【正文】 takes to solve worthwhile problems ? 受過完整培訓的團隊，運行良好， 管理層對解決認為值得的問題所需的步驟不了解 ? 并能和其他團隊溝通 Constructive conversation Intolerance of the need for 建設性對話 munication opportunities 無法忍耐溝通的需要 解決問題的一般過程 A generic process for problem solving Analyse the Problem Information 分析問題信息 Refine state the Problem 提煉并陳述問題 Select the solution Technique 選擇解決技巧 Generate consequences selection 導出結(jié)果并做出選擇 Search for readymade Solutions 尋找現(xiàn)成 的解決方案 Decide on solution Evaluation 決定對解決方案 進行評估 State the Problem 陳述問題 Generate solutions 提出解決辦法 Select Solution(s) 選擇解決方案 契機：遇到問題 The stimulus – a problem Implementation 執(zhí)行 技巧的種類 Types of Technique There are about 150 described in the literature, they are roughly divided by function as follows: 文獻記載的技巧有大約 150種，按功能可分為如下幾類： But you’d be surprised how similar they are in their dependence on the metaphor 而這些技巧都有一個共性，即對潛臺詞的強烈依賴，這可能會使你感到驚訝。 Techniques to help define the problem 確定問題的技巧 Divergent techniques for the individual 不同的個人技巧 Divergent techniques for teams 不同的團隊技巧 Convergent techniques 趨同的技巧 第三步：抽象化（ 1） Step 3 Abstraction (1) Can be an individual process but the use of teams is most mon in this step. Solutions are developed into general statements (but often not) and are recorded to the most efficient extent by the team and submitted to the knowledge repository. Depending on its potential use and its nature, it may be recorded for simple retrieval or recorded plexly with context as required. 這也可以是一個個人化的過程，并且團隊的使用也最普遍。人們將對問題進行大體的陳述（實際中通常不這樣），并以最有效的方式對團隊的陳述內(nèi)容進行記錄，然后存入知識庫中。根據(jù)其使用潛力和本質(zhì)的不同，對這部分內(nèi)容既可以以簡單的備檢的方式存儲，也可以按要求，將其背景情況一同存儲起來。 This is carried out for the benefit of the internal and external customer. 進行這項工作，是為了服務內(nèi)、外部客戶的利益。 第三步：抽象化（ 2） Step 3 Abstraction (2) Helped by 促進因素 Hindered by 阻礙因素 Management supports obtaining a full understanding and the team has the ability to do it. 充分理解管理方面所提供支持的重要性，且團隊有能力操作 IP department facilitates when appropriate 項目處理部門適時的協(xié)助 Results published internally and externally as appropriate 適時地向企業(yè)內(nèi)外公布研究結(jié)果 IT supports recording in a style that will help reuse 利用 IT技術(shù)協(xié)助記錄，以便再利用 Too much faith or dependence on IT對IT技術(shù)過分迷信或依賴 Feeling that there is no need to record as it is boring and there is no incentive to publish externally 認為記錄工作枯燥而沒有必要，且不想對外發(fā)布資料 Generalisation seen as an unnecessary extra activity 認為歸納工作是不必要的多余行為 Customers not made aware of the possibilities 客戶對存在的可能性不了解 第三步：抽象化（ 2） 續(xù) Management supports Management erects barriers to nonIT munication recording and generalisation 管理層對非 IT領域交流的支持 管理層為記錄和歸納工作設置層層障礙 Team reward is the norm No verbal presentation/training in 獎勵整個團隊是最起碼的標準 the results no learning 對研究結(jié)果沒有口頭的論述或培訓 ， 就不會學到東西 Competence is allowed to grow Knowledge hoarding protects 允許能力進一步加強 job and reputation 認為知識的藏而不露是工作和名譽的保障 Semantics, mentalese and to a lesser extent, ontology, all play an important part. Semantic works are expensive but necessary and this has to be understood. Other than for strategic and tactical reasons, the part played by mentalese vitally affects the degree of codification desirable or possible. 語義學、精神語言，甚至從更小范圍說，存在論都在這里扮演了重要角色。雖然建立語義學網(wǎng)絡耗資巨大，但卻十分值得，這一點還望大家理解。相比之下，精神語言的作用還不體現(xiàn)在戰(zhàn)略、戰(zhàn)術(shù)方面，而更主要的還是對規(guī)范等級是否理想或可能構(gòu)成影響。 推動抽象化過程的完成 Facilitating abstraction Dependent on the characteristics of your people, those of anisations with which you may collaborate or cooperate and the consequences of knowledge misunderstanding, define the degree of codification appropriate to you. 根據(jù)你手下人以及合作組織員工的個性，還有對認識產(chǎn)生誤解的后果，對其進行分級，使之適合于你。 Are there any other factors ? Recognise the importance of the scientific method. 那么還有其他因素嗎 ? 你還要認識到運用科學方法的重要性。 隱性與顯性的平衡（ 1） The tacit / explicit balance (1) Somebody’s new knowledge 某人的新知識 Easily recorded 容易記載 Hard to record 難于記載 Not possible ? 不可能？ Zones of flexibility 彈性區(qū) Worth the effort if context is important Worth the effort if the pany is cognitivistic 如果其背景重要就值得努力 如果公司認知能力高就值得努力 Not worth the effort if the pany is autopoietic or connectivist Not worth the effort if it is quicker to relearn than record 如果公司屬于自我創(chuàng)生或靠關(guān)系維持的類型就不值得努力 如果再學習比記載進度快就不值得努力 Tacit may be minimised by conversation, otherwise it is experienced personally 默許：這一部分可通過談話最大程度的抵消。否則就需要個人去完成了。 隱性與顯性的平衡（ 2） The tacit / explicit balance (2) Unfocused strategy 發(fā)散型戰(zhàn)略 Focused strategy 集中型戰(zhàn)略 Strategy of codification 編碼化戰(zhàn)略 Strategy of staying tacit 保持默許的戰(zhàn)略 Make sure you codify more material than before – it’s not too important how you do it. 你只需要確定比以前做了更多的資料編碼工作就可以了，具體怎么做并不重要。 Decrease the absolute level of codification but beware of the “Wagon Wheel Bar” situation. 減少編碼中的絕對化程度，但還要注意“車輪條幅”的情況 。 Systematically increase the level of codification and make sure you have a single coherent approach. 系統(tǒng)化地加強編碼的級別，并確保你能遵循一個前后連貫的方法。 Codify except where knowledge leakage would be damaging. Beware the “Wagon Wheel Bar”. 除了有害的知識泄露外，對一切都予以整理。注意 “車輪條幅”的情況 。 第四步：傳播（ 1） Step 4 Dissemination (1) Dissemination 傳播 This is now dominated by technology in the form of LANs, intras, extras and the inter with fast being a major detractor from efficiency. IT is not strictly necessary in a small pany. 局域網(wǎng)、企業(yè)內(nèi)部網(wǎng)、外聯(lián)網(wǎng)，以及互聯(lián)網(wǎng)和電子郵件這些技術(shù)壟斷了時下的傳播形式，但同時它們也降低了人們的效率。對小公司來說， IT技術(shù)并非不可或缺。 Dissemination also includes external publication which can be, and often is, stil