the Alignment with All Employees: After top-level support has been gained, the initiative should be shared with identified influential employees within the transit agency and then communicated to the rest of the organization. When employees see that leadership and influential employees buy into the benefits of KM, they are more likely to support KM strategies. Useful Internal and External Resources Resources for Strategy Implementation Dedicated staff member responsible for implementing, sustaining, and evaluating the KM strategy. Resources for Sustaining Strategy Action plan that describes how KM strategies relate to transit

2-8 Action Plan A: Build Top-Level Support for KM by Aligning to Strategic Priorities Cautionary Considerations or Potential Negative Outcomes of the Strategy Need for Respected Champion: It may be difficult to influence and win support from top-level employees. If these individuals are outside of the KM lead’s sphere of influence and there is a perception that they may not be inclined to listen, try identifying a champion or influential employee on the leadership team that would provide support in influencing other leaders. Consider Different Perspectives Regarding Alignment with Strategic Objectives: Top-level employees may not see how KM aligns with strategic priorities. If this is the case, take their feedback into consideration. Ask questions about the direction they see the organization heading in, and use that feedback to reconsider the approach to promoting and implementing KM. Communication Plan Process for Obtaining Buy-In Provide details on expected ROI and the benefits that a positive culture supporting KM will have on the strategic priorities of the transit agency. Identify top-level leader priorities. Align KM initiatives to transit agency strategic priorities and plans. Valuable Communication Resources Regular top-level leader meetings provide opportunities to explain the benefits of KM and get leadership buy-in. − Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

2-9 Action Plan B: Build Frontline Support to Sustain KM Practices Summary: A key outcome of a culture that supports KM is the ability to sustain KM practices in the long term. While culture is typically created from the top of the transit agency, sustaining a positive culture is not solely a top-down endeavor. Ultimately, everyone in a transit agency has a role in creating that transit agency’s organizational culture. Culture development can be a positive experience when it is built on a base of trust and empowerment, but it can be a negative experience if the frontline workforce feels alienated and lacks trust in new management initiatives. A key step in building frontline support for KM is to make sure that frontline employees understand how KM will benefit them and the value of supporting it. Some examples of the ways that KM can specifically benefit frontline employees include the following: Consistency in knowledge across the transit agency. This will allow employees to have back- up or additional support as needed. Consistency in processes. By gathering best practices and “how-to” knowledge from employees, effective practices can be duplicated across the agency. This will make work processes easier for employees to follow and implement. Easier access to knowledge. Using KM can create resources that store knowledge in a central location so employees will always know where to go to find what they need. Protection of knowledge when staff leave. With turnover and retirements, employees may lose access to the knowledge of other employees. KM provides a way to make sure that this knowledge remains available to those frontline employees who stay with the transit agency. The first step in building frontline support to sustain KM practices is to assess the existing transit agency organizational culture and identify strengths of that culture that will positively impact KM implementation, as well as culture weaknesses that must be overcome for KM practices to be fully successful. Transit agencies then need to take action to reinforce the strengths and address weaknesses. Many transit agencies have experience with various empowerment and team-building models that could provide relevant guidance in developing a transit agency culture that will support KM practices. Since frontline employees make up a large portion of the transit agency’s workforce, it is necessary to have the support of these employees to build a lasting culture that will sustain KM practices well into the future. Engaging frontline employees builds accountability for KM strategies; when employees feel a sense of ownership in any strategy, they are more likely to become advocates for that strategy. When sharing KM plans with frontline employees, it is important to consider that the messaging will need to be different than that used to share with executives. For example, building support from frontline employees should involve Showing how KM strategies could change the day-to-day work experience for the better Showing the practical application of KM, beyond it just being an academic concept Allowing frontline employees to ask questions Ensuring KM is set up in a way that works for the transit agency as a whole Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

