鐭ヨ瘑鏂囧寲鍐呮牳灏卞湪浜庣煡璇嗗叡浜紱鍏变韩鏂囧寲鐨勫閫狅紝甯稿父瑕佸仛寰堝鏂囧寲涔嬪鐨勫熀纭??宸ヤ綔锛涜?鍏变韩鏂囧寲鐨勭粍缁囦腑钀藉疄锛岄渶瑕侀伒寰瀛︾殑姝ラ锛涙姝ヨ惤瀹炴椂锛岃鍠勭敤鍙橀潻涔嬪績锛岃?涓嶆槸鎬绘槸绾犵紶浜庡彉闈╀箣鑴戙?
Many people have heard the story of boiling a frog, here to dwell on this: A frog was placed in a large pot, pot, slowly heating water and low heat, frogs, although a vague feeling that the outside temperature changes slowly, because of the inertia did not immediately jump out, and finally ended up only being cooked but not knowing the outcome of hot water. For businesses, dramatic environmental change is often not the most terrible, because we can immediately perceive hot, but is becoming more difficult to prevent thermal changes.
Now competition fails to place a gradual thermal changes, in this changing situation, there is a symbolic terms: the knowledge economy. This is not so much a new concept, as it is a competitive environment changes. In this environment, the invisible things are more important than what is seen, which is no doubt business operations and management is a great challenge.
But there are many companies doing the kind of work in the real - knowledge management. Motorola's director of the quarterly promotion TCS (Total Customer Satisfaction) activities, active promotion of the staff to understand the shared knowledge management and innovation is very important to the organization, such cross-departmental quality control circle activities to share knowledge and integrate the views of other departments ; IBM is through the creation of knowledge sharing and trust, culture, and cultivate the habit of thinking employee contributions; McKinsey's senior managers will be to convince professionals and their colleagues to share knowledge and experience to help enhance their interpersonal networks; HP established a network of experts, to all over the world, with special expertise of individual employees can be found quickly when needed; and TSMC for each new one into the Division will be assigned a senior staff to carry out mentoring.
These are some of the advanced enterprises in the bits of knowledge management practices, and these practices are also very worthy of the current number of domestic enterprises to learn from. But in the past, knowledge management consulting practice, the discovery in the enterprise to promote knowledge management in the process of, or will encounter all sorts of problems, Ru: Staff did not have time, leadership is not Chongshi, we are reluctant to share knowledge, do not know how knowledge management Jiazhi assessment, do not know what in the end must manage knowledge, and so on.
According to their own experience, I think these issues are embodied in the final analysis into three obstacles: a blind eye, see and not do, rather than line up.
* Turn a blind eye - mainly "do not know" question, there are many domestic enterprises do not know what is knowledge management, knowledge management does not know why, do not know how to do knowledge management, knowledge management is not aware of their What are the key issues. For these SMEs, to promote knowledge management in the basic level needed to solve cognitive problems.
* See the impossible - it is mainly "can not" issue, now there are many domestic enterprises knowledge management have formed a consensus on this matter, but if you do not clear, for example: can not clear the overall business impact of knowledge management strategic objectives and key strategic initiatives, not able to identify the core knowledge, not knowledge of these core areas of knowledge management to take the correct action can not reasonably be arranged and more effective implementation of knowledge management operations. For these SMEs, necessary to introduce external knowledge management professional services to assist them in planning and implementing knowledge management.
* OK but not up - mainly "unwilling", the company has embarked on the road to knowledge management, but there are people who do not want to keep up, it was also how some way off the team on how to protect the company's knowledge management to have a continuous development and upgrading, is also very important issue. In this regard, both need the help of IT tools for knowledge management to effectively ground, but also concerned about the management systems supporting knowledge management, knowledge management, attention to the effect of assessment.
In the above three obstacles, the most difficult but most need to be addressed or the third - OK but not up, which in essence is a cultural issue, this article would like to turn the focus from this perspective.
In fact, the problem of knowledge and cultural shaping of the increasing emphasis on importance of knowledge from many companies to the expectations of the management consulting can be found, such as certain Lingdao concerns have very much wanted to Lejie: benchmarking knowledge management of what kind of business Duyou knowledge culture? how they shape the kind of knowledge culture? to hear such a question, first of all joy, joy is to have more and more enterprises are no longer about knowledge management is an OA, is the IT, knowledge management a deeper understanding; then you worry, worry is there will always be companies inevitably have the "talk on the culture of culture" tendencies.
