Knowledge Maps

Posted on November 18, 2022December 7, 2022

organization hierarchy concept, business man manage complex logic of mindmap

Knowledge mapping is used to help identify sources of knowledge within an organization and build knowledge networks. The strategy is used to discover the location, form, ownership, value and use of specific knowledge and people's expertise to make better use of knowledge and identify barriers to, and gaps in, knowledge flow. Knowledge assets can be tacit, such as an employee’s knowledge of a process, or it could be explicit, such as a project report. The mapping process can lead to documentation of tacit knowledge to fill gaps.

KNOWLEDGE MAPS

WHAT

Knowledge mapping identifies what each individual/role knows and their daily interactions to characterize their job functions. The map can take different forms (e.g. a network analysis map or matrix) to describe these relationships. Each employee should list any additional people within the agency they contact when a problem or issue arises. This tool is used on a case by-case basis.

WHY

Reduces knowledge silos and duplication of effort.
Identifies “go-to” people within the agency who play a critical role in knowledge transfer, to ensure continuity
Helps to identify knowledge barriers and gaps that slow a process or procedure.

WHEN

There is a need to prevent knowledge loss by understanding and building knowledge networks.

HOW

Sources can be identified as individuals or as employees in a particular position. Employees identify who they go to for specific information.

PRACTICAL CONSIDERATIONS

Connect together all of your knowledge assets in a visual way to see what knowledge the agency unit has and where there are gaps.

LINKS & RESOURCES

TBD

EXAMPLES

Critical Incident Review / Lessons Learned

Posted on November 18, 2022December 7, 2022

Male construction road worker holding a stop sign and directing

Focuses on finding root causes and process issues when a process, procedure, or project implementation has failed or errors have occurred. The review process supports discussion among agency staff who have knowledge of the event concerning what worked, what did not work, and why in order to make improvements. Captured lessons show experienced employees' approach to problem solving. Lessons learned can be reposed in a database or other resource to provide a history of experience that is accessible over time.

CRITICAL INCIDENT REVIEW / LESSONS LEARNED

WHAT

A collaborative review of a critical incident, or an error in process, procedure, or project implementation that results in a description of a more efficient way to accomplish a job, or details of how best to avoid an error.

WHY

To ensure that errors are not recreated.
The process of gathering input from multiple perspectives provides a model practice to problem solving.

WHEN

When a critical incident has occurred or at the conclusion of a project.

HOW

Include people with whom you worked and who have knowledge of the critical incident, in your unit or in other units, to gather perspectives and insights and to ensure that the lesson is accurate and useful.
Make lesson learned accessible to inform future practice.

PRACTICAL CONSIDERATIONS

Define what constitutes a critical incident.
Create description of review process.

LINKS & RESOURCES

TBD

EXAMPLES

Best Practice Meetings & Studies

Posted on November 10, 2022December 8, 2022

Learning about successful and effective practices used by other organizations.

Methods, processes, and strategies that are considered best practices will have been shown to be effective through implementation. Adoption of best practices results in time and cost savings, reduction in errors, managing risk. FHWA’s Every Day Counts initiative promotes the sharing of best practices among DOTs to support efficiency and effectiveness in deployment of new technologies.

BEST PRACTICE MEETINGS & STUDIES

WHAT

Best Practice Meetings & Studies describe practices that have proven successful or effective in other organizations and can be duplicated. Best practices may be adopted between units within an organization.

WHY

To increase efficiency and effectiveness, adopt practices that are successful in other organizations.
Share current practices in use within the organization.

WHEN

To increase efficiency and effectiveness, adopt practices that are successful in other organizations.
Share current practices in use within the organization.

HOW

Identify knowledge gaps and sources of knowledge and information. Determine the study or meeting format and content.

PRACTICAL CONSIDERATIONS

Identify knowledge gaps and sources of knowledge and information. Determine the study or meeting format and content.

LINKS &
RESOURCES

TBD

EXAMPLES

Peer Exchanges create an opportunity for peers, experts, and others involved in a particular topic to exchange ideas and best practices on that topic to benefit research, development, and technology transfer programs. A Peer Exchange is a formal program required by FHWA in order to receive federal planning and research funds. A State DOT research bureau defines a topic and selects a peer exchange team that includes participants from other state DOT research programs, FHWA, universities, or other related organizations.