2-10 Action Plan B: Build Frontline Support to Sustain KM Practices Consider involving frontline employees in KM planning to incorporate their perspectives, thus encouraging their participation in future KM activities. Transit agencies often have occasion to involve frontline employees in planning processes. For example, maintenance management usually either formally or informally solicits input from mechanics on vehicle specifications prior to a transit agency procuring new vehicles. Similarly, many transit agencies solicit frontline employee input on the service design and scheduling process because frontline operational employees understand the realities of service delivery and their experience can be invaluable. These existing transit agency practices can be used as a guide for incorporating frontline employees into work focused on KM. To best sustain KM practices, transit agency leadership should engage frontline employees when first implementing new strategies. The goals of each KM strategy should be clearly defined, and training and resources on proper execution of the strategies should be provided. There are many transit agency platforms that can support this activity, but the greatest success will likely be derived through face-to-face discussions within the existing framework of team meetings at every level of the transit agency. Communicating through written means is a viable strategy, but does not replace the value of communicating in person. Rationale for Implementing Strategy: For KM strategies to experience long-term success, all employees, including frontline employees, will need to be convinced of the importance and benefits of the strategies. If there is resistance, it could be because of the existing culture or simply be due to lack of information on KM strategies, which may be perceived as a burden. The key to overcoming that resistance is to assure frontline employees that although KM activities may add to their existing job responsibilities, these activities will ultimately help the employees carry out those responsibilities more efficiently and effectively. There is no substitute for ongoing communication and engagement with frontline employees on the implications of KM practices for not only the transit agency, but employees as well. Action Plan Highlights Engages frontline employees because they make up a large portion of the workforce and are key to sustaining KM practices. Ensures managers and supervisors play a key role in building frontline employee support for KM practices while integrating employees in all aspects of KM processes whenever possible. Implementation Factors and Timeframe Type of Knowledge Addressed Explicit Tacit Embedded Estimated Time to Fully Implement 0–3 months 3–6 months 6 months–1 year More than 1 year Time Required to Realize Results 0–2 years 2–5 years More than 5 years Relevant Positions or Types of Work: Frontline positions in all types of work across the transit agency. Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

2-11 Action Plan B: Build Frontline Support to Sustain KM Practices Implementation Plan Action Lead(s) KM strategy leads and advocates Executive-level leadership Transit agency managers/supervisors Targeted Audience(s) Union leadership, as appropriate Frontline employees Steps to Build Frontline Support to Sustain KM Practices 1. Specify the KM Vision: To obtain employee buy-in to a program, it is important that employees understand what they are being asked to support and, more importantly, why. An important first step in building frontline employee support for KM practices is determining the long-term vision of the KM strategy. This vision should include what KM strategies will look like in practice and how they will benefit the transit agency and its employees. Chapter 8 provides more discussion on this step. 2. Communicate the KM Vision to All Employees: Once the vision for KM practices has been determined, the next step in building frontline support is to communicate the vision and associated KM strategies. It is a good idea to have leaders from each function area explain the vision to their employees—that way they can see that their leaders support KM. To grow support for those KM practices, communication should be continuous. This will encourage ongoing employee participation in KM strategies while reminding them of the importance of KM. Ongoing communications should highlight instances where KM has been used effectively and has enhanced transit agency mission achievement and individual employee job success. Communication Methods There are several different ways that a KM lead can communicate KM intentions to employees: All-hands meetings: All-hands meetings provide a unique opportunity for leaders to discuss transit agency-wide initiatives. Having all employees in the same meeting allows the speaker to make sure that not only do all employees receive important information, but that they also receive the same information. Written communications: Weekly or monthly newsletters are good opportunities to give quick updates on KM practices or reminders about active KM initiatives. Small group sessions/roundtables: Transit agency managers can hold small group meetings with employees to brief them on new or existing KM practices. This gives employees the opportunity to ask clarifying questions and hear why KM practices are important to the transit agency’s mission. New hire onboarding: When new employees are brought into the transit agency, the KM practices in the transit agency should be included in their onboarding training. Online Frequently Asked Questions or Question & Answer: To make sure that employees are able to get questions answered or see what is happening with transit agency KM practices, provide a list of questions and information that all employees can access on the intranet or another online location. Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

