知識管理的迷思

Presenter: 杜清敏Email: duh@mail.ytit.edu.tw

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).

Wiig (2000) states that knowledge is insight, understanding and practical know-how, and it is the fundamental resource that allows us to function intelligently.

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)

Event(data s ourc e)

Agent(know ledge s ourc e)

D ata

P rec eptual and c onc eptual f ilters

Ac tivates

Inform ationD erivesE x t r a c t s

Return

Return

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

Common Sense is Often Uncommon...

記憶機能的分類

記憶陳述記憶 程序記憶

事件記憶 語意記憶 如何做

一生中個人事件的回憶

事實與圖表

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 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.

K M =(P +K )S

S h a re

K n o wle dg e : da ta ,in fo rm a t io n , k n o wle dg e ,

wis do mPe o ple :

K n o wle dg e de liv e r

Fra m e wo rk o fK n o wle dg e M a n a g a m e n t

Te ch n o lo g y (+ ) :I T co n s tru ct s th e in fra s tru ctu re

o f k n o wle dg e m a n a g e m e n t

Framework of Knowledge Management (Arthur Andersen, 1998)

Five Steps

• Sharing tacit knowledge

• Creating concept• Justifying concepts

• Building a prototype

• Cross-levelling knowledge

( So c ia l i z a t io n )S y m pa th i z e dKn o w l e dg e

( E x t e r n a l iz a t io n ) C o n ce ptu a l Kn o w l e dg e

( I n t e r n a l iz a t io n ) O pe ra ti o n a l Kn o w l e dg e

( C o m b in a t io n ) S y s te m i c

Kn o w l e dg e

T a c i t K n o w le d g e E x p l ic i t K n o w le d g e

T a c i tK n o w le d g e

E x p l ic i tK n o w le d g e

T O

From

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

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

SECI

BA

BA

BA

Any Questions? Arguments?

1. 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

Garyson and O’dell - Knowledge creation

SECI-BA at 7-11

SECI_7-11

1.

2.

Conceptual Frameworks of 7-11

Agent

Agent

In tangible Know ledge (I )E v a lu a t e a n ds e le c t d a t a ,e v id e n c e , a n dc la im

Ephem eralrepres entaion

S e le c t A rg u m e n t s ,g e n e ra t e s g ra p h ,d ia g ra m a n d re c o rd s

T angible Know ledge(T )

argum ents , graph

T a rg e t K Ga rg u m e n t a t io nt e xt

I

I

S oc ialization

Externalis ation

Com bination

Internalis ation

Internalis ation

Ephem eralrepres entaion

Knowledge Creation Process in collaborative learning

I. Introduction

Argumentation

Argumentation is a process that involves the question, justification andconclusions. Duringthe process conclusions aredrawn, reasons are adduced,counterarguments are raised.(Verheij, 1999)

Argumentation is arises when conflictor decision makingsituations occurred.(Sillince, 1996)

In effective collaborative argumentation, participantsfocus on the same issues, different points of vieware 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 tofollow a series of communicationactions in order to establish acommon belief in the dimensionof the problem. (Karacapilidis et al., 2000)

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)

團隊合作及協同學習 Teamwork and Collaborative Learning

I n div idu a l M e m o ry

S h a re d A rt ifa ct

I n div idu a l M e m o ry

c ons truc tion c ons truc tion

c onflic t c onflic t c oherentc oherent

exploation exploation

repres entationrepres entation

c onflic t

c oherent

negotiation

Source: Miao, Y. et al., 2000

C o n cre teEx pe rie n ce

R e f le ct iv eO bs e ra t io n

A bs tra ctC o n ce ptu a lis a t io n

A ct iv eEx pe rim e n ta t io n

G r a s p in g v iaC o m p r e h e n s io n

G r a s p in g v iaA p p r e h e n s io n

T r s n a f o r m a t io nv ia I n t e n s io n

T r a n s f o r m a t io nv ia E x t e n s io n

D iv e rg e n tK n o w le d g e

A c c o m m o d a tiv eK n o w le d g e

A ss im ila t iv eK n o w le d g e

C o n v e rg e n tK n o w le d g e

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

III. Research Questions

Central to the approach is to find the role of an argumentation-based system in CSCA model.

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?

School of ManagementUniversity of London

Argum entation

W/OArgumentation

T raditional

CS CA

Argum entation >W /O

Argum entation

Arg+ T raditional>

Arg+ CS CA

S truc tured>

Uns truc ted

S truc tured

Uns truc tured

A. S ubjec t Know ledgeB. Argum entation In terac tion Q ualityC. Know ledge In terac tion Q ualityD . M otivation and P ar tic ipationE. Problem solving ability Improved

A

ACom m unic tion T reatm ent

In teration m odel

Argum entation s truc ture

S truc tured+ CS CA>

Uns truc ted+ CS CA

D ependent VariablesH1

H2

H3

H5

A

D

E

H6

H4

C

B

H7

IV. Research Hypotheses

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

Exper im ental G roup s etting

W ithG roupw are s etting

W ithoutG roupw ares etting

S elf-s tudyF ac e-T o-F ac eArgum entation

Em ailS ys tem

Autom aticArgum entationF ac ilitator (AAF )

Argum entation-bas ed Know ledge T rans form ation Experim ental G roup S etting

3. Experiment Procedure

  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      

Scenario: LOST KINGDOM OF THE SAHARA

ExampleHusband. 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.

Claim(Tuition will be increased.)

VI. Automatic Argumentation Facilitator System Approach

• Toulmin’s Model

Data(The College has recently

Incurred vast additional expenses.)

Warrant(In the past tuitionhas been the principalmeans the colleges usesto pay its expenses. )

Backing(Over the past 40 years, each time the college incurred large expenses,it raised tuition.)

Rebuttal(Unless the collegemanages to secureprivate donationsfrom friends and alumni.)

Qualifier(Attempt to modify the strength of claim)

Claim(The college will probably resort to a tuition increase.)

AFF run

Agent

Agent

Agent

In tangib le Know ledge (I )S hareKnow ledgeConc ept

ephem eralrepres entaion

Argum entationc onten t, G raphD iagram

T angible Know ledge(T )

Ins trum ental T arget

I

I

I

S oc ialization

Artic u lation

Com bination

Internalis ation

Internalis ation

Know ledge T rans form ation and types in argum entation-bas ed m odel, adapted f rom S m ith (1994)

IX. Conclusions

School of ManagementUniversity of London

• Current Progress- Questionnaire data analysis.

- Transcripts analysis.

• Future Work

- Knowledge Transformation process in argumentation process.

- Intelligent automatic argumentation facilitator.

- Language independent.

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.

薩哈拉沙漠失去的帝國 Lost Kingdom of the Sahara

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

Benefits

Knowledge Worker

Knowledge practice

Enhance individual’sability and decisionmaking

Increase organization’s competence and performance

Knowledge organisation

Effective knowledge sharing and organizational learning

• Select Knowledge Management Framework and Strategy

• Knowledge Management Assessment

• Knowledge networks and community in organisation

• Resources bulletin board and networks

- Process (Sociality)

Approach

- Data (Knowledge base)• Structured encounter documentation

- Management (Strategic)

• Review inventories of existing knowledge through meetings and discussions

• 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.