知识管理(赫尔辛基)(1).ppt

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,2020/8/9 Sunday,#,2025/10/31 周五,知识管理(赫尔辛基)(1),Knowledge Management is the collective name for a group of processes and practices used by companies to increase their value by improving the effectiveness of the generation and application of their intellectual assets.,所谓知识管理，是指企业为提高自身价值，进而针对其知识财产的产出和利用率所采用的一系列步骤和执行方法的总称。,Knowledge Management processes are meta-processes which cannot be uniformly observed like physical processes but differ according to their means of creation,nature,recording,transmission and mode of use.,知识管理是一个变化万端的过程，因而不能像观察一般物理过程那样概而论之，要根据其产生方式、本质、记录、传播和使用方式予以区别。,What is Knowledge Management?何谓知识管理,No two Knowledge Management implementations will be the same since the infinitely variable human being is central to it.,由于知识管理的执行者是不同个体的人，所以具体的执行方式也会略无所同,何谓知识管理（续）,The majority of Knowledge Management implementations are unsatisfactory as inappropriate,standardised approaches are forced upon the varying predicament of the uninformed by the uninformed.,多数知识管理执行方案之所以不尽如人意，是因为其制定和执行者的无知。由于为不同的窘境所迫，他们采取了千人一面这样欠妥的方式。,Epistemologies what are they?,认识论角度的分析？,AUTOPOIETICS,自我创生性,清楚,Clear,Fairly clear may be bifurcated,比较清楚（可能分为两部分）,有所偏爱,Some preferences,“顺风倒”,“Flexible”,千篇一律,All things to all people,迷茫 Confused,不知所措 Very confused,CONNECTIVISTS,连通性,COGNITIVISTS,认知性,Ardent,axiologist,狂热的价,值论者,Ardent logical,positivist,狂热而又不失理,性的实证主义者,Cognitivist Connectivist Autopoietic,认知性 连通性 自我创生性,Epistemology and value theory认识论和价值论,Ardent,Axiologist,狂热的价,值论者,Ardent logical,Positivist,狂热,而又不失理性,的实证主义者,Cognitivist Connectivist Autopoietic,认知性 连通性 自我创生性,Document,Management,文本管理,Content,Management,内容管理,Complex,Groupware,合成组件,Simple,groupware,单一组件,Capability,directories,能力目录,All/any/none,所有、任何、没有,什么样的知识管理工具才适合他们？,What KM tools suit them?,Boisot的社会学习周期 Boisots Social Learning Cycle,Scanning,审视,Dissemination,传播,Absorption,吸收,Problem Solving,解决问题,Abstraction,抽象化,Impacting,影响,Look on this as the simple life cycle of knowledge.,请大家看一下这个简单的知识生命周期。,Technology and new business environments such as the family of e-businesses present alternative realities for each leg but the basic step is invariant.,电子商务这类技术和交易环境的出现，使得图中每一步的实现方法有了别样的方式。不过基本步骤还是万变不离其宗。,Scanning,审视,第一步：审视（1）Step 1-Scanning(1),A many-to-few(one)activity in which all known relevant information is collected.This can be both a tacit and and explicit knowledge activity.,这是一种以多对少（或对一）的活动，人们通过这个过程收集已知的相关信息。这种知识行为可以是隐性的，也可以是显性的。,This is carried out for the team by the individual researcher or a small group.,这一步骤由个体的研究者或小组完成，其服务对象是一个团队。,Step 1-Scanning(2),第一步：审视（2）,Helped by,促进因素,Hindered by,阻碍因素,Excellent libraries(electronic or traditional)and excellent access,发达的图书馆系统（电子或传统形式的）和便利的浏览渠道,Professional technology watchers,专业的技术监督者,Special interest groups,特定的爱好者群,Time and ability to communicate,具备沟通的时间和能力,Training in the scientific method,科学的培训方法,Not invented here,相应机构贫乏,Uncertainty of purpose,目标不明,Poor sources,资源短缺,Fear of plagiarism and depredations from those with vested interests,惧怕对既得利益的剽窃和掠夺,No idea how to research,不知如何进行研究,第一步：审视（2）-续,An understanding of purpose No time to research,对目标的理解 没有时间进行研究,Supportive IT IT which hinders,有IT技术支持,信息技术方面有困难,Reward for contribution,Silos and artificial boundaries,劳有所得,自然和人为的界线,Willingness to learn both as,Utilisation rate mentality,an individual and as,智力利用率,an organisation,无论作为个人还是组织，,都十分好学,你用什么方法更好地审视问题?,How do you facilitate scanning?,Specialist material to individual/SIG or to the organisation.,专家研究个人（有共同观点的人群）或组织的素材,Information scientists,信息科学家,Requests,要求,Results,结果,Specialist,专家,解决问题,Problem Solving,第二步：解决问题（1）,Step 2-Problem Solving(1),Can be an individual process but the use of teams is most common in this step.Accumulated information is used in solving previously un-addressed problems and creative problem solving is critical.Communication in and between teams is also critical.,这可以是一个个人化的过程，但团队的使用在这一过程中却十分普遍。