2-12 Action Plan B: Build Frontline Support to Sustain KM Practices 3. Involve Employees in Developing KM Strategies: Employees should be included in the initial implementation of new KM strategies. This creates a sense of ownership and allows employees to shape the practice in a way that matters to them and their peers. Following implementation, employees at all levels should continue to be involved. Consider using collaboration and discussion tools like Slack, Hoop.la, Ning, or Smartsheet to guide the process. 4. Provide KM Training: For employees to sustain KM practices, they need to have a solid understanding of what is required of them to do that. Existing employees should be trained on all KM practices prior to implementing those practices, and training materials should be readily available to guide their involvement in the practices. New employees should be trained during their onboarding about the KM practices they will be involved in, and any information technology (IT) platforms or tools that are used by the transit agency for KM purposes. In addition to teaching new employees how to use KM practices, it is important to explain to them the reason that KM practices are in place. The benefits of KM, which range from taking advantage of expertise to facilitating the spread of knowledge and more, should be clearly explained in training. 5. Incentivize Participation: To ensure that KM practices are being sustained over time, it is important to incentivize participation either formally or informally. This could be accomplished by giving employees a small, fixed amount of time to devote to KM weekly; highlighting accomplishments in a newsletter; or having quarterly awards recognizing those most involved in KM. Useful Internal and External Resources Resources for Strategy Implementation Managers and supervisors who can use check-in with their employees to ensure they are aware and involved in ongoing KM practices. Managers and supervisors who can tie KM practices to performance goals for employees. Resources for Sustaining Strategy Job aids outlining transit agency KM practices that are available to employees in all positions across the transit agency. Training materials and sessions on existing or planned KM practices. Examples of Effective Programs A private, non-profit transit organization uses a series of collaborative, online operational manuals to document its best practices. All users were encouraged to share their thoughts, opinions, and experiences in these online manuals, where their comments were logged and dated with their name. To encourage frontline buy-in, top-level employees also contributed regularly. With employees of all levels involved, the organization was able to make this a collaborative and engaging endeavor that fostered a culture that supported KM initiatives. Keys to Success This organization engaged employees at all levels together. Doing so both gave a voice to frontline employees and showed them that leadership was supporting KM. Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

2-13 + Action Plan B: Build Frontline Support to Sustain KM Practices Impact and Cautionary Considerations Positive Outcomes of the Strategy Increased KM Strategy Success Through Frontline Employee Involvement: When transit frontline employees are involved in KM practices, KM is more likely to be successful. Frontline employees represent the largest workforce group at any transit agency, so any lasting cultural change must have their support. All levels of employees, including frontline employees, must be involved in KM practices to ensure their success. Frontline employees have valuable experience and insight that others throughout the transit agency can benefit from if these employees are empowered and involved. Employee Support Transfers to New Hires: Having a high level of buy-in from frontline employees will set an example for new hires; new employees are more likely to view KM as part of the transit agency’s culture if all employees are involved. Increased Employee Retention Through Positive Culture: If employees feel invested in the organization’s culture, retention rates may increase because employees feel connected to the transit agency. KM practices encourage employees to transfer knowledge to one another, so employees are also more likely to feel connected to their coworkers. When frontline employees feel connected to one another and to their transit agency, this is likely to reflect positively in productivity, safety, and quality service delivery. Cautionary Considerations or Potential Negative Outcomes of the Strategy Resistance to KM Because of Required Work: Frontline employees may be reluctant to support KM strategies because of the extra time required that takes away from their day-to-day work. If this is the case, it may benefit the transit agency to designate time for employees to participate in KM activities. To encourage participation in KM efforts, the transit agency should explain to employees how KM can support the employees’ day-to-day work. Employee Buy-In May Need to Be Gained in Phases: Given the sheer number of frontline employees in larger transit agencies, it may be difficult to gain their support to help sustain KM practices. If this is a challenge, gaining support from the most tenured employees may positively motivate support from more junior employees. If junior employees see that their experienced peers are buying in to KM practices, there is a greater likelihood that these junior employees will follow the experienced employees’ lead. − Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

2-14 Action Plan B: Build Frontline Support to Sustain KM Practices Union Leadership May Be Important for Gaining Frontline Employee Support: At transit agencies where employees are members of labor unions, it is critical that executive leadership and KM advocates gain union leadership support for KM practices. Without union leadership support, union members may be reluctant to buy in to KM. The most powerful argument with union leaders is to emphasize how union membership will benefit from KM initiatives. Discussions with union leadership must include how KM program management will ensure that union membership workload is not increased by KM activities. Communication Plan Process for Obtaining Buy-In Clearly communicate the overall scope and objectives of the KM initiative to frontline employees. Provide details on expected ROI and the benefits of the KM practices for individual employees and the transit agency as a whole. Valuable Communication Resources Develop a communication plan for reaching out to frontline employees on their roles in KM strategies and how these initiatives will benefit them. Use the communication plan to drive the communication efforts of executives, managers, and supervisors, which exhibits leadership buy-in to KM. Utilize existing transit agency communication platforms that can be used to educate employees on KM initiatives and benefits. Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