A state DOT can organize other Peer Exchanges to focus on topics of particular significance within the state, and invite participants from state and local agencies.

See Peer Exchange.

UAS Peer Exchange at NJDOT

LEARN MORE

Local Safety Peer Exchanges: Summary Report

August 1, 2019

The Local Safety Peer Exchange Summary Report describes a series of peer exchange events that highlighted local initiatives that demonstrate best practice in addressing traffic

Local Safety Peer Exchanges: Summary Report

Lunchtime Talks

Posted on April 14, 2022December 7, 2022

Lunchtime Tech Talks are a recognized strategy for knowledge transfer. Such events provide an informal and low cost means for highlighting current and best practices, giving attention to new and emerging issues in transportation, and exploring the findings and implications of recent transportation research. These sessions involve a limited time commitment, but leadership support for the concept and time taken from work is necessary. Participants can suggest “hot topics” for future presentations through an end of session survey.

LUNCHTIME TECH TALKS

WHAT

Sharing tacit knowledge to support problem solving and collaboration among participants in order to deepen knowledge and expertise.

WHY

Creates a network of contacts.
Helps to identify subject matter experts.
Mechanism for sharing knowledge and new technology for the benefit of the organization.
Builds trust between participants which supports dissemination of information.

WHEN

Organized around a profession, shared roles, and/or common issues.
May be formed within a unit, with individuals in different units, or with individuals in various organizations.
Whenever tacit information can be shared to improve individual knowledge and support organization goals.

HOW

Determine focus of the group.
Invite subject matter experts with the agency and in affiliate organizations.
Determine how often to meet and how meeting will occur.

PRACTICAL CONSIDERATIONS

Ensure that employees are allowed to attend presentations.
Provide continuing education credits for attendance.
Participants complete a feedback survey to comment on presentation and suggest other "hot topics.”

LINKS & RESOURCES

TBD

EXAMPLES

Lunchtime Tech Talks! are presentations that highlight current and best practices, give attention to new and emerging issues in transportation, and explore the findings and implications of recent transportation research. Subject matter experts provide information and answer questions. Participants can suggest “hot topics” for future presentations through an end of session survey.

See Lunchtime Tech Talks!

Expert Storytelling & Interviews

Posted on April 14, 2022December 7, 2022

Businesswoman addressing team meeting, elevated view

As individuals leave specific positions, interviews or storytelling sessions can capture their experiences. Frequently, these employees know the history of their units and are able to share significant events or policy shifts that have shaped the unit and the way things are done. By providing background for a process, or procedure, or steps taken to work through a problem, storytelling can engage listeners who are in similar positions. Storytelling can communicate the rationale for change when introducing a new procedure or process, or a new way of looking at the work. Storytelling can support decision making, encourage buy-in, or help market an idea, process, or procedure.

EXPERT STORYTELLING/INTERVIEWS

WHAT

One or more experts in a particular subject, program, process, policy, etc. share their knowledge with a group or an individual by way of an interview or storytelling.

WHY

Storytelling will provide the context and nuance that a desk manual may not communicate, explaining the “what” and “why” of a process, procedure, or experience.

WHEN

When an individual with unique experience, or in a mission critical position, is preparing to leave or retire.

HOW

Define the information to be shared and identify the individuals who can relate their experiences and the audience.

PRACTICAL CONSIDERATIONS

Before the session, ask identified audience members for topic areas or specific information they are seeking to help storyteller to prepare.
Recording these sessions can provide another means to access this knowledge as long as the recording is stored.

LINKS & RESOURCES

TBD

EXAMPLES

KM Toolbox: Last Lecture on Operations Apprenticeship Program

December 15, 2021

At the NJ STIC 2nd Quarter meeting, held on June 16, 2021, Michele Shapiro, Director, NJDOT Human Resources, presented on the Operations Apprenticeship Program as it relates to Strategic Workforce Development, an FHWA EDC-6 initiative. Ms. Shapiro retired from NJDOT in 2021 and her presentation serves as a Last Lecture, a knowledge sharing strategy that provides insight on a particular topic from an individual leaving an agency.