Knowledge Management Resource to Support Strategic Workforce Development for Transit Agencies (2017) / Chapter Skim
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Pages 14-32
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From page 14... ...
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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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)
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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