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1、WorkingSmarter, NotHarderChapter1OBJECTIVESWhatisKnowledgeManagement?WhyKnowledgeManagementKMMythsImplicationsforKnowledgeManagement2Knowingignoranceisstrength 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.Ignori
2、ngknowledgeissickness.Ifoneissickofsickness,thenoneisnotsick.Thesageisnotsickbecauseheissickofsickness.Thereforeheisnotsick.3WorkingSmarter,NotHarderOverlappingHuman/Organizational/TechnologicalfactorsinKM:People(workforce)OrganizationalProcessesTechnology(ITin
3、frastructure)4OVERLAPPINGFACTORSOFKMKnowledgePEOPLETECHNOLOGYORGANIZATIONALPROCESSES5OVERLAPPINGFACTORSOFKMTheidealorganizationisonewherepeopleexchangeknowledgeacrossfunctionalareasofthebusinessbyusingtechnologyandestablishedprocesses.Theexchangemaybeforpolicyf
4、ormulationandstrategy,fortraininganddevelopment,orforproblemsolvinginteams.Noneofthethreeareascanfunctionindependentlyofoneanother.6WHATISKNOWLEDGEMANAGEMENT?Processofcapturingandmakinguseofafirm’scollectiveexpertiseanywhereinthebusinessDoingtherightthing,NOTdo
5、ingthingsrightViewingcompanyprocessesasknowledgeprocessesKnowledgecreation,dissemination,upgrade,andapplicationtowardorganizationalsurvivalPartscience,partart,partluck7EXPLICITANDTACITKNOWLEDGEOralCommunication“Tacit”Knowledge50-95%InformationRequest“Explicit”K
6、nowledgeExplicitKnowledgeBase5%InformationFeedback8THEKNOWLEDGEORGANIZATIONCreateKnowledgeOrganizationCollectOrganizeRefineDisseminateCultureLeadershipTechno-logyIntelligenceMaintainCompetitionKnowledgeManagementProcessKMDrivers9THEKNOWLEDGEORGANIZATIONThemiddl
7、elayeraddressestheKMlifecycleAknowledgeorganizationderivesknowledgefromcustomer,product,financial,andpersonnelpracticesknowledge.10THEKNOWLEDGEORGANIZATIONCustomerknowledgeTheirneeds,whotocontact,customerbuyingpower,etc.ProductknowledgeTheproductsinthemarketpla
8、ce,whoisbuyingthem,whatpricestheyaresellingat,andhowmuchmoneyisspentonsuchproductsFinancialknowledgeCapitalresources,wheretoacquirecapitalandatwhatcostPersonnelpracticesknow