Problems to their own thinking is multi-faceted, such as: What is the meaning of organizational culture? What knowledge-oriented culture? Knowledge of the core of what culture? Knowledge of how to shape a culture? What steps should be taken? Repeated thought, feeling a need to focus on seizing three: First, knowledge and cultural core; Second, cultural knowledge shape the way; third, the road to promote knowledge culture.
Knowledge and cultural core: out of shared difficulties
I remember there was a foreign scholar interpersonal activities with a view to explore the corporate culture, he felt able in four colors to represent different patterns of corporate culture:
* Cold green culture: members are usually very bright and capable, preferred to do things their own way instead of relying on someone else's guidance.
* Warm red culture: members are often ambitious, consider themselves strong, and can assume greater leadership responsibilities.
* True blue culture: members are people oriented, friendly and eager to support each other and focus on relationships, good music to help people.
* Dull gray culture: members often behave, tunnel vision, only a matter of concern were not within the corporate objectives to achieve.
銆??鑰岀煡璇嗙鐞嗭紝灏ゅ叾鏄煡璇嗘枃鍖栫殑鏍稿績鍙互璇存鍦ㄤ簬缁勭粐鍦ㄧ煡璇嗘柟闈㈢殑涓?浜洪檯娲诲姩鏂瑰紡銆?From the point of view of knowledge and cultural values, knowledge, culture, interpersonal activities, advocacy organizations should help to achieve two effects: First, each member as an individual to have a greater capacity; two organizations as a group should full knowledge gathered effect. Therefore, the ideal of knowledge culture, I think it is such a picture: a base of blue, red dotted.
(鏉ユ簮:鍙版咕 闄堟案闅?鍥? 鐭ヨ瘑鍏变韩鍥板
聽 鏇寸洿鎺ユ潵璇达紝鐭ヨ瘑鏂囧寲鐨勬牳蹇冨氨鏄?鍏变韩鈥濓紝姝ｆ槸鍏变韩缁欎釜浜哄拰缁勭粐甯︽潵浜嗘洿澶х殑浠峰?锛岃繖鍙互閫氳繃鐭ヨ瘑鍏变韩鍥板鍥炬潵璇存槑(鍥?)銆?Suppose company has two employees, each possessed of the knowledge competitiveness index of each of 6, namely (6,6); but one of the employees are willing to share knowledge, another is afraid to share knowledge to others will reduce their own competitiveness select everything he knows, the competitiveness will increase due to absorption of other knowledge of 8, but the share of the party due to unilateral share relative competitiveness caused by reduced 5; In addition, if they are willing to share knowledge, then can interact by sharing the knowledge and bring out more competitive, both to improve the relative competitiveness index is 10. We can be seen, if two employees are unwilling to share everything he knows, then the overall competitiveness of 12; if an employee is sharing everything he knows the other, then the overall competitiveness of 13, and the sharing of one share will be decreased due to lack of knowledge in return, share it difficult to maintain; but if two employees have chosen to share, then the overall competitiveness of 20, and will form a continuous feedback loop to share.
Was seen here, may be thinking that if there is competition between the two B (such as competition or prize promotion competition), then they would prefer to own shares everything he knows and the other, then their competitive edge 8, while the other is only 5, though lower than 10, but it is better than the other. This may be wishful thinking, we know that the so-called game theory in a tit for principles - "how do you like me, next time I am the same to you", so in the course of many games, only to the existence of two equilibrium states: one is the choice of distrust everything he knows; the other to build trust and choose to share. On an enterprise, everything he knows the type of employees the more the overall competitiveness of enterprises will be much lower than with the shared culture of enterprise, knowledge-sharing culture will be the core of knowledge and culture shaping. Shared culture in a specific shape, the companies often need to share to point to, to create and share values consistent with the organizational climate, for example, we have developed for a such a company to share knowledge and culture as the core vision (Figure 2 ):
Figure 2 Knowledge culture vision case
* Learning - the staff will take the initiative to learn and grow and to challenge not a matter of the spirit of innovation
* Harmony - a good team, an atmosphere of mutual trust to create a fulfilling work and life
* Action - and its done pontificating, the less gets up but the staff will actively carry out the daily knowledge sharing behavior
* Reflection - not only successful experience, but also reflect the formation mechanism of failure experience
* Eco - the formation of a network-based enterprise knowledge-sharing environment, knowledge of the community to become an integral part of the organizational structure
With a clear vision of the knowledge culture, knowledge management, systematic management will become possible, all business people, from top managers to the employees must regularly ask ourselves: "To maintain the company as well as personal knowledge of this sector Management and company culture, vision consistent with the objectives of knowledge, I did have enough?. "
Regrettably, there are still a lot of companies do not develop clear cultural vision of knowledge, or, if developed, it is difficult to implement in their daily work. This result could not get out on the plight of the knowledge sharing situation still abound.
