知识管理郭咸纲

ModuleKnowledgeManagement知识管理郭咸纲WilliamX.GUOOutlineofTopics（主题概要）•Importanceofknowledgemanagement•知识管理的重要性•OriginandDefinition•起源和定义•Typesofknowledgeandmodesofknowledgecreation•知识的类型和知识创造的方式•Knowledgecreatingcompanies•知识创造型公司•Implementingknowledgemanagement•实施知识管理Importanceofknowledgemanagement(KM)（知识管理的重要性）•Knowledgeisaformofcapital.•知识是资本的一种形式•Thesingledifferentiatorthatislikelytolastisinnovation,andtherawmaterialofinnovationisknowledge•如果将资本比喻成创新，那么知识就是创新使用的原料•Knowledge+Creativity=Innovation•知识＋创造＝创新•Case--By1987,onlyfiveyearsafterCanonintroduceditsinnovativemini-copier–74%ofthecompany'srevenuescamefromitsbusinessmachinesdivision•例：佳能公司推出袖珍复印机5年后的1987年，公司74％的收入来自商业机器分公司•FormalKMisoriginatedinconsultingfirms•真正的知识管理开始于咨询公司Definition（定义）•Knowledgemanagementistheprocessthathelpsorganizationsidentify,select,organize,andcaptureimportantinformationandexpertisewithintheorganizationanddisseminateittowhereveritisneededtoenhanceorganizationaleffectivenessandinnovativepotential.•知识管理是协助组织识别、选择、组织和获取组织中的重要信息及专门技术的过程，并且将获取的信息和专门技术应用到组织中，以提高组织效率和创新潜力•ResearchonKnowledgeCreationpioneeredbyProfessorsNonacaandTakeuchiofJapan•日本的Nonaca和Takeuchi教授是研究知识创造的先驱TypesofKnowledgeandModesofKnowledgeCreation知识类型和知识创造的方式TypesofKnowledge（知识的类型）•Tacitknowledge--implicit,residesinexperts'heads,highlypersonal,difficulttocommunicate.•内在知识－隐藏、存在于专家的头脑中，非常私人的、很难交流。•Explicitknowledge--formal,systematic,codified,publiclyavailable,andcanbeeasilycommunicatedandshared.E.g.,Productspecifications,scientificformula,computerprograms.•外在知识－正式、系统、成文、可用并且易于交流和共享。例如：产品规格、科学公式、计算机程序。UnderstandingTacitKnowledge（理解内在知识）•PhilosopherMichaelPolanyi:Wecanknowmorethanwecantell.“•哲学家MichaelPolanyi：”我们所知比所说要多。”•Deeplyrootedinactionandinanindividual'scommitmenttoaspecificcontext•行为和个人活动归根究底有其原因–Amastercraftsmanhasawealthofexpertiseathisfingertips“,butisoftenunabletoarticulatethescientificortechnicalprinciplesbehindwhatheknows–一个熟练的工匠拥有很多专业技术“在他的指尖”，但他常常不能与蕴藏在其后的知识和技术原理相结合。[后续]UnderstandingTacitKnowledge（理解内在知识）•[续前]--Theactivitiesofaworkgrouporteam--一个工作团体或团队的行为--Thekindofinformal,hard-to-pin-downskillscapturedinthetermknow-how.“--专门技术中非正式的、不受约束性技能的掌握•Consistsofmentalmodels,beliefs,andperspectivessoingrainedthatwetakethemforgranted•由智力模式、信念和观念组成，是根深蒂固的、我们必须赞同的ModesofKnowledgeCreationTofromTacitKnowledgeExplicitKnowledgeTacitKnowledgeSocializationExternalizationExplicitKnowledgeInternalizationCombinationSocialization(Personalization)社会化（人性化）•Fromtacittotacit•从内在到内在•Apprenticeshipandmentoring•学徒和老师•Jobrotationbetweendepartments•部门间的工作轮换•Cross-functionprojectteams•项目组的职责交叉Internalization（内在化）•Fromexplicittotacit•从外在到内在•Learningbydoing(afterformaltrainingandexplicitinstructions)•从作中学（在正式培训和指导后）•Onthejobtraining•在工作中锻炼Combination（联合）•Fromexplicittoexplicit--processofcombining,systemizingandreconfiguratingdiscretepiecesofexistingexplicitknowledgeintoanewwhole•从外在到外在－联合、系统化和重新配置现有零散的外在知识成为一个新的整体•SupportedbyInternet,WWW,databases,repositories,searchandretrievaltechnologies.•由Internet、WWW、数据库、知识库、搜索和恢复技术支持Externalization（外在化）(Codification)（成文化）(Articulation)（清晰度）•Fromtacittoexplicit–processofcapturingandtransferringofexpertknowledge•从内在到外在－获取和转化专门知识的过程•Askexpertstodeveloprulesandprocessesbasedontheirowntacitknowledge•要求专家在自身内在知识的基础上获取规则和方法•Knowledgeengineersorsystemsanalystsinterviewexpertsandextracttheirexpertise•知识工程师和系统分析师会见专家并吸取他们的技术•[后续]Externalization（外在化）(Codification)（成文化）(Articulation)（清晰度）•[续前]•Employeesdocumentproblemsolvingprocessesandsolutionsonthejob•员工记录工作中解决问题的方法和方案•Communityofpractice(ontheInternet),chatgroups,etc.•实践社区（在Internet上）、交流团队等FourmodesofknowledgecreationatMatsushitaElectricCompanyMatsushita电力公司的四种知识创造模式•IkukoTanakaapprenticedwithmasterbakertolearnhisskills（IkukoTanaka为熟练的面包师当学徒以学习技能）•ShetranslatedthesesecretsintoexplicitknowledgethatshecancommunicatetoherteammembersandothersatMatsushita（她将这些秘密转化成外在知识，以与她的团队成员以及与Matsushita的其他团队交流）•Theteamthenstandardizedthisknowledge,puttingittogetherintoamanualorworkbookandembodyingitinaproduct（团队将这些知识标准化，集中起来装订成册，并应用于产品中）•Throughtheexperienceofcreatinganewproduct,Tanakaandherteammembersenrichedtheirowntacitknowledgebase（在开发新产品的过程中，Tanaka和她的团队成员不断丰富他们的内在知识）Knowledge-creatingCompanies知识创造型公司MetaphorAnalogyModel比喻类推模型1.Toenlargethecreativespaceandtolinkcontradictorythingsandideasthroughmetaphor（通过比喻开拓创造空间和统一矛盾事务及观点）2.Resolvethesecontradictionsthroughanalogy（通过类推解决矛盾）3.Crystallizethecreatedconceptsandembodytheminamodel（明确创造性观念并在模型中具体化）NewProductDevelopmentatHonda本田汽车的新产品开发•“Let’sgamble”sloganinauguratedtheprocesswithateamofyoungengineersanddesigners,chargedwiththedevelopmentofanew-conceptcar,notacheaperversionofCivicandAccord.•“Let’sgamble”开创了新的理念，让年轻的工程师和设计师负责新概念车的开发，而不是那些便宜的大众汽车和普通汽车。•TeamleaderHirooWatanabecoinedanotherslogan-TheoryofAutomobileEvolution–toexpressanideal.•团队领导HirooWatanabe提出另一个口号－汽车发展推测－以表达一种理想•[后续]NewProductDevelopmentatHonda本田汽车的新产品开发•[续前]•Thisledtodiscussionanddebateandyetanotherslogan--Man-maximum,Machine-minimum.•这些引发了讨论和辩论，还有一个口号－最大人性化，最小机械化•Finally,therevolutionary“TallBoy”HondaCitye