All entries for Friday 30 March 2007
March 30, 2007
Improvement to EEE module structure:
During the discussion after the AM&KM approach presentation, we have once again, mentioned the purpose of EEE course and its module structure. Seems this non-lecture style really caused many concerns and confusion to students. Apart from my thoughts that wrote down at previous two blogs, I think EEE provides a true learning opportunity.
I do appreciate the importance of lecture, but to me, learning from lecture = only learning tutor’s own experience on the field. Look at the way of having open topic seminar, mini project, teamwork and practice presentation, EEE = Self-motivated research; willingness to study the topic; sharing and learning colleagues’ knowledge. It leads to improvement of communication skill, active listening skill, better understand of how to deal with people, appreciate other’s knowledge and contribution. To me, knowledge is gained from discussion with colleagues. By sharing and exchange knowledge, we will no long just mastery our own individual-knowledge. Instead, we receives a collection of knowledge and insight from the entire EEE team.
In EEE, teamwork and projects also gives us an experience of project management, and human resource (plus other intangible asset) management. And by study other people’s view, we can gain an insight by raising question such as ‘Why I did not think that way? Why they do not understand me’ These reflective questions also improve our ability of influence people, interchange each other’s view and gain better understanding of psychology.
From my experience and actual observation, after one week of lecture, students could feel ‘Satisfied’ because they covered all the area in lecture notes, regardless to the real amount of knowledge captured, learned and reviewed. But after EEE, we could all feel ‘a bit lost and confused’, having concerns such as ‘Did we covered that area? Is that enough? Are we on the right track?’ In fact we have researched and captured knowledge that covers more then lecture note, curry out thoughtful discuss through the week and exchange knowledge between each other. Done a great job but still not feel right, something missing. One reason could be we are so get used to the traditional ‘duck feeding’ style of learning and Lead by Someone. We just not feel comfortable without instruction. Secondly, the nature of topic is large and wide, cross different aspect of management, philosophy, sociology, culture and people behaviours. There is just no boundary for us to say ‘I covered all’.
For the further improvement to the course structure, it will be really helpful to have extra presentation at first week, rather then just one big project at the end. And my personal favourite – industry talk. It could introduce more reflection and learning. If could find company to talk about real-life practice of KM&AM approach right after our team presentation, it will bring direct impact on our learning progress. Differences could be discovered and studied, we will no long just live in the academic world but to have an insight to real practise.
From Thursday Seminar
The topic for today is 9. What is the relationship between Individual and Organizational knowledge? How can they be transformed? Tacit to Explicit and Explicit to Tacit. From the team discussion, we have go through the possible definition of Individual and Organization¡¯s Tacit and Explicit knowledge and build up scenarios that how to transform between those four types of knowledge. For me, the most important gain from this topic is the awareness of in the real organization – how to translate people tacit knowledge into organizational knowledge. Below is a simple summary of thoughts that in form of basic procedures (not all necessary) to achieve it in terms of effective Knowledge Management.
Consider the impact of Leadership and a balanced reward system.
(1)Individual Tacit to Individual Explicit:
Achieved by motivate employee to share tacit knowledge, encourage them to exchange both form of knowledge. Organization should have a health organizational culture that involves tolerance-failure, people empowerment, appreciate people value and respect to employees¡¯ contribution.
(2)Individual Knowledge to Organization Explicit:
Need capture employees¡¯ knowledge, test of understanding and avoid misinterpretation. Encourage people express their suggestion and appreciate its potential value.
(3)Organization Explicit to Individual Knowledge:
Achieved by exchange of knowledge, such as provide access to the collection of knowledge database, better organize and store of database structure.
(4)Organization Explicit to Organization Tacit:
This procedure is take place while collected knowledge is reflected, studied and keep reviewed. Create value for organization and bring insight to other people. All about manage (include create value) of knowledge, and make use to knowledge.
Example of organization tacit knowledge is when a successful leadership is performed in a certain level of the organization, even if that person left the organization, the way of leadership that have been introduced are likely to remain into the organization and act as part of the organization tacit knowledge or culture. And this organization tacit knowledge is the most valuable asset of the company.
Once organization explicit knowledge is translated to tacit knowledge, its value is unlikely to be lost (hard to discover or have an awareness of existence) to other company or studied and copied (only physical and surface could be observed and copied). Consider the unsuccessful examples for external companies try to study and implement Toyota Production System.
In order to transfer individual tacit knowledge to others, I need to consider the issues of:
Introduce the Win-Win mindset and Find support;
Awareness of SoPK ¨C understands the company as a whole system; Appreciate its value and culture; Understand people philosophy and Variations embedded in the system; Keep learning / reflecting on necessary knowledge.
Ability of influence people, individual¡¯s thoughts and behavior, value and mindset, and organizational culture,
Thoughts about introduction of mark-reward blog reflection:
As we know Dr.Deming says 80% of errors is due to the system, but in terms of attitude and purpose – I believe, 100% due to individual, or human influence (external element do have influence, but once again, depend on individual people how strong their believe holds).
Look at Paul’s approach, I am not saying that is the most perfect one. But we need have an awareness, that is all we have – the current best solution. We suppose to view this mark reward as the short term profit that encourage us to try blog, and we should discover by ourselves that the true benefit lay in the reflection process that curried out on daily basis. And then, we can keep this blog version of reflection without external reward, because we understood its true purpose and embedded benefit.
I admit that, this method is misleading, But I have to say, this is our best shot. Look at six-sigma, method itself did no harm to people, but still, many people now view it as a completely rubbish. Are the tools that stupid? Is the theory really old-fashion? Sure many people fail to implement it, and discovered its limitation and misleading. But ask once again, did the tool failed them or their own quality stopped them?
Consider years ago, people are crazy about six-sigma and rush into it without understanding, for this kind of behaviors, are they in good quality? I treat them more like gambler and unreasoning (blindness) follower rather then thoughtful businessman or don¡¯t even mention the word leader (also leader for himself). I believe many companies apply six-sigma because they heard the ability to cut down cost, if that is all their attitude and purpose, no wonder (not accident) they fail ¨C It is a consequence of their input (mindset, attitued, behavior).
We say people control their own destiny, but we do not say people only control 20% of the destiny. My view is, you go as far as your effort, only your imagination could stop you.