人们根据先人积累的信息去解决以前没有涉及的问题，当然，创新性的解决方式也是十分重要的。团队内部与团队之间的交流、沟通也很重要。,This is carried out for the benefit of the internal and external customer.,进行这项工作，是为了服务内、外部客户的利益。,第二步：解决问题（2）,Step 2-Problem Solving(2),Helped by,促进因素,Hindered by,阻碍因素,Creative problem solving techniques available and used,具备并能运用创造性的技巧解决问题,TRIZ if appropriate,适当的创造性解决问题方法,Incubator IT if appropriate,适当的IT技术孵化器,Trust and no fear of ridicule,信任，不惧讥讽,Refined understanding of the problem,对问题的精辟认识,Recording results as appropriate,适当的结果记录,No incentive to share solutions,没有分享解决方案的动机,Not invented here,相应机构匮乏,Cant save unused solutions,无法保存没有使用过的解决方案,Management intolerant of failure,管理层对失败的容忍,Too much rigour too early,过严、过早,Big picture of the problem is obscured and no contact with customer,对问题的轮廓不明，没有接触顾客,第二步：解决问题（2）-续,Teams fully trained,functioning,Management unaware of what it and with links to parallel teams,takes to solve worthwhile problems,受过完整培训的团队，运行良好，管理层对解决认为值得的问题所需的步骤不了解,并能和其他团队沟通,Constructive conversation,Intolerance of the need for,建设性对话,communication opportunities,无法忍耐沟通的需要,解决问题的一般过程A generic process for problem solving,Analyse the,Problem,Information,分析问题信息,Refine&state the,Problem,提炼并陈述问题,Select the,solution,Technique,选择解决技巧,Generate,consequences,&selection,导出结果并做出选择,Search for,ready-made,Solutions,寻找现成,的解决方案,Decide on,solution,Evaluation,决定对解决方案,进行评估,State the,Problem,陈述问题,Generate,solutions,提出解决办法,Select,Solution(s),选择解决方案,契机：遇到问题,The stimulus a problem,Implementation,执行,技巧的种类 Types of Technique,There are about 150 described in the literature,they are roughly divided by function as follows:,文献记载的技巧有大约150种，按功能可分为如下几类：,But youd be surprised how,similar they are in their dependence on the metaphor,而这些技巧都有一个共性，即对潜台词的强烈依赖，这可能会使你感到惊讶。,Techniques to help,define the problem,确定问题的技巧,Divergent techniques,for the individual,不同的个人技巧,Divergent techniques,for teams,不同的团队技巧,Convergent techniques,趋同的技巧,抽象化,第三步：抽象化（1）Step 3-Abstraction(1),Can be an individual process but the use of teams is most common in this step.Solutions are developed into general statements(but often not)and are recorded to the most efficient extent by the team and submitted to the knowledge repository.Depending on its potential use and its nature,it may be recorded for simple retrieval or recorded complexly with context as required.,这也可以是一个个人化的过程，并且团队的使用也最普遍。人们将对问题进行大体的陈述（实际中通常不这样），并以最有效的方式对团队的陈述内容进行记录，然后存入知识库中。根据其使用潜力和本质的不同，对这部分内容既可以以简单的备检的方式存储，也可以按要求，将其背景情况一同存储起来。,This is carried out for the benefit of the internal and external customer.,进行这项工作，是为了服务内、外部客户的利益。,第三步：抽象化（2）Step 3-Abstraction(2),Helped by,促进因素,Hindered by,阻碍因素,Management supports obtaining a full understanding and the team has the ability to do it.,充分理解管理方面所提供支持的重要性，且团队有能力操作,IP department facilitates when appropriate,项目处理部门适时的协助,Results published internally and externally as appropriate,适时地向企业内外公布研究结果,IT supports recording in a style that will help re-use,利用IT技术协助记录，以便再利用,Too much faith or dependence on IT,对IT技术过分迷信或依赖,Feeling that there is no need to record as it is boring and there is no incentive to publish externally,认为记录工作枯燥而没有必要，且不想对外发布资料,Generalisation seen as an unnecessary extra activity,认为归纳工作是不必要的多余行为,Customers not made aware of the possibilities,客户对存在的可能性不了解,第三步：抽象化（2）-续,Management supports Management erects barriers to,non-IT communication recording and generalisation,管理层对非IT领域交流的支持,管理层为记录和归纳工作设置层层障碍,Team