銆??鐭ヨ瘑鏂囧寲濉戦?涔嬮亾:鏈ㄦ《鐞嗚鐨勫惎绀?br />
So, how exactly should be like out of the knowledge-sharing dilemma, create knowledge-sharing culture? We found that many companies often fall into "the culture of Cultural," yet another dilemma. In fact, the culture solution to the problem often depends on the culture outside the resort.
Speaking of which, think of the barrel theory. Classic barrel theory says that a barrel can hold water depends on the shortest boards that fast. Category of knowledge management, that the pursuit of knowledge management is the primary guarantee for building a knowledge drain seal the knowledge barrel, and the composition of this knowledge through the various pieces of wood with the growth characteristics of wood are able to protect this knowledge barrel to Sheng up for knowledge sharing and innovation generated more knowledge.
Well, such a knowledge of wood bucket in the end should be required to assemble by the board which made of it? Ago, many companies try to use IT to a separate piece of wood construction wood barrel, but found difficult to satisfactory; and enterprise patchwork they took some other boards, only to find different wood will still leave a large gap between the knowledge loss of business as usual. We found that the knowledge to assemble a sealed wooden barrel, often requires several different types of wood:
* Strategy-based board: the role of this piece of wood is to make all the employees can clearly sense to share knowledge, to reach a consensus of - sharing is the company's values and ways of working. Strategy-based board in the building, often need to build knowledge management vision, short and long term goals of knowledge management, knowledge management development strategy and other aspects to start with.
* Business Type wood: the role of this piece of wood is to make all employees aware of what knowledge can be shared, to make ordering knowledge - knowledge is combing through the system is and the business combination, but there is a system to the organization. Purpose is to make knowledge a guide for guiding the work of staff, every employee knows all aspects of the operations need to refer to what information? Use what knowledge? Required to submit the completion of what knowledge?
* Managed wood: the role of this piece of wood is to companies to encourage employees to share in the system level knowledge, to become institutionalized - the promotion of enterprise knowledge management organizational structure to design? What are the specific needs of knowledge management performance, check and incentive systems to ensure staff to share knowledge? in these areas, there are many specific practices and measures, such as the best selection in enterprise knowledge-sharing sector, the best professional community, knowledge contribution outstanding staff, and take the financial incentive and mental stimulation combination, such as the issuance of certificate of honor signed by the high-level and distributed to certain bonuses or prizes, in the company building side of the entrance to "Honor Wall" published the list of prize winners, and so on.
* System Type wood: the role of this piece of wood is for the employees to provide effective knowledge-sharing platform, led to the formation of tools employees a sense - have been inseparable from our daily work, knowledge management systems, share knowledge, real-time collaboration, Upload electronic documents have become the natural thing to do, who would not be surprised or trouble, this is simply part of daily work, not the contrary, it is not normal.
All these are some very basic work, and culture seem irrelevant, but can honestly change the behavior of enterprises, contributed to the formation of shared culture.
鍦ㄧ煡璇嗚础鐚殑婵?姳鍒跺害鏂归潰锛屾湁寰堝浼佷笟閲囧彇浜嗕竴瀹氱殑鎺柦骞跺彇寰椾簡鑹ソ鐨勬晥鏋滐紝瑗块棬瀛愬氨鏄叾涓殑涓?釜鍏稿瀷銆?Was said in the establishment of a knowledge-sharing network ShareNet ago, Siemens Information and Communication Group (ICN) of the cases shortage of man: the concentration of power led to the information focus on the group headquarters, caused a lack of cooperation between various departments ineffective competition, everyone in the 'reinvent wheels', business process and low efficiency. To this end, the company developed a reform goal: to Siemens from a product-based business, transformed into a knowledge, talents and services based enterprises. So, what Siemens is to encourage ShareNet users to share knowledge? Them through a quality assurance and incentive programs (The ICN ShareNet Quality Assurance and Reward System) to motivate employees to share valuable knowledge. Communication Networks Group of Siemens employees can access through knowledge sharing activities 'knowledge stocks', 'float' accumulated to a certain extent, the staff get the company's special award. For example, the top 50 employees recently won the company-sponsored travel opportunities to New York.
