知识工作者需要更好地管理--外文文献翻译.doc

浅析企业中知识型员工的激励 /文献翻译 19
知识工作者需要更好地管理
Allan Alter
知识工作者可以发挥更好，如果我们只知道如何管理他们，托马斯说，达文波特。 His suggestion: Don't treat them the all same, and measure them tactfully. 他的建议：不要对待他们的所有相同的，他们巧妙的措施。
They don't like to be told what to do.他们不喜欢被告知该怎么做。 They enjoy more autonomy than other workers.他们享有更多的自主权比其他工人。 Much of their work is invisible and hard to measure, because it goes on inside their heads or outside the office.他们的大部分工作是无形的，难以衡量，因为它内部的负责人或办公室以外的地方。 They are a growing part of the US workforce, and their skills are hard to replace.他们越来越多的美国劳动力，他们的技能是难以替代。
They're knowledge workers, and they are performing well below their potential because companies still don't know how to manage them, says Thomas Davenport, professor of information technology and management at Babson College, in Wellesley, Mass., and director of research for Babson's executive education program.他们是知识型工人，他们的表现远远低于它们的潜力，因为公司仍然不知道如何管理他们，达文波特说，托马斯教授的信息技术和管理Babson学院，在韦尔斯利，马萨诸塞州与研究部主管为巴布森的行政教育课程。
"Knowledge workers are going to be the primary force determining which economies are successful and which aren't," he says. “知识工人将成为主要力量确定哪些经济是成功的，哪些是没有， ”他说。 "They are the key source of growth in most organizations. New products and services, new approaches to marketing, new business models—all these come from knowledge workers. So if you want your economy to grow, your knowledge workers had better be doing a good job." “他们的主要增长源在大多数组织。新的产品和服务，新的办法，市场营销，新的商业模式，所有这些来自于知识型工人。所以，如果你想你的经济增长，您的知识工作者最好做了搞好。”
Yet after studying more than 100 companies and 600 individual knowledge workers, Davenport has come to the conclusion that the old dictum of hiring smart people and leaving them alone isn't the best way to get the most out of knowledge workers.然而，在研究100多个公司和600名个人的知识型工人，达文波特已经得出的结论是，旧的格言雇用聪明的人，使他们本身的最佳途径获得最大的知识型工人。 As he writes in his latest book, "Thinking for a Living: How to Get Better Performance and Results from Knowledge Workers" (Harvard Business School Press, July 2005), although knowledge workers "can't be managed in the traditional sense of the word, you can intervene, but you can't do it in a heavy-handed, hierarchical way."正如他写在他的最新著作“思考的生活：如何获取更好的性能，结果知识工人” （哈佛商学院出版社， 2005年7月） ，但知识型工人“不能被管理的传统意义上的总之，你可以进行干预，但是你不能这样做了繁重的手，分层的方式。”
Executive Editor Allan Alter has followed Davenport's career from his days as a pioneering thinker on business process reengineering and knowledge management.执行编辑阿兰随后改变了达文波特的职业生涯从他的天，是一项开创性的思想家的业务流程重组和知识管理。 He met with Davenport in his office at Babson College's School of Executive Education in order to learn how managers, and CIOs in particular, can improve the performance of this critical segment of the workforce.他会见了达文波特在他的办公室在巴布森学院的学校执行教育，以了解如何管理人员， CIO们尤其可以提高性能的这一关键部分的劳动力。 An edited version of their discussion follows.经过编辑的讨论如下。
CIO Insight: How do you define knowledge workers?CIO的洞察：你如何定义知识型员工？
DAVENPORT: People whose primary job is to do something with knowledge: to create it, distribute it, apply it.达文波特：人民，其主要工作是做一些知识：创建，分发，适用于它。
Most of the time they also have a high degree of education or expertise.大多数时候，他们也有高度的教育或专业知识。 They include anywhere from a quarter to a third of the workforce, but not everyone who uses knowledge.它们包括从地方四分之一到三分之一的劳动力，但不是每个人都谁使用知识。 If you are digging ditches, you may have some knowledge on the job, but it's not the primary purpose of what you do.如果您是挖沟渠，你可能有一些知识的工作，但不是主要目的，你怎么做。
Are companies doing a good job of managing and improving the performance of knowledge workers?是企业搞好管理和改善性能的知识工作者？
