Wednesday, 31 August 2016

A post from the archives - Nonaka in 60 seconds.

Originally published on this blog in August 2011, here is a "60 second review" of Nonaka and Takeuichi's "The Knowledge Creating Company", written by my friend and ex-KM-colleague Gareth Edwards

Knowledge is justified true belief, quite different from information. Knowledge is about belief, action, meaning. Knowledge is context specific and relational.

Different Manifestation of Knowledge
Tacit vs explicit knowledge

Cycle of Knowledge Creation
1.  Socialisation
2.  Externalisation
3.  Combination
4.  Internalisation

Different Types of Knowledge
1.  Sympathised
2.  Conceptualised
3.  Systemic
4.  Operational

Enabling Conditions for Knowledge Creation
1.  Intent
2.  Autonomy
3.  Fluctuation and creative chaos
4.  Redundancy
5.  Requisite variety

Five Phase Process for Knowledge Creation
1.  Sharing tacit knowledge
2.  Creating concepts
3.  Justifying concepts
4.  Building an archetype
5.  Cross-leveling knowledge across the organisation

Management Style for Knowledge Creation
Middle-up-down management: middle managers are agents of knowledge creation.

Hypertext Organisation Model
3 layers of concept for new organisational model:
1.  Business system layer
2.  Project team layer
3.  Knowledge layer

Practical Implications
1.  Create a knowledge vision
2.  Develop a knowledge crew
3.  Build a high density field of interaction at the front line
4.  Piggy back on new product development process
5.  Adopt middle-up-down management
6.  Switch to a hypertext organisation
7.  Construct a knowledge network with the outside world

Dichotomies to Avoid
Don't get hung up about the differences between the following "poles" (as perceived by Western mindset):
1.  Tacit/explicit
2.  Body/mind
3.  Individual/organisation
4.  Top-down/bottom-up
5.  Bureaucracy/task force
6.  Relay/rugby
7.  East/west

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