Cultural knowledge to promote the Road: change of heart, rather than changes in the brain
Knowledge gives us knowledge of barrel shape of a broader cultural perspective, pointed out to break barriers to knowledge sharing a key role in several points. But how hard? How to implement step by step in the enterprise? Also still a work of art.
From this perspective, it needs a scientific and practical ways to promote knowledge of cultural change. The world's leading power 濞佺害缈扮鐗?Leadership and Change (John Kotter) in his book "change of heart" in that "see - feel - change" mechanism is the best way to change behavior, emphasizing visual impression emotions aroused by more than theory to guide change occurred, rather than the common "analysis - thinking - change" more than "command - to accept - to change" process to change their behavior. The core here is that: change behavior more dependent on the change of heart, rather than changes in the brain.
How, then, the way in promoting the knowledge culture in the heart lead with the change before them? Generally can be divided into eight steps:
A sense of urgency: this is a critical link to let you know that knowledge sharing is not an option, do not do things can be. For example, the sharing of knowledge related to the preparation of brochures, focusing on the introduction of external benchmarking, in particular the industry's knowledge management benchmarking introduction to the formation of a sense of urgency within the enterprise.
2, the establishment of guiding the team: This is the managerial role of the local boards need to build a powerful knowledge management guidance team to provide sufficient impetus.
3, to establish the correct vision: the strategic-type board, the most important job is to establish the correct and encouraging knowledge management vision and strategic objectives. The vision and goals determined not simply to a few slogans on it, but from the company's overall strategy, business goals and objectives to consider, through constant communication to form a long-term development of enterprise knowledge management guiding significance policy.
4, effective communication vision: the vision of communication is a need for extensive work, workers must agree to maximize the business is undergoing change. Such as: individual interviews can be carried out, including high-level, business critical mid-level forum, forum staff representatives of various qualitative sentinel surveys; conduct business activities related to cultural discussions.
5, authorization action: The core mandate is to make business operations more members of the person involved, to experience their own actions, it is business-type wood into play. Although, we do not take the kind of high-profile so-called "revolutionary" cultural activities, but in the daily work carried out, no one can work activity gradual passivation without the need to point Ripples made periodically, such as: can be carried out Government departments speech operations to enable each employee to fully display itself, for knowledge dissemination and sharing; also held leadership experience will spread, so that senior leadership of each company to conduct periodic keynote speech, to achieve high-level intelligence sharing.
6, to create short-term effect: the creation of short-term effect is to increase the staff's confidence, an important link in deepening reform, in this regard can be business-type board and system-based combination of wood, so that employees feel the knowledge management system for the daily operations of the to bring help.
7, do not relax: on the one hand the results need to be phased in through various channels to promote the enterprise, such as presentations, videos, posters, etc.; the other hand, need to be managed gradually to play a supporting role in wood, through the implementation of knowledge check and incentive systems for knowledge workers to contribute to high motivation. In these ways to let companies and workers will not promote the further change.
8, to change a long-term, the formation of culture: the ultimate goal is to change the corporate culture as a new fixed, so that sharing becomes a habit and way of working. In this context, can aid the assessment tools to periodically examine and supervise the ongoing related work. Such as: each year of the Group, the subsidiary, the management of various departments to assess the knowledge, focus on assessing whether the concept of knowledge-sharing culture, enjoys popular support? Employee behavior over time? How change? Business management style and management systems is occurring corresponding change? during construction of knowledge-sharing culture, leadership and staff at all levels are doing to blame?, etc., to form an effective positive feedback.
In conclusion, the kernel of knowledge is that knowledge-sharing culture; shared culture, shaping, and often do a lot of culture outside of the basic work; and cultural organizations to share the implementation of the steps to follow science; step by step implementation, to be good with a change of heart, and not always dwell on the changes in the brain.
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