知識管理的迷思

1. 知識管理的迷思 Presenter: 杜清敏 Email: duh@mail.ytit.edu.tw

3. 知識 Knowledge Wiig (2000) states that knowledge is insight, understanding and practical know-how, and it is the fundamental resource that allows us to function intelligently. The most common definition of knowledge is that it is an inner representation, which corresponds to daily life and the real world. (Aadne et al. 1996). Knowledge is context-specific and relational. Knowledge is dynamic, as it is dynamically created in social interactions. … we define knowledge as “a dynamic human process of justifying personal belief toward the 'truth'”(Nonaka and Nishiguchi, 2001, 14)

4. Data, Information and Knowledge adapted from Boisot, 1999 資料、資訊與知識

5. Common Sense is Often Uncommon...

6. 記憶機能的分類 記憶 程序記憶 陳述記憶 如何做 事件記憶 語意記憶 事實與圖表 一生中個人事件的回憶

8. 知識管理 Knowledge Management The systematic, explicit and deliberate building, renewal, and application of knowledge to maximize an enterprise’s knowledge-related effectiveness and returns from its knowledge assets. (Wiig, 1993) Managing knowledge emphasizes the quantity of knowledge, the core tasks of managing knowledge are information collecting, acquisition, organisation and maintaining. Knowledge Management Knowledge management targets the creation of new knowledge on top of existing and embodies this new knowledge into an organisaional knowledge pool. The essence of knowledge management is to employ the knowledge effectively. Managing knowledge is merely a way to achieve the goal of knowledge management.

9. Framework of Knowledge Management (Arthur Andersen, 1998)

10. 知識創造 Knowledge Creation Five Steps • Sharing tacit knowledge • Creating concept • Justifying concepts • Building a prototype • Cross-levelling knowledge

11. 知識轉換 Knowledge Transformation 顯性與隱性知識轉換 Knowledge Transformation (Nonaka and Takuchi)

12. SECI Self-transcending Process (Nonaka et al. 1998)

13. SECI

14. BA

15. BA

16. BA

17. Any Questions? Arguments?

18. Knowledge at the individual level is not convert into separate set of explicit individual knowledge (Polayni, 1967, Tuomi, 1999) • 2.Cultural and language barrier • 3.The units of SECI process

19. Garyson and O’dell - Knowledge creation

21. SECI-BA at 7-11

22. SECI_7-11 1. 2.

24. Conceptual Frameworks of 7-11

25. Knowledge Creation Process in collaborative learning

26. I. Introduction Argumentation is a process that involves the question, justification and conclusions. During the process conclusions are drawn, reasons are adduced, counterarguments are raised. (Verheij, 1999) Argumentation is arises when conflict or decision making situations occurred. (Sillince, 1996) Argumentation In effective collaborative argumentation, participants focus on the same issues, different points of view are discussed and elaborated upon. These processes are known as processes of “Knowledge transforming” (Bereiter et al., 1987) Decision Making is a collaborative process, where decision makers have to follow a series of communication actions in order to establish a common belief in the dimension of the problem. (Karacapilidis et al., 2000)

27. 團隊合作及協同學習 Teamwork and Collaborative Learning Collaborative Learning is regarded as an activity encouraging participants articulate their perspectives, negotiate their knowledge or beliefs, and co-constructing of knowledge and conception (Piaget, 1977; Johnson & Johnson, 1993; Baker, 1996; Littleton & Hakkien, 1999) Source: Miao, Y. et al., 2000

28. Structural Dimensions of the Experiential Learning Process Source: Kolb, D. A. (1984, 42)

29. III. Research Questions 1. How does collaborative argumentation-based setting help knowledge transforming ? 2. How does Computer Supported Collaborative Argumentation-based system help knowledge transformation? 3. What is the effectiveness of knowledge transformation in the CSCA model? 4. How can an Automatic Argumentation Facilitator (AAF) in CSCA model help knowledge transformation? 5. What is the effectiveness of knowledge transformation with the support of an Automatic Argumentation Facilitator? Central to the approach is to find the role of an argumentation-based system in CSCA model. School of Management University of London

30. IV. Research Hypotheses

31. V. Research Procedure • 1. Subjects: The 120 2nd year undergraduate students in MIS courses at • Royal Holloway. Two groups of 60 students are formed: • the treatment group with CSCA setting and control group • without CSCA setting. 2. Experimental group design

32. Name: Session Number: Your individual Ranking Your arguments, reasons (Because …of …, so …) (Since the situation.. so….) Condition (special condition for your ranking this item) Flashlight (4 battery size) Jack Knife Sectional air map of the area Plastic raincoat (Large size) Magnetic compass Compress kit with gauze 15 Caliber pistol (loaded) Parachute (red and white) Bottle of salt tablets (1,000) tablets 1 quart of water each person A book entitled “Edible animals of the desert” 1 pair of sunglasses each person 2 quarts of 180ºproof vodka 1 top coat each person 1 cosmetic mirror 3. Experiment Procedure Scenario:LOST KINGDOM OF THE SAHARA