2-15 Action Plan C: Identify Cultural Inhibitors of KM Summary: There are many potential cultural inhibitors to implementing KM in transit agencies. Cultural inhibitors are barriers that can prevent KM practices from being successful and may hinder a transit agency from building a lasting positive culture that supports KM strategies well into the future. Some examples of common inhibitors include the following: Generational differences: As millennials enter the transit workforce and other employees approach retirement age, there is the possibility of differences in values between the two groups that could lead to conflict. The way these two demographics work may also be very different. Younger employees tend to adopt technology more readily, whereas more tenured employees may be predisposed to stick with what they feel is already working. Seniority/status: Some individuals within transit agencies may oppose KM practices because they feel that they have earned their right to the knowledge they learned during their tenure on the job and are reluctant to share it with others. Some employees in leadership roles may feel that building the skills of more junior employees diminishes seniority status. Communication styles: Employees have different communication styles that can make working together and sharing knowledge difficult. These different styles should be identified so that KM leads can determine how the differences will affect the KM practice(s) that the transit agency is looking to implement. A “push” versus “pull” mentality: Some transit agencies tend to operate from the mindset of “if it isn’t broken, why fix it?” as opposed to seeking innovative approaches to improve current practices. A “push” mentality refers to when an organization has to essentially be forced into change and only after something negative happens (e.g., an accident resulting from failure to share knowledge about route challenges). A “pull” mentality is when an organization is constantly reaching for ways to do better. A pro-KM transit agency is often one where they are constantly “pulling ” for new insights, collaborating regularly to streamline processes, and boundary spanning both within and outside the transit agency to identify change strategies that are effective. Certainly many transit agency leaders would agree that the above cultural inhibitors could potentially impact receptivity to KM strategies at their transit agency. However, there are other possible impediments to implementing KM practices that may exist within a transit agency culture. One such impediment could be the relationship between management and frontline employees, particularly at (but not limited to) transit agencies where frontline employees are members of unions. In these environments, there is the possibility of trust issues that must be overcome before the frontline will embrace KM. Another cultural inhibitor could be the lack of effective communication between operations and maintenance functions. It is fairly common for operations and maintenance within transit to keep distinct cultural norms and perspectives about what is effective. This divergence in perspectives could have a significant impact on KM practices that involve sharing of information between the two Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

2-16 Action Plan C: Identify Cultural Inhibitors of KM functions. While these examples can be common across transit agencies, each transit agency will have to identify those inhibitors that are specific to their own culture and work to mitigate these barriers. Cultural inhibitors can be identified by examining the transit agency’s existing culture. This can be accomplished through discussions with employees of all levels within all functions. Identifying elements of the transit agency culture that could inhibit the success of KM is important and will assist the transit agency in dealing with and overcoming barriers and challenges to implementing KM. Rationale for Implementing Strategy: Identifying cultural inhibitors of KM before initiating KM strategies provides transit agencies with the opportunity to address obstacles to KM success sooner rather than later. Additionally, identifying these obstacles may help transit agency leadership rethink the best way to address the workforce’s concerns about planned KM strategies and to implement the initiatives in a way that overcomes the barriers presented by cultural inhibitors. Action Plan Highlights Identifies transit agency cultural inhibitors that present barriers to KM implementation, such as generational differences, seniority, communication styles, and other factors. Interviews and surveys employees at all levels within all functions to help the transit agency learn about the existing organizational culture. Implementation Factors and Timeframe Type of Knowledge Addressed Explicit Tacit Embedded Estimated Time to Fully Implement 0–3 months 3–6 months 6 months–1 year More than 1 year Time Required to Realize Results 0–2 years 2–5 years More than 5 years Relevant Positions or Types of Work: All positions and types of work. Implementation Plan Action Lead(s) KM program leader KM program advocates Targeted Audience(s) All employees Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

2-17 Action Plan C: Identify Cultural Inhibitors of KM Steps to Identify Cultural Inhibitors of KM 1. Examine the Transit Agency’s Mission: The stated mission or core values are often thought to be the compass that guides a transit agency. In understanding the transit agency mission and underlying values, it is possible to identify where KM can aid mission achievement consistent with underlying organizational values. This examination can also be used as a point of reference when trying to identify cultural inhibitors of KM. 2. Engage Leadership in Brainstorming Sessions: Discuss the unique characteristics of the transit agency. For example, it could be valuable to discuss various characteristics inherent to the transit agency that could impact KM implementation such as the following: Demographics of transit agency staff Average employee tenure Recent or impending changes within the transit agency Past results of the implementation of new initiatives Successes that KM could tie into Employee trust in management Other cultural elements unique to the individual transit agency. The content discussed could then be used to create surveys to assess employee engagement in or receptivity to new initiatives or changes proposed as part of the transit agency’s KM plan. 3. Conduct Surveys and Interviews with Employees: A complete understanding of the cultural inhibitors of KM cannot be reached simply by examining the transit agency’s mission and values. To gain a full understanding of the transit agency’s culture, it is necessary to gather information from employees. Surveys and interviews can be used to learn about employees’ attitudes toward their work, how employees interact with one another, the amount of communication and collaboration that exists, and what (if any) KM-related activities inherently take place. By measuring the organizational climate through surveys and interviews, KM leads can gain a strong understanding of where cultural inhibitors to KM exist, along with insight about how to overcome those inhibitors. 4. Identify Where Early Interventions Are Needed to Pave the Way for KM: Once the potential or existing cultural inhibitors of KM have been identified through examining the transit agency’s mission and conducting employee surveys and interviews, it is possible to address those cultural inhibitors. KM leaders need to make sense of what has been identified and see where Questions to Ask While Examining the Organization’s Mission: Are there any aspects of the mission that are barriers for KM? How do employees act on behalf of, or in contrast to, the mission that could be a barrier to KM? Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