They're not.他们不是。 What most organizations do is HSPALTA: Hire smart people and leave them alone.大多数组织是什么做的是HSPALTA ：租用聪明的人并让他们独立。 We've spent a lot of effort recruiting knowledge workers and assessing how capable they might be before we hire them.我们已经花了很多努力招募知识型工人和评估能力，他们如何可能在我们聘请他们。 But once they're hired we don't do a lot to improve their performance.但是，一旦他们雇用我们不会做许多事情来提高它们的性能。 Process improvement has mostly been for other workers: transactional workers, manufacturing workers, people in call centers.工艺改进主要是对其他工人：交易工人，生产工人，人民的呼叫中心。 All the serious approaches to improving work have largely escaped knowledge work.所有这些严重的办法，改进工作基本上逃脱知识的工作。
We let knowledge workers get away with saying there's no process to their work, that every day is different.我们让知识工作者逃脱说，没有进程，他们的工作，每天是不同的。 We don't measure much of anything about knowledge work.我们没有衡量的事情很多知识的工作。
If we don't measure knowledge work, why do you think there's room to improve knowledge worker productivity and performance?如果我们不这样做衡量知识的工作，你为什么认为有改善的空间知识工作者的生产力和业绩？
It's a pretty well-informed hunch.这是非常明智的预感。 People improve processes all the time; they just haven't done it with knowledge-work processes as much.人民改善流程的时候，他们只是还没有做到与知识的工作流程多。 It's an extrapolation of the same logic in other work, that processes can be improved.这是一个推断同样的逻辑在其他的工作，这过程可以得到改善。
Here is one number that indicates performance and productivity can be improved: IDC found that 1,000 knowledge workers can lose as much as $6 million a year just searching for nonexistent data, or repeating work that has already been done.这是一个数字，显示业绩和生产力可提高： IDC公司发现， 1000个知识工作者会失去多达600万美元的一年刚刚寻找不存在的数据，或重复的工作，已经做了大量工作。 Is it possible every knowledge worker is working to his or her potential?是否有可能每一个知识工作者正在努力他或她的潜力？ It's possible, but unlikely.这有可能，但可能性不大。 We can get a lot better at improving their performance.我们能够做很多更好的改善他们的业绩。
Why aren't more companies getting better performance from knowledge workers?为什么没有更多的企业获得更好的性能从知识工作者？
One of the problems is we treat all knowledge workers alike.其中一个问题是我们对待所有知识工作者一样。 Obviously it's more convenient and efficient to impose the same solution on everybody.显然，这是更方便和有效的实施同样的解决办法大家。 Certainly in IT, broadly speaking, we try to.当然，在IT ，广泛意义上来讲，我们尝试。 It's troublesome if everyone wants different software and computing environments, so we create common environments.这是棘手的，如果每个人都希望不同的软件和计算环境，所以我们创造共同的环境。 But people work in different ways.但是，人们的工作方式不同。
And politically, we don't want to admit that some knowledge workers are better than others, and that some might deserve different office environments and technologies.在政治上，我们不想承认，一些知识型工人均优于其他国家，而且有些人可能会得到不同的办公环境和技术。 We don't mind treating the C-suite differently—why not our most productive knowledge workers?我们不介意治疗的C -套件不同，我们为什么不能最富有成效的知识工作者？ These are the people determining the future of your company.这些人决定未来的公司。
Companies have spent billions on IT to help knowledge workers.公司已经花费了数十亿的IT来帮助知识工作者。 Why aren't our knowledge workers getting more from all these inves为什么不是我们的知识型工人越来越多从所有这些投资？
Most people feel more productive, and in part they are.大多数人觉得更有成效，并在它们的一部分。 But we spend a huge amount of time futzing around with stuff.但是，我们花了大量的时间与futzing周围的东西。 Most organizations have no training or education on how to use these tools effectively in their work.大多数组织没有任何培训或教育就如何使用这些工具有效的工作。 Call somebody in a big organization and say, "Transfer me to your colleague Bruce down in accounting," and 90 percent of people will say, "Gee, I'm not really sure I remember how to transfer. Here's Bruce's number just in case."呼叫某人在一个大的组织和说， “我转让给您的同事布鲁斯在会计， ”和百分之九十的人会说：“哎呀，我不相信我还记得如何转移。这里的布鲁斯的一些以防万一 。”
We've had call transfer capabilities for 40 years in organizations.我们已经呼叫转移能力， 40年的组织。 Why can we still not use them?为什么我们还没有使用它们？ The same thing is true of all these other devices—laptops, desktops, PDAs, cell phones.同样的事情是真的所有这些其他设备，笔记本电脑，台式机， PDA ，移动电话。
