【正文】 用上沒有適當?shù)牧炕椒? No way of showing how it helped the anisation meet its strategic goals 沒有合適的向企業(yè)展示知識如何服務其戰(zhàn)略目標的方法 Crude accounting / costbenefit studies對成本－收益及會計方面的研究粗枝大葉 No update of the panies petencies or those of its people 對企業(yè)及員工的資質(zhì)不予提高 Lack of reward or incentive to do it again 沒有相應的獎勵機制或干脆無心做這方面的工作 2nd generation IC can be used when a simple index is sufficient 對于第二代知識資本，只要有簡單的指數(shù)，就足以令其為人所用。 如何更好地吸收 Facilitating absorption ORIGINATOR 創(chuàng)作者 Wisdom 智慧 Knowledge 知識 Information 信息 Data 數(shù)據(jù) 接受者 Wisdom 智慧 Knowledge 知識 Information 信息 Data 數(shù)據(jù) 第六步：影響（ 1） Step 6 Impacting (1) Impacting involves and acknowledgement of the change of state of the user of the knowledge. Metrics on the transfer of knowledge itself and on the overall effect on the anisation are applied at this stage. 影響的產(chǎn)生是知識使用者對自身狀態(tài)改變的肯定。 Absorption 吸收 第五步：吸收（ 2） Step 5 Absorption (2) Helped by 促進因素 Hindered by 阻礙因素 Appropriate IT patible with the IT of the poster and general retrieval ability 能夠兼容網(wǎng)絡貼圖及公眾檢索的適當 IT技術 Understanding of the structure of the group that created it 了解創(chuàng)建這種技術的工作組機構(gòu) Understanding of their context if appropriate 如果合適的話，了解其上下文 Feedback on use 對使用情況的反饋 Readiness to acknowledge sources 愿意承認信息出處 Not invented here, pride 不予理會、態(tài)度傲慢 Restricted vision of application 對信息應用的看法狹隘 Knowledge hoarding attitudes―知識保護主義” Lack of clarity about ultimate use of material 對物盡其用缺乏認識 Restricted access to sources 限制他人獲取資源 Management attitude to collaboration 在合作上采取得過且過的態(tài)度 第五步：吸收（ 2） 續(xù) Access to, and open dialogue with originators 接觸原作者，并與其公開對話 Common language and understanding 用詞通俗易懂 Accepted Knowledge Management has little to offer. It should be recognised that while, for the originator, absorption is a step in the cycle which has consequences, for the user, this is the start of their own cycle. 知識管理這一概念已為人們接受，這里無需贅言。 Socialise 社會化 Internalise 主觀化 Combination 組合 Externalise 具體化 From 源自 Tacit 隱性 Explicit 顯性 To 用于 Tacit 隱性 Explicit 顯性 Nonaka and Takeuchi 第五步：吸收（ 1） Step 5 Absorption (1) The reuse of knowledge is very closely influenced by the processes in steps 3 and 4. The means of absorption must match the means of abstraction and dissemination, hence must acmodate tacit and explicit exchange. Explicit absorption must acknowledge the need for the context and should facilitate publishing on demand. 這一步對知識再利用的影響與第三和第四步很相近。 Technical silos 技術保密 Restricted works 網(wǎng)絡限制 Bespoke publication techniques 死板的宣傳方式 Management policy on publication, style, content, 、風格、內(nèi)容及項目處理強加管理政策 Few web publishing skills 缺乏網(wǎng)絡出版技巧 第四步：傳播（ 2） 續(xù) Submission to the IT knowledge Fotten traditional methods repository is easy 把傳統(tǒng)的方法置之腦后 屈從于 IT知識儲備是很容易的 IT truly shrinks geographical effects Misuse of IT技術的確減少了地理因素帶來的不便 濫用電子郵件 Managers see dissemination as integral to a project 管理層要將傳播視為任何一項 計劃的有機組成部分 Although there are problems across cultures and JV partners, the issues of dissemination centre around IT and OS. Here are some work options but which should you remend or use in which occasions: 雖然由于文化的的不同，以及合作者涉世不深的緣故，會出現(xiàn)一些問題，但這里研究傳播問題的中心還是圍繞 IT技術和操作系統(tǒng)展開。同時要訓練人們?nèi)ナ褂盟π」緛碚f， IT技術并非不可或缺。 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。 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。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。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。團隊內(nèi)部與團隊之間的交流、溝通也很重要。這種知識行為可以是隱性的，也可以是顯性的。 Epistemologies – what are they ? 認識論角度的分析？ AUTOPOIETICS 自我創(chuàng)生性 清楚 Clear Fairly clear – may be bifurcated 比較清楚（可能分為兩部分） 有所偏愛 Some preferences ―順風倒 ‖ “Flexible” 千篇一律 All things to all people 迷茫 Confused 不知所措 Very confused CONNECTIVISTS 連通性 COGNITIVISTS 認知性 Ardent axiologist 狂熱的價 值論者 Ardent logical positivist 狂熱而又不失理 性的實證主義者 Cognitivist Connectivist Autopoietic 認知性 連通性 自我創(chuàng)生性 Epistemology and value theory認識論和價值論 Ardent Axiologist 狂熱的價 值論者 Ardent logical Positivist 狂熱 而又不失理性 的實證主義者 Cognitivist Connectivist Autopoietic 認知性 連通性 自我創(chuàng)生性 Document Management 文本管理 Content Management 內(nèi)容管理 Complex Groupware 合成組件 Simple groupware 單一組件 Capability directories 能力目錄 All / any / none 所有、任何、沒有 什么樣的知識管理工具才適合他們？ What KM tools suit them ? Boisot的社會學習周期 Boisot’s Social Learning Cycle Scanning 審視 Dissemination 傳播 Absorption 吸收 Problem Solving 解決問題 Look on this as the simple life cycle of knowledge. 請大家看一下這個簡單的知識生命周期。Knowledge Management Intellectual Capital 知識管理和知識資本 Knowledge Management is the collective name for a group of processes and practices used by panies to increase their value by improving th