reward is the norm No verbal presentation/training in,奖励整个团队是最起码的标准,the results-no learning,对研究结果没有口头的论述或培训，,就不会学到东西,Competence is allowed to grow Knowledge hoarding protects,允许能力进一步加强,job and reputation,认为知识的藏而不露是工作和名誉的保障,Semantics,mentalese and to a lesser extent,ontology,all play an important part.Semantic networks are expensive but necessary and this has to be understood.Other than for strategic and tactical reasons,the part played by mentalese vitally affects the degree of codification desirable or possible.,语义学、精神语言，甚至从更小范围说，存在论都在这里扮演了重要角色。虽然建立语义学网络耗资巨大，但却十分值得，这一点还望大家理解。相比之下，精神语言的作用还不体现在战略、战术方面，而更主要的还是对规范等级是否理想或可能构成影响。,推动抽象化过程的完成Facilitating abstraction,Dependent on the characteristics of your people,those of organisations with which you may collaborate or co-operate and the consequences of knowledge mis-understanding,define the degree of codification appropriate to you.,根据你手下人以及合作组织员工的个性，还有对认识产生误解的后果，对其进行分级，使之适合于你。,Are there any other factors?,Recognise the importance of the scientific method.,那么还有其他因素吗?,你还要认识到运用科学方法的重要性。,隐性与显性的平衡（1）The tacit/explicit balance(1),Somebodys new knowledge,某人的新知识,Easily recorded,容易记载,Hard to,record,难于记载,Not,possible?,不可能？,Zones of flexibility,弹性区,Worth the effort if context is important,Worth the effort if the company is cognitivistic,如果其背景重要就值得努力,如果公司认知能力高就值得努力,Not worth the effort if the company is autopoietic or connectivist,Not worth the effort if it is quicker to re-learn than record,如果公司属于自我创生或靠关系维持的类型就不值得努力,如果再学习比记载进度快就不值得努力,Tacit-may be,minimised by,conversation,otherwise it is experienced personally,默许：这一部分可通过谈话最大程度的抵消。否则就需要个人去完成了。,隐性与显性的平衡（2）The tacit/explicit balance(2),Unfocused strategy,发散型战略,Focused strategy,集中型战略,Strategy of,codification,编码化战略,Strategy of,staying tacit,保持默许的战略,Make sure you codify more material than before its not too important how you do it.,你只需要确定比以前做了更多的资料编码工作就可以了，具体怎么做并不重要。,Decrease the absolute level of codification but beware of the“Wagon Wheel Bar”situation.,减少编码中的绝对化程度，但还要注意“车轮条幅”的情况。,Systematically increase the level of codification and make sure you have a single coherent approach.,系统化地加强编码的级别，并确保你能遵循一个前后连贯的方法。,Codify except where knowledge leakage would be damaging.Beware the“Wagon Wheel Bar”.,除了有害的知识泄露外，对一切都予以整理。注意,“车轮条幅”的情况,。,第四步：传播（1）Step 4-Dissemination(1),Dissemination,传播,This is now dominated by technology in the form of LANs,intranets,extranets and the internet with e-mail fast becoming a major detractor from efficiency.IT is not strictly necessary in a small company.,局域网、企业内部网、外联网，以及互联网和电子邮件这些技术垄断了时下的传播形式，但同时它们也降低了人们的效率。对小公司来说，IT技术并非不可或缺。,Dissemination also includes external publication which can be,and often is,still very old fashioned.,传播形式中还包括对外出版，而且通常采用传统媒体的方式。.,This is carried out for the benefit of the community at large as well as the internal and external customers.,进行这项工作是为了保证内外部客户最大的一致性利益。,第四步：传播（2）Step 4-Dissemination(2),Helped by,促进因素,Hindered by,阻碍因素,Appropriate IT integrated with the IT of the recipients,将IT技术与受众的IT技术适当的融和起来,Care with the use of e-mail,谨慎使用电子邮件,Diversity of means to disseminate to a diverse group of recipients,利用不同的方式将信息传播到不同的受众人群中去,IT easy to use from a mechanistic standpoint and people are trained to use it,从技术角度看，IT技术要便于使用。同时要训练人们去使用它。屈从于IT知识储备是很容易的。IT技术的确减少了地理因素带来的不便。管理层要将传播视为任何一项计划的有机组成部分。,Technical silos,技术保密,Restricted networks,网络限制,Bespoke publication techniques,死板的宣传方式,Management policy on publication,style,content,IP.,对出版、风格、内容及项目处理强加管理政策,Few web publishing skills,缺乏网络出版技巧,第四步：传播（2）-续,Submission to the IT knowledge Forgotten traditional methods,repository is easy,把传统的方法置之脑后,屈从于IT知识储备是很容易的,IT truly shrinks geographical effects Misuse of e-mail,IT技术的确减少了地理因素带来的不便 滥用电子邮件,Managers see dissemination,as integral to a project,管理层要将传播视为任何一项,计划的有机组成部分,Although there are problems across cultures and JV partners,the issues of dissemination centre around IT and OS.Here are some network options but which should you recommend or use in which occasions:,虽然由于文化的的不同，以及合作者涉世不深的缘故，会出现一些问题，但这里研究传播问题的中心还是围绕IT技术和操作系统展开。