Even when people are trained on knowledge-oriented applications, such as Excel, PowerPoint, CAD or CRM, the training focuses on how the software package works, not on how it fits into the context of the job.即使当人们对知识的培训注重应用，例如Excel ， PowerPoint中，计算机辅助设计或客户关系管理，培训的重点是如何运作的软件包，而不是它如何融入方面的工作。 The vast majority of organizations that implemented CRM didn't really help their salespeople figure out how to use the system effectively to help them sell better.绝大多数的组织，实施的CRM并没有真正帮助他们的推销员弄清楚如何使用该系统有效地帮助他们销售更好。 It's one of the reasons CRM has had the problems it has had.它的原因之一了客户关系管理的问题有过。 People were not comfortable using it with the customer around.人不舒服利用它与客户周围。 And there weren't any good examples of how salespeople did their work, so a lot of CRM systems were not effective at all.有没有好的例子，说明他们的销售工作，所以很多CRM系统没有有效地在所有。
Why hasn't knowledge management helped more in the effort to improve knowledge-worker performance and productivity?为什么没有知识管理帮助更多的努力来改善知识工作者的性能和生产力？
Knowledge management was an early attempt to intervene in knowledge work.知识管理是一个早期企图干预知识的工作。 For the most part, it wasn't particularly successful, because we didn't look closely at how knowledge workers did their work.在大多数情况下，它不是特别成功，因为我们并没有仔细考虑如何知识型工人没有他们的工作。 We tried to be too broad in our focus.我们试图过于宽泛的重点。
Most organizations simply created one big repository for all knowledge and all workers.大多数组织仅仅创建一个大仓库的所有知识和所有工人。
The only way we can get people to use knowledge on the job is to understand how they do their jobs, and then figure out some way to inject knowledge into the course of their day-to-day work, not make it a separate thing you have to consult when you need knowledge.只有这样，我们可以让人们利用知识的工作是了解它们如何做他们的工作，然后找出某种方式注入知识转化的过程中他们的日常工作，而不是使它成为一个单独的你已进行磋商时，你需要的知识。
We have to be much more targeted in approaching knowledge management.我们必须更加有针对性的在处理知识管理。 We have to target a specific job.我们的目标的具体工作。 And the best way is to use technology to bake the knowledge into the job.而最好的办法是使用技术来烘烤的知识融入工作。
One example I'm fond of—I wish I could find a lot more—is Partners HealthCare System, an organization of Harvard teaching hospitals in the Boston area.一个例子我喜欢，我希望我能找到更多的，是医疗系统的合作伙伴，一个组织哈佛大学的教学医院在波士顿地区。 As with a lot of jobs, there's just too much knowledge for a Partners physician to master.由于有很多的就业机会，但只是知识太多了合作伙伴的医生掌握。 About 260,000 articles are added to the biomedical literature every year.大约有26.0万条增加了生物医学文献，每年。 So every time a doctor orders a test, a drug or a referral, the order-entry system checks it out and asks if it's consistent with best medical practice.因此，每当医嘱测试，药物或转诊，该命令进入系统检查出来，并询问如果是符合最佳的医疗实践。
The system might come back and say, "Sorry doc, but that's the wrong drug for this setting, according to the Partners drug therapy committee."该系统可能会回来，说： “很抱歉文件，但这是错误的药物，这种背景下，根据合作伙伴委员会的药物治疗。 ”
It takes a key work activity and injects knowledge into the process without the doctor having to go look things up.它的主要工作活动和知识注入到无的过程，医生不得不去寻找的东西了。 This works extremely well.这个工程非常好。 It's reduced adverse drug events, as they call drug mistakes, by 55 percent.这是减少药物不良事件，他们称之为药物的错误，由百分之五十五。 It's also resulted in fewer medical errors, fewer malpractice suits, and much faster response in terms of introducing new knowledge to doctors.这也是导致医疗事故的发生较少，更少的医疗事故诉讼，以及更快的响应，引入新的知识，以医生。
How do you get physicians to prescribe a new drug?你如何获得医生的处方一个新的药物？ You put it into the system, and it says that the Lipitor you had to take twice a day is now available in a once-a-day version.你把它变成制度，并且说，辉瑞你不得不采取一天两次现提供每天一次的版本。 Doctors might not know about it if they had to master that knowledge individually.医生们可能不知道，如果他们掌握的知识个别。
How do we improve knowledge worker performance? 我们如何提高知识工作者的效能？
There ought to be a lot more experiments.人们应该更多的实验。 We have experiments now, but we don't measure anything, so we don't learn anything.我们现在的实验，但我们不衡量什么，所以我们就没有学到任何东西。
