【正文】 takes to solve worthwhile problems ? 受過(guò)完整培訓(xùn)的團(tuán)隊(duì)，運(yùn)行良好， 管理層對(duì)解決認(rèn)為值得的問(wèn)題所需的步驟不了解 ? 并能和其他團(tuán)隊(duì)溝通 Constructive conversation Intolerance of the need for 建設(shè)性對(duì)話 munication opportunities 無(wú)法忍耐溝通的需要 解決問(wèn)題的一般過(guò)程 A generic process for problem solving Analyse the Problem Information 分析問(wèn)題信息 Refine state the Problem 提煉并陳述問(wèn)題 Select the solution Technique 選擇解決技巧 Generate consequences selection 導(dǎo)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(duì)解決方案 進(jìn)行評(píng)估 State the Problem 陳述問(wèn)題 Generate solutions 提出解決辦法 Select Solution(s) 選擇解決方案 契機(jī)：遇到問(wèn)題 The stimulus – a problem Implementation 執(zhí)行 技巧的種類(lèi) Types of Technique There are about 150 described in the literature, they are roughly divided by function as follows: 文獻(xiàn)記載的技巧有大約 150種，按功能可分為如下幾類(lèi)： But you’d be surprised how similar they are in their dependence on the metaphor 而這些技巧都有一個(gè)共性，即對(duì)潛臺(tái)詞的強(qiáng)烈依賴(lài)，這可能會(huì)使你感到驚訝。 Techniques to help define the problem 確定問(wèn)題的技巧 Divergent techniques for the individual 不同的個(gè)人技巧 Divergent techniques for teams 不同的團(tuán)隊(duì)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(gè)個(gè)人化的過(guò)程，并且團(tuán)隊(duì)的使用也最普遍。人們將對(duì)問(wèn)題進(jìn)行大體的陳述（實(shí)際中通常不這樣），并以最有效的方式對(duì)團(tuán)隊(duì)的陳述內(nèi)容進(jìn)行記錄，然后存入知識(shí)庫(kù)中。根據(jù)其使用潛力和本質(zhì)的不同，對(duì)這部分內(nèi)容既可以以簡(jiǎn)單的備檢的方式存儲(chǔ)，也可以按要求，將其背景情況一同存儲(chǔ)起來(lái)。 This is carried out for the benefit of the internal and external customer. 進(jìn)行這項(xiàng)工作，是為了服務(wù)內(nèi)、外部客戶的利益。 第三步：抽象化（ 2） Step 3 Abstraction (2) Helped by 促進(jìn)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(tuán)隊(duì)有能力操作 IP department facilitates when appropriate 項(xiàng)目處理部門(mén)適時(shí)的協(xié)助 Results published internally and externally as appropriate 適時(shí)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(duì)IT技術(shù)過(guò)分迷信或依賴(lài) Feeling that there is no need to record as it is boring and there is no incentive to publish externally 認(rèn)為記錄工作枯燥而沒(méi)有必要，且不想對(duì)外發(fā)布資料 Generalisation seen as an unnecessary extra activity 認(rèn)為歸納工作是不必要的多余行為 Customers not made aware of the possibilities 客戶對(duì)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(duì)非 IT領(lǐng)域交流的支持 管理層為記錄和歸納工作設(shè)置層層障礙 Team reward is the norm No verbal presentation/training in 獎(jiǎng)勵(lì)整個(gè)團(tuán)隊(duì)是最起碼的標(biāo)準(zhǔn) the results no learning 對(duì)研究結(jié)果沒(méi)有口頭的論述或培訓(xùn) ， 就不會(huì)學(xué)到東西 Competence is allowed to grow Knowledge hoarding protects 允許能力進(jìn)一步加強(qiáng) job and reputation 認(rèn)為知識(shí)的藏而不露是工作和名譽(yù)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(yǔ)義學(xué)、精神語(yǔ)言，甚至從更小范圍說(shuō)，存在論都在這里扮演了重要角色。雖然建立語(yǔ)義學(xué)網(wǎng)絡(luò)耗資巨大，但卻十分值得，這一點(diǎn)還望大家理解。相比之下，精神語(yǔ)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(duì)規(guī)范等級(jí)是否理想或可能構(gòu)成影響。 推動(dòng)抽象化過(guò)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(gè)性，還有對(duì)認(rèn)識(shí)產(chǎn)生誤解的后果，對(duì)其進(jìn)行分級(jí)，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(rèn)識(shí)到運(yùn)用科學(xué)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(shí) 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(rèn)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(lèi)型就不值得努力 如果再學(xué)習(xí)比記載進(jìn)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(guò)談話最大程度的抵消。否則就需要個(gè)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(duì)化程度，但還要注意“車(chē)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(qiáng)編碼的級(jí)別，并確保你能遵循一個(gè)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(shí)泄露外，對(duì)一切都予以整理。注意 “車(chē)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(shí)下的傳播形式，但同時(shí)它們也降低了人們的效率。對(duì)小公司來(lái)說(shuō)， IT技術(shù)并非不可或缺。 Dissemination also includes external publication which can be, and often is, stil