33. Example Husband.Honey, we’ve been thinking about buying a new car. Do you have something particular in mind? Wife.Well, yes. We should buy Volvo station wagon. Husband.But… that’s such a family car. Let’s buy a nice fast sport car. A Porsche would be great. Wife.Isn’t a Porsche pretty expensive? And besides, I think we should buy a safer car. Volvos are built like a tank. Husband.What makes you think Volvos are so safe? Wife.Don’t you watch TV? Haven’t you seen advertisements? Husband.Oh, come on Honey. I read a report in Auto Sports Today the other day which cited some government accident statistics. Do you know what? Volvos were said to be involved in more fatal accidents than almost any other brand. And besides, having a fast car is more important to me than having a safe car. Wife.Why? Husband.Look, I ‘ve been wanting a fast sports car ever since I finished law school. An attorney in this town has to have a dynamic image. Wife.Yes, deal. But what about Betty and Susan. We have to think of the safety of our kids first. Husband.I guess you’re right about that. But I still think I rather pay a few thousand dollars more for a Porsche than drive such a boring family car.

34. VI. Automatic Argumentation Facilitator System Approach • Toulmin’s Model Claim (The college will probably resort to a tuition increase.) Data (The College has recently Incurred vast additional expenses.) Claim (Tuition will be increased.) Warrant (In the past tuition has been the principal means the colleges uses to pay its expenses. ) Qualifier (Attempt to modify the strength of claim) Rebuttal (Unless the college manages to secure private donations from friends and alumni.) Backing (Over the past 40 years, each time the college incurred large expenses, it raised tuition.) AFF run

36. IX. Conclusions • Current Progress - Questionnaire data analysis. - Transcripts analysis. - Knowledge Transformation process in argumentation process. • Future Work - Intelligent automatic argumentation facilitator. - Language independent. School of Management University of London

37. 薩哈拉沙漠失去的帝國 Lost Kingdom of the Sahara Your twin engine plane has completely burned after your group salvaged 15 itmes. The immediate area is quite flat and except for barrel and square cacti appears to be rather barren. The last weather report indicated the temperatures would reach 43 degrees C. that day. You are dressed in lightweight clothing - short sleeved shirts, trousers, socks and town shoes. Everyone has a handkerchief. Collectively, your pocket contains $2.83 in change, $85 .00 in notes, a packet of cigarettes , and a ball point pen. The pilot was unable to notify anyone of your position before the crash. However, he indicated that your group were 70 miles south - southwest from a mining camp which is the nearest known habitation and that you were approximately 65 miles off the course that was filed in your Flight Plan.

38. Desert Survival Kits 1. Flashlight (4 battery size) 手電筒 2. Jack Knife 折疊式水果刀 3. Sectional air map 區域鳥瞰登山地圖 4. Plastic raincoat 塑膠雨衣 5. Magnetic compass 指南針 6. Compress kit with gauze 急救箱 7. 15 Caliber pistol (loader) 左輪手槍 8. Parachute (red and white) 紅白相間降落傘 9. Bottle of salt tablets (1,000 tablets) 鹽片 10. 1 liter of water per person 一個人一公升水 11. A book entitled “Edible animals of the desert” 食譜 12. 1 pair of sunglasses per person 一人一副太陽眼鏡 13. 2 quarts of 100 proof vodka 2 品脫純伏特加酒 14. 1 top coat per person 一人一件短上衣 15. 1 cosmetic mirror 一個化妝用小鏡子

39. 知識管理在組織的效能 Knowledge Management in Organisation Benefits Knowledge organisation Knowledge Worker Knowledge practice Effective knowledge sharing and organizational learning Enhance individual’s ability and decision making Increase organization’s competence and performance

40. HOW TO? Approach - Management (Strategic) • Select Knowledge Management Framework and Strategy • Knowledge Management Assessment - Data (Knowledge base) • Structured encounter documentation • Resources bulletin board and networks - Process (Sociality) • Knowledge networks and community in organisation • Review inventories of existing knowledge through meetings and discussions

41. 結論 Conclusions • Knowledge management targets the creation of new knowledge on top of existing and embodies this new knowledge into an organisaional knowledge pool. • Knowledge creation includes 5 steps, sharing tacit knowledge, create concept, justify concept, building prototype, cross-levelling knowledge. • The approach of knowledge management in an organisation are management, data and process. • People is the most important factor.

42. THE END.