tailieunhanh - ESSENTIALS of Knowledge Management phần 5

công ty họ trên thị trường được khuyến khích để khám phá các nguồn tài nguyên được liệt kê trong phần đọc dù quản lý tri thức có rất nhiều để cung cấp, giống như bất kỳ quá trình tối ưu hóa kinh doanh khác, nó không phải là một thuốc chữa bách bệnh. Những thách thức chính trong lĩnh vực KM | ESSENTIALS of Knowledge Management process. The knowledge engineer interviews the expert to convert the expert s decision-making process and heuristics into an expert system rules that can be represented as a series of IF-THEN clauses. Alternatively the process can be represented as a graphical decision-making diagram to be used with or without a computer see Exhibit . The IF-THEN representation can be used as the basis for a computer program that simulates the decision-making abilities of an expert a so-called expert system. Eventually the expert system should be able to replicate the expert s decision-making abilities allowing relatively new hires to use the expert system to make the same quality decisions as the expert. Thus the ROI for the expert s time is less reliance on the expert and the ability to use relatively naive knowledge workers as expert decision makers. For experts the reward is a less secure position with corporation because their decision-making abilities in their area of expertise essentially have been extracted distilled and made one of the corporation s permanent assets. EXHIBIT IF A AND B THEN C IF A AND D THEN E 74 Knowledge Workers In the Real World Exit Strategy Knowledge Management initiatives are best started at a time of corporate stability when knowledge workers can be motivated to provide the best-quality information to the system. However this isn t always possible. For example Northrop Grumman s foray into Knowledge Management was the direct result of the downturn of the defense industry in the 1990s and the massive layoffs of employees involved in the design and production of the B2 bomber. To capture some of the irreplaceable knowledge that was walking out of the door the company instituted a KM program in which knowledge engineers worked to capture information about the B2 bomber from employees who had already been given pink slips. Today the company s KM system known as Yellow Pages supports over 12 000 knowledge .