【正文】 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(duì)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(shí)管理這一概念已為人們接受，這里無需贅言。顯性吸收的進(jìn)行首先要承認(rèn)對(duì)知識(shí)的需求，并在需要時(shí)推出更多出版物。 Socialise 社會(huì)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(duì)知識(shí)再利用的影響與第三和第四步很相近。 促進(jìn)傳播工作 Facilitating dissemination BUT – tacit knowledge exchange requires other methods such as: Wagon Wheel Bar, other tacit exchange processes, chat rooms, caf233。 Technical silos 技術(shù)保密 Restricted works 網(wǎng)絡(luò)限制 Bespoke publication techniques 死板的宣傳方式 Management policy on publication, style, content, 、風(fēng)格、內(nèi)容及項(xiàng)目處理強(qiáng)加管理政策 Few web publishing skills 缺乏網(wǎng)絡(luò)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(shí)儲(chǔ)備是很容易的 IT truly shrinks geographical effects Misuse of IT技術(shù)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(xiàng) 計(jì)劃的有機(jī)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(huì)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(shù)和操作系統(tǒng)展開。 IT技術(shù)的確減少了地理因素帶來的不便。同時(shí)要訓(xùn)練人們?nèi)ナ褂盟?. This is carried out for the benefit of the munity at large as well as the internal and external customers. 進(jìn)行這項(xiàng)工作是為了保證內(nèi)外部客戶最大的一致性利益。對(duì)小公司來說， IT技術(shù)并非不可或缺。注意 “車輪條幅”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。 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。 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：這一部分可通過談話最大程度的抵消。 推動(dòng)抽象化過程的完成 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。雖然建立語義學(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。 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。人們將對(duì)問題進(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)庫中。 第二步：解決問題（ 2） Step 2 Problem Solving (2) Helped by 促進(jìn)因素 Hindered by阻礙因素 Creative problem solving techniques available and used 具備并能運(yùn)用創(chuàng)造性的技巧解決問題 TRIZ if appropriate 適當(dāng)?shù)膭?chuàng)造性解決問題方法 Incubator IT if appropriate 適當(dāng)?shù)?IT技術(shù)孵化器 Trust and no fear of ridicule 信任，不懼譏諷 Refined understanding of the problem 對(duì)問題的精辟認(rèn)識(shí) Recording results as appropriate 適當(dāng)?shù)慕Y(jié)果記錄 No incentive to share solutions 沒有分享解決方案的動(dòng)機(jī) Not invented here 相應(yīng)機(jī)構(gòu)匱乏 Can’t save unused solutions 無法保存沒有使用過的解決方案 Management intolerant of failure 管理層對(duì)失敗的容忍 Too much rigour too early 過嚴(yán)、過早 Big picture of the problem is obscured and no contact with customer 對(duì)問題的輪廓不明，沒有接觸顧客 第二步：解決問題（ 2） 續(xù) ? Teams fully trained, functioning Management unaware of what it and with links to parallel teams takes to solve worthwhile problems ? 受過完整培訓(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 無法忍耐溝通的需要 解決問題的一般過程 A generic process for problem solving Analyse the Problem Information 分析問題信息 Refine state the Problem 提煉并陳述問題 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 陳述問題 Generate solutions 提出解決辦法 Select Solution(s) 選擇解決方案 契機(jī)：遇到問題 The stimulus – a problem Implementation 執(zhí)行 技巧的種類 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： 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，這可能會(huì)使你感到驚訝。團(tuán)隊(duì)內(nèi)部與團(tuán)隊(duì)之間的交流、溝通也很重要。 Step 1 Scanning (2) 第一步：審視（ 2） Helped by 促進(jìn)因素 Hindered by 阻礙因素 Excellent libraries (electronic or traditional) and excellent acc