The concept of knowledge management is becoming increasingly popular in the country, with an increasing number of enterprises and institutions beginning to focus on knowledge management and undertaking a number of experiments and practices, such as advanced enterprises in mobile telecommunications, financial securities, real estate, etc. However, during the course of the consultations and training, mr. Tan xiaofan learned that knowledge management in most enterprises is still at the file management level, and that there are others that are active as they start to go to the knowledge management system, but then have little thunder and slowly no longer use the built system。
For example, one of the big companies i know created the rolls royce knowledge platform -- a real technological masterpiece. However, everyone is interested in the design of the system, without any concern about how it works, what problems it can solve, and how it can be effectively integrated with the technological strategies of the company. Finally, each upgrade of the system became a daunting task, as the system simply failed to keep pace with the ever-changing business changes and to meet the needs of individual users。
As you know, km is not maintaining an ancient database. Knowledge management should be a healthy environment in which employees ask questions such as: “who knows ? Who can help me?” that is to say, an open system that encourages communication among employees and creates opportunities for staff interaction。
In the view of the author, while the knowledge management system is being implemented in tandem with content consolidation, it needs to be clear: the introduction of km is essentially a “change” and a change in existing working habits. The motivation of staff in this process is a key factor influencing the introduction of km, and a shift from an employee perspective is needed to enable km. Therefore, in order to better implement km and to allow internal staff to accept km more quickly, this change can be considered in four ways。
1. Sensitiveness to km training
Each staff member's understanding of km may differ, and therefore knowledge management transparency will be enhanced by explaining to all staff, at the beginning of the km project, the objectives, vision, key work content and impact on individuals (positive and negative effects)。
2. Integrated assessment of staff competencies in knowledge management training
The success of knowledge management depends on the ability of staff to achieve the goals set. For example, it would be unrealistic for an organization that considers knowledge management to be equivalent to document management to have all the experience of the “old man” (senior staff) uncovered in a short time。
3. Knowledge management training emphasizes duties and responsibilities
From the perspective of change management, behavioural change can lead to attitudinal change, with external constraints, incentives and incentives to move knowledge management from being self-generated. This first step requires the use of relevant systems/measures to ensure such a shift. The whole set of systems/measures should have three components: day-to-day management systems, incentive appraisal systems, and support systems。
Knowledge management training commitments and business process/practice integration
Knowledge management results are closely linked to actual work through staff “commitment”, or are understood to anchor results into business processes. For example, institutional constraints such as “maps of knowledge to be completed at the end of a project” would truly integrate knowledge management with process management。
