【正文】 Module Knowledge Management 知識管理 郭 咸 綱 William X. GUO Outline of Topics（ 主題概要 ） ? Importance of knowledge management ? 知識管理的重要性 ? Origin and Definition ? 起源和定義 ? Types of knowledge and modes of knowledge creation ? 知識的類型和知識創(chuàng)造的方式 ? Knowledge creating panies ? 知識創(chuàng)造型公司 ? Implementing knowledge management ? 實施知識管理 Importance of knowledge management (KM)（ 知識管理的重要性） ? Knowledge is a form of capital. ? 知識是資本的一種形式 ? The single differentiator that is likely to last is innovation, and the raw material of innovation is knowledge ? 如果將資本比喻成創(chuàng)新，那么知識就是創(chuàng)新使用的原料 ? Knowledge + Creativity = Innovation ? 知識＋創(chuàng)造＝創(chuàng)新 ? Case By 1987, only five years after Canon introduced its innovative minicopier – 74% of the pany39。s revenues came from its business machines division ? 例：佳能公司推出袖珍復(fù)印機 5年后的 1987年，公司 74％的收入來自商業(yè)機器分公司 ? Formal KM is originated in consulting firms ? 真正的知識管理開始于咨詢公司 Definition （ 定義） ? Knowledge management is the process that helps anizations identify, select, anize, and capture important information and expertise within the anization and disseminate it to wherever it is needed to enhance anizational effectiveness and innovative potential. ? 知識管理是協(xié)助組織識別、選擇、組織和獲取組織中的重要信息及專門技術(shù)的過程，并且將獲取的信息和專門技術(shù)應(yīng)用到組織中，以提高組織效率和創(chuàng)新潛力 ? Research on Knowledge Creation pioneered by Professors Nonaca and Takeuchi of Japan ? 日本的 Nonaca和 Takeuchi教授是研究知識創(chuàng)造的先驅(qū) Types of Knowledge and Modes of Knowledge Creation 知識類型和知識創(chuàng)造的方式 Types of Knowledge（ 知識的類型） ? Tacit knowledge implicit, resides in experts39。 heads, highly personal, difficult to municate. ? 內(nèi)在知識－隱藏、存在于專家的頭腦中，非常私人的、很難交流。 ? Explicit knowledge formal, systematic, codified, publicly available, and can be easily municated and shared. ., Product specifications, scientific formula, puter programs. ? 外在知識－正式、系統(tǒng)、成文、可用并且易于交流和共享。例如：產(chǎn)品規(guī)格、科學(xué)公式、計算機程序。 Understanding Tacit Knowledge （ 理解內(nèi)在知識） ? Philosopher Michael Polanyi: We can know more than we can tell.“ ? 哲學(xué)家 Michael Polanyi： ”我們所知比所說要多?！? ? Deeply rooted in action and in an individual39。s mitment to a specific context ? 行為和個人活動歸根究底有其原因 – A master craftsman has a wealth of expertise at his fingertips“, but is often unable to articulate the scientific or technical principles behind what he knows – 一個熟練的工匠擁有很多專業(yè)技術(shù)“在他的指尖”，但他常常不能與蘊藏在其后的知識和技術(shù)原理相結(jié)合。 [后續(xù) ] Understanding Tacit Knowledge （ 理解內(nèi)在知識） ? [續(xù)前 ] The activities of a work group or team 一個工作團體或團隊的行為 The kind of informal, hardtopindown skills captured in the term knowhow.“ 專門技術(shù)中非正式的、不受約束性技能的掌握 ? Consists of mental models, beliefs, and perspectives so ingrained that we take them for granted ? 由智力模式、信念和觀念組成，是根深蒂固的、我們必須贊同的 Modes of Knowledge Creation To ? from Tacit Knowledge Explicit Knowledge Tacit Knowledge Socialization Externalization Explicit Knowledge Internalization Combination Socialization (Personalization) 社會化（人性化） ? From tacit to tacit ? 