老子道德經(jīng)第七十一章

WorkingSmarter,

NotHarderChapter11整理課件OBJECTIVESWhatisKnowledgeManagement?WhyKnowledgeManagementKMMythsImplicationsforKnowledgeManagement2整理課件Knowingignoranceisstrength

Ignoringknowledgeissickness

—LaoTsu老子道德經(jīng)第七十一章知不知上

不知知病夫唯病病是以不病聖人不病以其病病

Knowingignoranceisstrength.Ignoringknowledgeissickness.Ifoneissickofsickness,thenoneisnotsick.Thesageisnotsickbecauseheissickofsickness.Thereforeheisnotsick.3整理課件WorkingSmarter,NotHarderOverlappingHuman/Organizational/TechnologicalfactorsinKM:People(workforce)OrganizationalProcessesTechnology(ITinfrastructure)4整理課件OVERLAPPINGFACTORSOFKMKnowledgePEOPLETECHNOLOGYORGANIZATIONALPROCESSES5整理課件OVERLAPPINGFACTORSOFKMTheidealorganizationisonewherepeopleexchangeknowledgeacrossfunctionalareasofthebusinessbyusingtechnologyandestablishedprocesses.Theexchangemaybeforpolicyformulationandstrategy,fortraininganddevelopment,orforproblemsolvinginteams.Noneofthethreeareascanfunctionindependentlyofoneanother.6整理課件WHATISKNOWLEDGEMANAGEMENT?Processofcapturingandmakinguseofafirm’scollectiveexpertiseanywhereinthebusinessDoingtherightthing,NOTdoingthingsrightViewingcompanyprocessesasknowledgeprocessesKnowledgecreation,dissemination,upgrade,andapplicationtowardorganizationalsurvivalPartscience,partart,partluck7整理課件EXPLICITANDTACITKNOWLEDGEOralCommunication“Tacit〞Knowledge50-95%InformationRequest“Explicit〞KnowledgeExplicitKnowledgeBase5%InformationFeedback8整理課件THEKNOWLEDGEORGANIZATIONCreateKnowledgeOrganizationCollectOrganizeRefineDisseminateCultureLeadershipTechno-logyIntelligenceMaintainCompetitionKnowledgeManagementProcessKMDrivers9整理課件THEKNOWLEDGEORGANIZATIONThemiddlelayeraddressestheKMlifecycleAknowledgeorganizationderivesknowledgefromcustomer,product,financial,andpersonnelpracticesknowledge.10整理課件THEKNOWLEDGEORGANIZATIONCustomerknowledgeTheirneeds,whotocontact,customerbuyingpower,etc.ProductknowledgeTheproductsinthemarketplace,whoisbuyingthem,whatpricestheyaresellingat,andhowmuchmoneyisspentonsuchproductsFinancialknowledgeCapitalresources,wheretoacquirecapitalandatwhatcostPersonnelpracticesknowledgeTheexpertiseavailable,thequalityservicetheyprovide,andhowtogoaboutfindingexperts,especiallyincustomerservice11整理課件THEKNOWLEDGEORGANIZATIONIndicatorsofknowledge:thinkingactivelyandahead,notpassivelyandbehindUsingtechnologytofacilitateknowledgesharingandinnovation12整理課件IDEALKNOWLEDGEMANAGEMENTPEOPLEKnowledgeBaseOutsideEnvironmentExistingmethods/processes

LearningNewideasConversionInsightsKnowledgeCreationOrganizationalBenefitsCodifiedTechnology

NewproductsNewmarketsSmarterproblem-solvingValue-addedinnovationBetterqualitycustomerserviceMoreefficientprocessesMoreexperiencedstaff13整理課件IDEALKNOWLEDGEMANAGEMENTTheidealknowledgeorganizationallowspeopletoexchangeknowledgeacrossfunctionalareasviatechnologyandestablishedprocessesKnowledgeinternalizedandadoptedwithinthecultureoftheorganization14整理課件DETERMINANTSOFKMSUCCESSPeopleSharingknowledgebasedonmutualtrust15整理課件WHYKNOWLEDGEMANAGEMENT?Sharingknowledge,acompanycreatesexponentialbenefitsfromtheknowledgeaspeoplelearnfromitBuildingbettersensitivityto“braindrain〞ReactinginstantlytonewbusinessopportunitiesEnsuringsuccessfulpartneringandcorecompetencieswithsuppliers,vendors,customers,andotherconstituentsShortensthelearningcurve16整理課件THEDRIVERSTechnologyDrivers.Datacommunications,networking,andwirelesstransmissionStore,communicate,andexchangedataathighspeedProcessDriversEliminationofduplicatemistakesThewaycompaniesreacttomarketchanges(JIT)Personnel-SpecificDriversMinimizingpersonnelturnoverMinimizingknowledgewalkouts17整理課件THEDRIVERSKnowledge-RelatedDriversKnowledgesharingknowledgetransferFinancialDriversKnowledgedefieseconomictheory,whereassetsaresubjecttodiminishingreturnsoverthelongrun.Knowledgeassetsincreaseinvalueasmoreandmorepeopleusethem.18整理課件GOALOFKMProduceapositivereturnoninvestmentinpeople,processes,andtechnologies.19整理課件INTERNETCONTRIBUTESTOTHEUSEOFKMTheInternetisanincredibleinformationsourceWiththeWorldWideWeb,everyusercanshareandupdateinformationatwillTheInternetusesauniversalcommunicationstandardprotocolTheInternetprovidesquickerinteractionandcommunicationwithknowledgeworkers20整理課件KEYCHALLENGESExplainingwhatKMisandhowitcanbenefitacorporateenvironmentEvaluatethefirm’scoreknowledge,byemployee,bydepartment,andbydivisionLearninghowknowledgecanbecaptured,processed,andactedonAddressingthestillneglectedareaofcollaborationContinueresearchingKMtoimproveandexpanditscurrentcapabilitiesHowtodealwithtacitknowledge21整理課件KMMYTHSKMisnotafad.Knowingwhatyouknoworwhatyouneedtoknowisnotafad.KManddatawarehousearenotthesame.First,datawarehousingisamererepositoryofdata,notknowledge.ItiscriticalforKM,becausedatawarehousingisusedindataminingandelicitingnewinformationfornewproducts,newcustomerdemand,etc.KMisnotanewconcept.Ithasbeenpracticalsincetheearly1980s.22整理課件KMMYTHSKMisnottechnology,perse.Itreliesontechnologytoexpediteknowledgesharingandtransfer.Itisauniquewayofthinkingaboutworkandaboutworking.Itistruethattechnologycanstoredata,information,andknowledge,butitcannotguaranteethatpeoplewilluseit.Humanintelligenceisusuallytiedtotacitknowledge,whichisinthehumanbrain.Anyexchangeorsharingofsuchknowledgeisdoneface-to-face,usingspecializedtoolsormethodologies.23整理課件KMLIFECYCLEFour-ProcessViewofKM:Capturing–dataentry,scanning,voiceinput,interviewing,brainstormingOrganizing–cataloging,indexing,filtering,linking,codifyingRefining–contexualizing,collaborating,compacting,miningTransfer–flow,sharing,alert,push24整理課件OVERSIGHTSORPITFALLSFailingtomodifythecompensationsystemtorewardpeopleworkingasateamBuildingahugedatabasethatissupposedtocatertotheentirecompanyViewingKMasatechnologyorahumanresourcesareaPlacingtoomuchemphasisontechnology25整理課件OVERSIGHTSORPITFALLSIntroducingKMintotheorganizationviaasimpleprojecttominimizepossiblelossesPursuingKMwithoutbeingreadyHavingpoorleadership26整理課件THEKMCYCLEANDTHEORGANIZATIONOrganizationalpersonnel

ManagementDecisionmaking

CultureInformationtechnologyKMLifeCycle.capture.gathering.organizing.refining.transfer

27整理課件ROLEOFTRUSTINTHEKMLIFECYCLETrustsupportstheKMprocessbygivingemployeesclearimpressionthatreciprocity,freeexchange,andproposinginnovationswillberecognizedandfairlycompensated.Thebottomlineisthatonecannothaveanopen,candiddialoguewithsomeonehe/shedoesnottrust.28整理課件PROMOTINGTRUSTDecentralizeorganizationstructuretoallowdecisionmakingbyteamworkReducecontrol-basedmanagementandencouragemanagementbyresultsRevisitcompany’smissionstatementandethicspolicytodemonstrateitsnewviewsaboutvaluesAssessandimproveemployeeresponsibilitiesandaccountabilityEliminateunnecessarydirectivesorbarriersInstallprogramstoimproveemployeecommitmenttoknowledgesharing29整理課件THEWORLDOFRE-EVERYTHINGKnowledgeisproductiveonlywhencapturedinpeople’smindShareabilityrequiresdecentralizedintelligenceWeneedtoempowerknowled