老子道德经第七十一章

WorkingSmarter,

NotHarderChapter11整理课件OBJECTIVESWhatisKnowledgeManagement?WhyKnowledgeManagementKMMythsImplicationsforKnowledgeManagement2整理课件Knowingignoranceisstrength

Ignoringknowledgeissickness

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

LearningNewideasConversionInsightsKnowledgeCreationOrganizationalBenefitsCodifiedTechnology

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

ManagementDecisionmaking

CultureInformationtechnologyKMLifeCycle.capture.gathering.organizing.refining.transfer

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