【正文】 和傳播知識 3) Strengthen top management mitment by showing them successful KM practice in other panies. 通過展現(xiàn)其他公司成功的知識管理經(jīng)驗(yàn)加強(qiáng)高層管理 4) Develop a culture and reward system of trust and learning to foster collaboration and innovation. Make employees feel fortable sharing knowledge 建立信任的文化氛圍及回報(bào)系統(tǒng)，培養(yǎng)協(xié)作和創(chuàng)新。s core knowledge base ? Kao “Surface active science“指導(dǎo)它的產(chǎn)品多樣化，從肥皂、清潔劑到化妝品，到軟盤－一切自然從 Kao的核心知識演化而來 Metaphor ? Analogy ? Model 比喻 ?類推 ?模型 ? Metaphors trigger the knowledgecreation process through intuition and linking conflicting images ? 比喻通過直覺和統(tǒng)一矛盾現(xiàn)象觸發(fā)知識創(chuàng)造過程 ? The next step is analogy, a more structured process of reconciling contradictions. ? 下一步是類推，一個更加結(jié)構(gòu)化的緩和矛盾的過程 ? An intermediate step between pure imagination and logical thinking ? 純想象和邏輯思考的中間一步 ? Why is a beer can a useful analogy for a personal copier? ? 為什么啤酒罐是一個個人復(fù)印機(jī)的有用類推？ Beer can and Canon personal copier 啤酒罐和佳能個人復(fù)印機(jī) ? Canon was developing a revolutionary minicopier that is reliable, easy and cheap to make. ? 佳能開發(fā)了一種微型復(fù)印機(jī)－可靠、簡單且造價低廉 ? Plan to make the photosensitive copier drum (the source of 90% of all maintenance problems) disposable ? 計(jì)劃制造可隨意使用的感光復(fù)印機(jī)鼓 ? The team was discussing design problems over some drinks ? 開發(fā)團(tuán)隊(duì)基于一些飲料討論設(shè)計(jì)問題 ? [后續(xù) ] Beer can and Canon personal copier 啤酒罐和佳能個人復(fù)印機(jī) ? [續(xù)前 ] ? Tanaka (the team leader) held one of the beer cans and wondered aloud, How much does it cost to manufacture this can?“ ? Tanaka（ 團(tuán)隊(duì)領(lǐng)導(dǎo)）拿著一個啤酒罐，驚異的叫道：“制造這個易拉罐的成本是多少？” ? The question led the team to speculate whether the same process for making an aluminum beer could be applied to the manufacture of an aluminum copier drum ? 這個問題引發(fā)了團(tuán)隊(duì)的思索，能否象制造鋁啤酒罐一樣制造鋁復(fù)印機(jī)鼓 Metaphor ? Analogy ? Model 比喻 ?類推 ?模型 ? The last step in the knowledgecreation process ? 知識創(chuàng)造的最后一步 ? More immediately conceivable than a metaphor or an analogy ? 比比喻和類推更直接想到 ? Contradictions get resolved and concepts bee transferable through consistent and systematic logic ? 通過協(xié)調(diào)和系統(tǒng)邏輯，矛盾可以解決、概念可以轉(zhuǎn)化 ? Makes the knowledge available to the rest of the pany ? 使得知識對于公司的其他地方是可利用的 ? Developing lowcost disposable copier drum resulted in new technologies for other office products such as microfilm readers and laser printers ? 開發(fā)低成本的可隨意使用的復(fù)印機(jī)鼓，為其他辦公產(chǎn)品引入了一種新技術(shù)，如縮影膠片閱讀器和激光打印機(jī) ? By 1987 – only five years after the minicopier was introduced – 74% of Canon39。 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。 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。 Metaphor ? Analogy ? Model 比喻 ?類推 ?模型 ? The Honda case shows how Japanese panies use figurative language and symbols in product development process（ 本田汽車的例子展示了日本公司在產(chǎn)品開發(fā)過程中如何使用比喻方式和符號） ? A Metaphor may have multiple meanings or appear logically contradictory, but help to merge different areas of experience within a single, image or symbol. ? 比喻可能造成多意或出現(xiàn)邏輯矛盾，但能將不同領(lǐng)域的經(jīng)驗(yàn)統(tǒng)一成一個簡單、形象和符號的。 ? Teams play a central role in knowledge creation as its members create diverse points of views and then integrate into a new collective perspective. ? 團(tuán)隊(duì)在知識創(chuàng)造過程中起了核心的作用，當(dāng)成員提出不同觀點(diǎn)時，它便綜合所有成一個新的綜合觀點(diǎn)。如－ Anderson Consulting、 Ernst Young for technology 和 執(zhí)行 ERP ? Personalization can be the main emphasis for less structured tasks. This requires intensive persontoperson contacts, s, videoconferences, etc. to facilitate exchange of tacit knowledge. Examples McKinsey, BCG, and Bain for customized corporate strategy consulting. ? 人性化主要強(qiáng)調(diào)任務(wù)的非結(jié)構(gòu)性。s people finder database for more contacts ? She connected with nine partners and several managers who had developed growth strategies for financial services institutions ? She met with a group of them in Europe, had videoconferences with others from Singapore and Sydney, and attended a meeting of the financial services practice in Boston ? Some colleagues became ongoing advisers, and one of the Asian managers was assigned full time to the case team ? For the next four months, Blenko and her team consulted with expert partners regularly in meetings and through phone calls and ? In the process of developing a unique growth strategy, the team tapped into a worldwide work of colleagues39。s stateoftheart technology, excellent reputation, and salaries that place them in the 95% percentile ? Junior people are hired from top university residency programs and trained as fellows ? Hires senior, nationally recognized clinicians who often bring teams of people with them Personalization – HewlettPackard ? HP?s business strategy is to develop innovative products ? Technical knowledge must get transferred to product development teams in a timely way ? The pany channels such knowledge through persontoperson exchanges. ? Engineers routinely use pany39。t have clear solutions at the outset – 問題在開始沒有清楚的解決方法 – Consultants seek advice from colleagues to deepen their understanding of the issues – 顧問在同事之間尋求建議以加深他們對問題的了解 – They create a highly customized solution to a unique problem – 他們對特定的問題給出特定的解決方案 – Offer clients advice that is rich in tacit knowledge – 為客戶提供富含內(nèi)在知識的建議 – Clients39。如－ McKinsey、 BCG和 Bain for customized corporate strategy consulting. Codification（ 成文化） ? Knowledge is extracted from the person who developed it, made independent of that person, and reused for various purposes ? 知識從提出者處獲取，并獨(dú)立于提出者，重復(fù)使用于不同的目的 Codification – Ernst Young （ 成文化 – Ernst Young ） ? Ernst Young executives have invested a lot to make sure that the codification process works efficiently ? Ernst Young的決策者進(jìn)行了大量投資以保證成文化運(yùn)作有效進(jìn)行 ? The 250 people at the Center for Business Knowledge manage the electronic repository and help consultants find and use information ? 商