2-18 Action Plan C: Identify Cultural Inhibitors of KM Engage working groups in discussions about needed changes Build out the need for change, showing how KM aligns to future transit agency needs Show what the transit agency would look like both with and without KM Highlight the impact of KM on industry-level changes Understanding the elements of the transit agency’s culture that can impede KM implementation gives the transit agency the opportunity to overcome those challenges before investing resources in KM. This will give the KM strategies that have been selected for implementation a greater likelihood of success because of the understanding of the state of the transit agency’s culture before KM. 5. Implement a Pilot KM Strategy and Evaluate Its Success: Based on the identification of cultural inhibitors to KM, piloting a KM strategy is a valuable next step. The practice should be chosen based on the perceived probability of its success. After the pilot, solicit feedback from participants. Hearing what employees have to say about the program’s successes and shortcomings will help identify additional cultural inhibitors and may inspire ideas to counteract these barriers. Useful Internal and External Resources Resources for Strategy Implementation Dedicated staff member responsible for evaluating KM programs. Assistance from KM advocates throughout the transit agency. Resources for Sustaining Strategy Action plan that describes how KM strategies relate to transit agency strategic plans and priorities. Integration of KM into existing transit agency infrastructure. Examples of Effective Programs A leader in KM training for transit agencies noted that implementing a program that does not fit the culture will rarely yield good results. In some transit agencies, digital learning is rejected by the workforce due to cultural preference. When this is the case, it is important to pivot and find what works best with the culture of the transit agency. This leader also noted that in their experience, talking with leaders from the ground up about how the transit agency would best learn is a good way to determine what will work. Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM change management interventions or techniques might be needed to support KM implementation. Key change management steps could include the following:

2-19 + Action Plan C: Identify Cultural Inhibitors of KM Impact and Cautionary Considerations Positive Outcomes of the Strategy Align KM Strategies with Transit Agency Culture: Identifying cultural inhibitors allows a transit agency to work through them or adjust its approach to KM. This is key in sustaining a culture that supports KM strategies and consciously works to implement them effectively. Success of KM Strategies Because of Fit: By interviewing employees from all levels and functions of the transit agency, a sense of the transit agency’s existing culture will be gained. Using this perspective, it is possible to determine which KM practices and strategies would work best for the transit agency. This saves time and resources by not trying to implement a strategy that is not a good fit for the transit agency from the start. Cautionary Considerations or Potential Negative Outcomes of the Strategy Overcome Ingrained Resistance to KM Across the Transit Agency: In a transit agency, there may be people who are opposed to adopting KM strategies of all forms. In this case, KM implementation efforts should focus on explaining the specific benefits of KM strategies for employees as well as how KM supports the transit agency’s overall mission. Keep in mind that a transit agency’s culture often cannot be changed quickly. Resistance could also be coming from all levels: frontline employees to management and supervisory ranks. The strategies for addressing resistance and positively affecting the transit agency culture to support KM should be tailored to the opinions and needs of individual employees, regardless of the position they hold within the transit agency. Understand Which Cultural Inhibitors Can Be Influenced: Some cultural inhibitors cannot be “fixed.” For example, generational differences in the workforce may lead to some employees opposing technological KM solutions. If this occurs, the transit agency may need to pivot to a KM approach that does not involve complex technology or offer to provide in-depth training on how to use new technologies. Communication Plan Process for Obtaining Buy-In Communicate to employees the expected ROI and the benefits of KM practices for them, while explaining the need to overcome cultural inhibitors to KM practices. Valuable Communication Resources Surveys for employees to capture their opinions on the existing culture and to identify cultural inhibitors. Interviews and discussion forums with employees at all levels within all functions to determine how they communicate and collaborate with each other to assist in identifying cultural inhibitors to KM. − Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM