Success Stories

Emerging / Innovative Practices

What follows is a draft of a KM/KT Emerging/Innovative practices that were identified through the extensive literature review undertaken to support this study. Practices and tools are selected based primarily on the literature and best practices review, as well as some initial key stakeholder consultations. Generally speaking a best practice is a technique or methodology that, through experience and research, has proven to reliably lead to a desired result. In many cases, the best practices and tools are provided as interesting approaches and tools, since they may not yet have been evaluated. These examples are included as well since they might help organizations within the Canadian electricity sector meet their KM/KT objectives. Where possible, best practices are described including how it has been put in place and results if known.

Best Practices/Lessons-Learned
The essence of identifying and sharing good practices is to learn from others and to re-use knowledge. The biggest benefit consists in well developed processes based on accumulated experience. Most good practice programmes combine two key elements: explicit knowledge such as a good practices database (connecting people with information), and methods for sharing tacit knowledge such as communities of practice (connecting people with people).
Summary Description
Page Reference
Best Practice Studies or Meetings: Best practices meetings or studies look for different processes or systems to perform work that have had measurable success and effectiveness and are likely transferable. Best practices are found in a variety of ways; through meetings of similar functional groups, polling employees or surveying for best practices. Too often we assume that best practices occur outside our organizations. But it is possible that the organization has its own existing best practices. These can be shared in meetings/studies. (See also Lessons Learned).
Critical Incident Interviews or Questionnaires: First described in the 1950’s, the critical incident method takes its name from tapping the lessons of experience. A critical incident is a difficult (critical) situation (incident). By documenting the lessons of experience from the organization’s most experienced performers, the organization can capture the fruits of experience. Of course, by documenting such “difficult cases” - and how they were handled - the organization is also laying the foundation for the development of a manual or automated expert system. Critical incidents provide an excellent foundation for training. By documenting the critical incident experiences from the organization’s most experienced performers, the organization can capture lessons for knowledge transfer.
Lessons Learned: These debriefings are a way to identify, analyze and capture experiences, what worked well and what needs improvement, so others can learn from those experiences. For maximum impact, lessons learned debriefings should be done either immediately following a project/event or on a regular basis, with results shared quickly among those who would benefit from the knowledge gained. They identify what was done right and what could be done better the next time

Why: Identify and capture the things that went well and the things that could be improved so that team members are aware of and can use the broader team’s learning in their future projects. These can also be shared with future teams so that they can learn from experiences of others.