Download e-book for iPad: Enabling Knowledge Creation: How to Unlock the Mystery of by George von Krogh, Kazuo Ichijo, Ikujiro Nonaka


By George von Krogh, Kazuo Ichijo, Ikujiro Nonaka

While The Knowledge-Creating corporation (OUP; approximately 40,000 copies offered) seemed, it used to be hailed as a landmark paintings within the box of information administration. Now, permitting wisdom construction ventures even additional into this all-important territory, exhibiting how corporations can generate and nurture rules by utilizing the suggestions brought within the first book.

Weaving jointly classes from such foreign leaders as Siemens, Unilever, Skandia, and Sony, in addition to their very own first-hand consulting stories, the authors introduce wisdom enabling--the total set of organizational actions that advertise wisdom creation--and show its energy to remodel an organization's wisdom into value-creating activities. They describe the 5 key "knowledge enablers" and description what it takes to instill an information imaginative and prescient, deal with conversations, mobilize wisdom activists, create the proper context for wisdom production, and globalize neighborhood knowledge.

The authors rigidity that wisdom production has to be greater than the specific purview of 1 individual--or targeted "knowledge" officer. certainly, it calls for new roles and obligations for everybody within the organization--from the elite within the govt suite to the frontline employees at the store ground. even if an activist, a being concerned specialist, or a company epistemologist who makes a speciality of the idea of data itself, everybody in a company has an important position to play in making "care" a vital part of the standard event; in helping, nurturing, and inspiring microcommunities of innovation and enjoyable; and in making a shared house the place wisdom is created, exchanged, and used for sustained, aggressive virtue.

This much-anticipated sequel places functional instruments into the fingers of managers and managers who're suffering to unharness the facility of data of their association.

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Extra info for Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation

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Dabei geht es weniger um das abstrakte Ziel der Veränderung, vielmehr sprechen wir von den konkreten Vorteilen, die sich durch die veränderte Situation erreichen lassen. In einem Unternehmen kann das sehr anspruchsvoll sein. Die Idee, aus der Transformation eines bürokratischen Apparats in ein schnelles und agiles Dienstleistungsunternehmen kämen Vorteile, will für die Betroffenen erst einmal aufgebaut sein. Die Chancen – das Mehr an Gestaltungsfreiheit und Verantwortung, an persönlicher Entwicklungsmöglichkeit – werden oft nicht gesehen, wohl aber mehr Arbeit, mehr Tempo, weniger Ruhe, weniger Sicherheit.

Das klassische „Silodenken“ verschwindet. Insbesondere die Fähigkeit zum komplexen Planen und Steuern entsteht. Für die eigene Leistung und den Erfolg möchten die Menschen dieser Ebene angemessen entlohnt werden. Materielles spielt also eine sehr große Rolle. Damit wird nach außen der eigene Erfolg gezeigt, verbunden mit Statussymbolen. Einen hohen Stellenwert hat nach wie vor die Zugehörigkeit zum Unternehmen. Man ist stolz, für ein Unternehmen mit einem guten Namen zu arbeiten – es wird gegenüber Dritten sehr betont, wo man arbeitet.

Gibt der andere nicht nach und kann man selbst nicht gewinnen, führt dies unweigerlich zu einer Lose-lose-Situation: Beide Partner verlieren. ƒ Win: Der Mensch möchte auf jeden Fall gewinnen, ihm ist es egal, ob der andere auch gewinnt oder nicht. ƒ Win-win: Der Mensch möchte gewinnen beziehungsweise für sich das Maximum aus einer Sache herausholen und möchte auch, dass der andere Mensch genauso viel gewinnt. Das Graves-Value-System in der Praxis – ein Modell der Welt 3. 45 Der Veränderungsprozess: Die Analogie eines Umzugs Wir kommen zurück zu unserer Analogie, dem Haus, und ordnen den einzelnen Ebenen des Graves-Value-Systems Stockwerke in unserem Modell-Haus zu.

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