下面是一些你会推荐或使用的网络形式：,Intranets,extranets,WANs/LANs,Internet,None of these.,企业内部网、外联网、广域和局域网、互联网、其他。,促进传播工作Facilitating dissemination,BUT tacit knowledge exchange requires other methods such as:,Wagon Wheel Bar,other tacit exchange processes,chat rooms,cafs,但是，隐性知识交换还需要采用其他方式，诸如:在“车轮酒吧”聊天，参与其他隐性交换过程，如到聊天室和咖啡厅交谈等。,Socialise,社会化,Internalise,主观化,Combination,组合,Externalise,具体化,From,源自,Tacit,隐性,Explicit,显性,To,用于,Tacit,隐性,Explicit,显性,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 accommodate tacit and explicit exchange.Explicit absorption must acknowledge the need for the context and should facilitate publishing on demand.,这一步对知识再利用的影响与第三和第四步很相近。由于吸收的方式要与抽象化和传播的方式匹配，因此必须包含隐性和显性的交换。显性吸收的进行首先要承认对知识的需求，并在需要时推出更多出版物。,This is carried out for the benefit of the receiver and his/her customers.,进行这项工作是为了维护受众及其客户的利益。,Absorption,吸收,第五步：吸收（2）Step 5-Absorption(2),Helped by,促进因素,Hindered by,阻碍因素,Appropriate IT compatible with the IT of the poster and general retrieval ability,能够兼容网络贴图及公众检索的适当IT技术,Understanding of the structure of the group that created it,了解创建这种技术的工作组机构,Understanding of their context if appropriate,如果合适的话，了解其上下文,Feedback on use,对使用情况的反馈,Readiness to acknowledge sources,愿意承认信息出处,Not invented here,pride,不予理会、态度傲慢,Restricted vision of application,对信息应用的看法狭隘,Knowledge hoarding attitudes,“知识保护主义”,Lack of clarity about ultimate use of material,对物尽其用缺乏认识,Restricted access to sources,限制他人获取资源,Management attitude to collaboration,在合作上采取得过且过的态度,第五步：吸收（2）-续,Access to,and open dialogue with originators,接触原作者，并与其公开对话,Common language and understanding,用词通俗易懂,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.,知识管理这一概念已为人们接受，这里无需赘言。但有一点还需指出，在整个学习循环中，吸收过程是创作者对使用者产生影响的一步，也是他们之间循环的开始。,The following sequence is popular but probably misguided:Data Information Knowledge Wisdom.In any case,degradative pathways are most common:,数据信息知识智慧，大家可能都很熟悉这个顺序，但也恰恰是这个顺序能产生误导。在多数情况下，下面画出的降级路线图才是最普遍的事实。,如何更好地吸收Facilitating absorption,ORIGINATOR,创作者,Wisdom,智慧,Knowledge,知识,Information,信息,Data,数据,接受者,Wisdom,智慧,Knowledge,知识,Information,信息,Data,数据,第六步：影响（1）Step 6-Impacting(1),影响,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 organisation are applied at this stage.,影响的产生是知识使用者对自身状态改变的肯定。在这一阶段，知识传播的量化以及它对组织的整体影响开始起作用。,Although cycles can be restarted at any time(or at any point dependent on the relationship of the individual to the originator),completion of the cycle represents the high value outcome.,虽然学习循环可以在任何时候重新开始（或者在任一点，这取决于个人与原作者的关系），但如果能够完成整个循环，将为我们很大的收益。,This is carried out for the benefit of the community at large.,从大局上说，这一步工作的进行是为了整体的利益。,第六步：影响（2）Step 6-Impacting(2),Helped by,促进因素,Hindered by,阻碍因素,A way of showing that it was all worthwhile to the company,有一套向企业展示价值的方式,Feedback and appropriate rewards,反馈及适当的奖励,The ability to predict where else the knowledge may be used,具备预知其他知识用途的能力,Technology/business forecasting,预见技术和商机的能力,Feedback to peripheral players in the learning cycle,对学习循环中的边缘参与者予以反馈,No appropriate metrics on knowledge creation and use,在知识创新与利用上没有适当的量化方法,No way of showing how it helped the organisation meet its strategic goals,没有合适的向企业展示知识如何服务其战略目标的方法,Crude accounting/cost-benefit studies,对成本收益及会计方面的研究粗枝大叶,No update of the companies competencies or those of its people,对企业及员工的资质不予提高,Lack of reward or incentive to do it again,没有相应的奖励机制或