從內(nèi)在到內(nèi)在 ? Apprenticeship and mentoring ? 學(xué)徒和老師 ? Job rotation between departments ? 部門間的工作輪換 ? Crossfunction project teams ? 項目組的職責(zé)交叉 Internalization（ 內(nèi)在化） ? From explicit to tacit ? 從外在到內(nèi)在 ? Learning by doing (after formal training and explicit instructions) ? 從作中學(xué)（在正式培訓(xùn)和指導(dǎo)后） ? On the job training ? 在工作中鍛煉 Combination（ 聯(lián)合） Externalization（ 外在化） (Codification) （ 成文化） (Articulation)（清晰度） ? From tacit to explicit – process of capturing and transferring of expert knowledge ? 從內(nèi)在到外在－獲取和轉(zhuǎn)化專門知識的過程 ? Ask experts to develop rules and processes based on their own tacit knowledge ? 要求專家在自身內(nèi)在知識的基礎(chǔ)上獲取規(guī)則和方法 ? Knowledge engineers or systems analysts interview experts and extract their expertise ? 知識工程師和系統(tǒng)分析師會見專家并吸取他們的技術(shù) ? [后續(xù) ] Externalization（ 外在化） (Codification) （ 成文化） (Articulation)（清晰度） ? [續(xù)前 ] ? Employees document problem solving processes and solutions on the job ? 員工記錄工作中解決問題的方法和方案 ? Community of practice (on the Inter), chat groups, etc. ? 實踐社區(qū)（在 Inter上）、交流團隊等 Four modes of knowledge creation at Matsushita Electric Company Matsushita電力公司的四種知識創(chuàng)造模式 ? Ikuko Tanaka apprenticed with master baker to learn his skills（ Ikuko Tanaka 為熟練的面包師當(dāng)學(xué)徒以學(xué)習(xí)技能） ? She translated these secrets into explicit knowledge that she can municate to her team members and others at Matsushita（ 她將這些秘密轉(zhuǎn)化成外在知識，以與她的團隊成員以及與 Matsushita 的其他團隊交流） ? The team then standardized this knowledge, putting it together into a manual or workbook and embodying it in a product（ 團隊將這些知識標(biāo)準(zhǔn)化，集中起來裝訂成冊，并應(yīng)用于產(chǎn)品中） ? Through the experience of creating a new product, Tanaka and her team members enriched their own tacit knowledge base（ 在開發(fā)新產(chǎn)品的過程中， Tanaka 和她的團隊成員不斷豐富他們的內(nèi)在知識） Knowledgecreating Companies 知識創(chuàng)造型公司 Metaphor ? Analogy ? Model 比喻 ?類推 ?模型 1. To enlarge the creative space and to link contradictory things and ideas through metaphor（ 通過比喻開拓創(chuàng)造空間和統(tǒng)一矛盾事務(wù)及觀點） 2. Resolve these contradictions through analogy（ 通過類推解決矛盾） 3. Crystallize the created concepts and embody them in a model（ 明確創(chuàng)造性觀念并在模型中具體化） New Product Development at Honda 本田汽車的新產(chǎn)品開發(fā) ? “ Let?s gamble” slogan inaugurated the process with a team of young engineers and designers, charged with the development of a newconcept car, not a cheaper version of Civic and Accord. ? “Let?s gamble”開創(chuàng)了新的理念，讓年輕的工程師和設(shè)計師負(fù)責(zé)新概念車的開發(fā)，而不是那些便宜的大眾汽車和普通汽車。 ? Team leader Hiroo Watanabe coined another slogan Theory of Automobile Evolution – to express an ideal. ? 團隊領(lǐng)導(dǎo) Hiroo Watanabe 提出另一個口號－汽車發(fā)展推測－以表達(dá)一種理想 ? [后續(xù) ] New Product Development at Honda 本田汽車的新產(chǎn)品開發(fā) ? [續(xù)前 ] ? This led to discussion and debate and yet another slogan Manmaximum, Machinemini