If we say we're going to put people in cubicles to improve communication, then we ought to at least measure some subjective aspects of communication before and after.如果我们说我们要建立人民房间，改善通讯，那么，我们应该至少测量一些主观方面的沟通之前和之后。 We ought to see if cubicles work well with a small group before we put a whole company into them.我们应该看到，如果房间的工作以及与一小群之前，我们把整个公司纳入其中。
What is the most radical change that's needed in the management of knowledge workers? 什么是最激进的变革，需要在管理知识工作者？
We need to start focusing much more on job-specific knowledge and information environments, at least from an IT perspective.我们需要开始关注更多的特定的职业知识和信息的环境，至少从IT的观点。 That's why I'm so fond of the Partners Healthcare example.这就是为什么我很喜欢的合作伙伴，健康的例子。 Another example is Capital One, where they're creating an information and knowledge environment for people who design credit card offers.另一个例子是第一资本，他们正在建立一个信息和知识的环境，人谁设计的信用卡提供。 Their credit card analysts, who do 30,000 experiments a year on what works in getting responses to credit card solicitations, figure out what rate they should offer for a particular customer segment, and decide what the attributes of the product are going to be, who's most likely to pay off their bills, and so forth.他们的信用卡分析师，谁做实验30000一年什么作品获得答复信用卡招标，找出率，他们应该提供针对特定客户的部分，并决定什么属性的产品将是，谁最可能还清他们的帐单，等等。
They won't share much, but the idea is that when they design a new offering, the system tells them that blue envelopes don't work for this audience, or the optimum interest rate for balance transfers for that audience is 1 percent over prime.他们不会很大份额，但想法是，当他们设计出新产品，该系统告诉他们，蓝色的信封不工作的这观众，或利益的最佳平衡率为转移的观众是1比总理。 It allows the analysts to learn from the vast amount of experimentation that Capital One has done.它允许分析家学习大量的试验，资本的一个工作。
Capital One applies some of the same experimental approaches to technology.资本的一个适用于一些相同的实验方法技术。 Do their knowledge systems really work?做自己的知识体系真正的工作？ Does it improve productivity?它是否提高生产力？ Does it improve communication?它是否改善沟通？ All the things that people talk about but never really measure.所有的东西，人们谈论，但从来没有真正的措施。
Designing these knowledge environments for knowledge workers is expensive and hard to do.设计这些知识的环境，知识型工人非常昂贵，而且很难做到。 But if we're serious about making knowledge workers more productive, we're going to have to focus on particular jobs and sometimes even particular individuals.但是，如果我们很认真地对待决策知识工作者变得更有效率，我们将不得不把重点放在特定的工作，有时甚至是特定的个人。
There are a whole range of possibilities for differentiating knowledge workers so that we don't treat them all the same.有一整套的可能性鉴别知识型工人，使我们不把他们都不尽相同。 I don't think you should use any one segmentation approach, but the one I like best is a 2-by-2 matrix that's based on how much collaboration is involved in the job, and how much expertise is involved in the job.我不认为你应该使用任何一个分割的办法，但我最喜欢的是一个2 × 2矩阵的基础上多少协作参与的工作，有多少知识是参与这项工作。
Intel has five or six categories that differentiate knowledge workers on the basis of mobility and how aggressively they adopt technology.英特尔五个或六个类别，不同知识型工人的基础上，调动和如何积极，他们通过技术。 There are "cube captains" who don't move around much, and "nomads" who move around a lot and need portable technology.有“立方体队长”谁不走动了，和“游牧民族”谁移动了很多，需要携带技术。 Some involve factory workers and others who don't have a lot of personal technology available.有些涉及到工厂工人和其他人谁也没有大量的个人技术。
This sounds as if it's the company's job to tell knowledge workers what works. 这听起来仿佛是该公司的工作向知识型工人是什么在起作用。 Don't knowledge workers prefer to learn from one another? 不要知识工作者更了解彼此？
Maybe.大概。 I think a good learning program for knowledge workers would combine classroom learning and learning at their workstations.我认为，一个良好的学习计划，知识工作者将结合课堂学习和学习他们的工作站。 What we all want is just-in-time learning, where when we have a problem we'll click on a learning program and it'll tell us how to add