The Knowledge-Creating Company - Mind Map

The Knowledge-Creating Company Mind Map
 
 
 
 

The Knowledge-Creating Company - Mind Map

1 years ago by: Joshua Atfiko
 
 
  • The Knowledge-Creating Company
    • Japanese Approach
      • New companies have become famous because their ability to respond quickly to customers, create new markets, rapidly develop new products, and dominate emergent technologies.
      • The secret of their success is their unique approach to managing the creation of new knowledge.
      • Executives at these Japanese companies are managing that serendipity to the benefit of the company, its employees, and its customers.
      • The key to this process is personal commitment
      • Discussed below suggest a fresh way to think about managerial roles and responsibilities, organizational design, and business practices in the knowledge-creating company.
    • From tacit to tacit
      • Sometimes, one individual shares tacit knowledge directly with another.
      • Socialization is a rather limited form of knowledge creation.
        • Idea
    • From explicit to explicit.
      • An individual can also combine discrete pieces of explicit knowledge into a new whole.
      • When tacit and explicit knowledge interact, something powerful happens.
    • From explicit to tacit.
      • As new explicit knowledge is shared throughout an organization, other employees begin to internalize it.
      • They use it to broaden, extend, and reframe their own tacit knowledge.
      • This starts the spiral of knowledge all over again, but this time at a higher level.
      • Articulation and Inernalization are the critical steps in this spiral of knowledge.
        • Articulation converting tacit knowledge into explicit knowledge.
        • internalization using that explicit knowledge to extend one’s own tacit knowledge base.
          • Idea
      • Moving from the tacit to the explicit is really a process of articulating one’s vision of the world.
    • From Metaphor to Model
      • To convert tacit knowledge into explicit knowledge means finding a way to express the inexpressible.
        • One of the most powerful management tools
      • Metaphor is a distinctive method of perception.
        • Way for individuals grounded in different contexts and with different experiences to understand something intuitively through the use of imagination and symbols without the need for analysis or generalization.
      • With metaphor people put together what they know in new ways and begin to express what they know but cannot yet say.
      • Metaphor is highly effective in fostering direct commitment to the creative process in the early stages of knowledge creation
        • Idea
      • Metaphor accomplishes this by merging two different and distant areas of experience into a single, inclusive image or symbol
      • Canon designers knew that for the first personal copier to be successful, it had to be reliable.
        • By exploring how the drum actually is and is not like a beer can, the minicopier development team was able to come up with the process technology that could manufacture an aluminum copier drum at the appropriate low cost.
      • HONDA
        • Honda managers also realized that along with a new postwar generation entering the car market
        • A new generation of young product designers was coming of age with unconventional ideas about what made a good car.
        • The business decision that followed from the “Let’s gamble” slogan was to form a new-product development team of young engineers and designers
        • This mission might sound vague, but in fact it provided the team an extremely clear sense of direction.
    • Redudancy
      • The conscious overlapping of company information, business activities, and managerial responsibilities.
        • Idea
        • Idea
      • Redundancy is important because it encourages frequent dialogue and communication
        • Help to facilitated the transfer of tacit knowledge.
      • Another way to build redundancy is through strategic rotation.
        • Rotation helps employees understand the business from a multiplicity of perspectives.
      • Free access to company information also helps build redundancy.
      • At Canon, redundant product development goes one step further.
        • This encourages the team to look at a project from a variety of perspectives. Under the guidance of a team leader, the team eventually develops a common understanding of the “best” approach.
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