【正文】 collaboration is, in essence, managing the center39。s symptoms, rule out possible conditions, and remend a home remedy, doctor39。 Knowledge Management Strategy 知識(shí)管理戰(zhàn)略 ? Driven by pany39。s knowledgecreating ability is accelerated. ? 這可能在短期內(nèi)造成浪費(fèi)，但能帶來(lái)新的想法并增強(qiáng)組織的知識(shí)創(chuàng)造能力 Strategic Job Rotation 戰(zhàn)略崗位輪換 ? A second way to build redundancy to help employees understand the business from multiple perspectives ? 建立冗余機(jī)制的第二種方法可幫助員工從不同的角度理解公司 ? Makes anizational knowledge more fluid and easier to put into practice ? 使組織的知識(shí)更具有“流動(dòng)性”，更容易付于實(shí)施 ? At Kao Corporation, a Japanese consumerproducts manufacturer, employees are expected to hold at least three different jobs in any given tenyear period ? Kao公司，一家日本的消費(fèi)品制造企業(yè)，它的員工總被期望在任意 10年中至少?gòu)氖氯莶煌墓ぷ? ? Researchers often retire from the RD department by the age of 40 in order to transfer to other departments such as marketing, sales, or production ? 研究人員一般在 40歲時(shí)從 RD退休， .投向其他部門，如市場(chǎng)、銷售和產(chǎn)品 Free Access of Information 自由訪問(wèn)信息 ? A third way to build redundancy ? 建立冗余的第三種方法 ? When information differentials exist, members of an anization can no longer interact on equal terms, which hinders the search for different interpretations of new knowledge ? 當(dāng)不同信息存在時(shí)，組織成員將不再受相當(dāng)條件的制約，這些條件是阻止搜索新知識(shí)的不同解釋的 ? Kao does not limit access to information among employees. All pany information (with the exception of personnel data) is stored in a single integrated database, open to any employee regardless of position ? Kao在公司員工中不對(duì)信息訪問(wèn)加以限制。s mitment to a specific context ? 行為和個(gè)人活動(dòng)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(gè)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(yùn)藏在其后的知識(shí)和技術(shù)原理相結(jié)合。Module Knowledge Management 知識(shí)管理 郭 咸 綱 William X. GUO Outline of Topics（ 主題概要 ） ? Importance of knowledge management ? 知識(shí)管理的重要性 ? Origin and Definition ? 起源和定義 ? Types of knowledge and modes of knowledge creation ? 知識(shí)的類型和知識(shí)創(chuàng)造的方式 ? Knowledge creating panies ? 知識(shí)創(chuàng)造型公司 ? Implementing knowledge management ? 實(shí)施知識(shí)管理 Importance of knowledge management (KM)（ 知識(shí)管理的重要性） ? Knowledge is a form of capital. ? 知識(shí)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(shí)就是創(chuàng)新使用的原料 ? Knowledge + Creativity = Innovation ? 知識(shí)＋創(chuàng)造＝創(chuàng)新 ? Case By 1987, only five years after Canon introduced its innovative minicopier – 74% of the pany39。 [后續(xù) ] Understanding Tacit Knowledge （ 理解內(nèi)在知識(shí)） ? [續(xù)前 ] The activities of a work group or team 一個(gè)工作團(tuán)體或團(tuán)隊(duì)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(huì)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(xiàng)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(shí)的過(guò)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(shí)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(shí)工程師和系統(tǒng)分析師會(huì)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(wèn)題的方法和方案 ? Community of practice (on the Inter), chat groups, etc. ? 實(shí)踐社區(qū)（在 Inter上）、交流團(tuán)隊(duì)等 Four modes of knowledge creation at Matsushita Electric Company Matsushita電力公司的四種知識(shí)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(shí)，以與她的團(tuán)隊(duì)成員以及與 Matsushita 的其他團(tuán)隊(duì)交流） ? The team then standardized this knowledge, putting it together into a manual or workbook and embodying it in a product（ 團(tuán)隊(duì)將這些知識(shí)標(biāo)準(zhǔn)化，集中起來(lái)裝訂成冊(cè)，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(guò)程中， Tanaka 和她的團(tuán)隊(duì)成員不斷豐富他們的內(nèi)在知識(shí)） Knowledgecreating Companies 知識(shí)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(guò)比喻開拓創(chuàng)造空間和統(tǒng)一矛盾事務(wù)及觀點(diǎn)） 2. Resolve these contradictions through analogy（ 通過(guò)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(jì)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。公司的所有信息（個(gè)人數(shù)據(jù)除外）都存放在一個(gè)獨(dú)立的完整數(shù)據(jù)庫(kù)中，并對(duì)公司的所有員工開放，而不論其職位 Knowledgecreating Roles（ 知識(shí)創(chuàng)造的角色） ? Creating new knowledge is the product of a dynamic interaction among three