From Personal Knowledge Management To Organization Knowledge Management

For knowledge management, which involves organizational changes in many aspects such as enterprise strategy, personnel, culture, process, system, and IT platform, employees' conflicting emotions are not normal because they do not understand, and any change has such a process.

But in order to push the knowledge management in depth, it is necessary to make the staff understand the knowledge management and understand the value of the knowledge management for the employees. Only if they understand their income and pay in the knowledge management, they will participate in the process of knowledge management.

Why

From our cultural tradition, we are more concerned about the collective than the individual.

We emphasize that the country is rich and strong, but seldom realize that the rich and the poor are strong. We emphasize that the river is full of water and small rivers, but seldom consider it from a different angle.

The mainstream economic view does not pursue the money of the state or the government, but is rich in the people.

In 2006, Time magazine awarded its most significant annual figure to netizens "YOU" on the Internet, and thought that from then on, a "YOU" era began: more emphasis on the role and strength of individuals is actually determined by the characteristics of social development.

Drucker, a famous management guru, once said that in the whole twentieth Century, the greatest contribution of management was to increase the productivity of manual workers by 30-50%. The biggest task of management in twenty-first Century is how to improve the productivity of knowledge workers.

As a manager, you may find that people nowadays are getting worse and worse.

Why? Because the work of these knowledge workers is mainly based on their mental power. Handling information and knowledge is the main content of their work. Thinking is their way of work, and the measurement of their work is more difficult.

The development and competition of enterprises rely more on knowledge and knowledge workers. Under such circumstances, what is the solution for many enterprises? Knowledge management is the way to solve this problem. The leaders at the top level pay much attention to it and emphasize that business departments are involved in investing time and money.

Why? Knowledge workers do not see the value and benefits of knowledge management to individuals.

The carrier of knowledge is man, only man can create knowledge and use knowledge.

If these people do not recognize your knowledge management, your knowledge management will never succeed.

We can not calculate the work achievements of knowledge workers by piece and quantity, like manual laborers. If they do not want to participate, they can find ten thousand reasons to refuse.

Foreign knowledge management forerunners have long discovered this problem. "Knowledge management is a long, complex, time-consuming, and controversial process before knowledge management can play its real value. And it often costs a lot of time and money to support the company's top management.

At the same time, if knowledge workers think that knowledge management will only bring benefits to their bosses, then he will think that the best way to fully display the value of personal knowledge is to quit or maintain independence.

What do we do? We believe that the implementation of knowledge management should combine personal knowledge management with organizational knowledge management.

Compaq, former knowledge management director Batista, said, "you can be a dictator and tell your employees that these tools must be used.

But you still have second choices, which is to tell you in a democratic way that we need to build a knowledge base with the same classification and metadata for our convenience.

The third option is that you can let knowledge management start from individuals, and provide some basic tools to employees through personal knowledge management system or portal, and then let individuals perform on the basis of organization.

Personal knowledge management is not to encourage people to do things one by one, to reinvent wheels, but to encourage people to take the initiative to learn from colleagues and make full use of their knowledge.

Personal knowledge management advocates that knowledge workers should take the initiative to share their knowledge, "let others know I know", help improve my ability and level, and establish personal brand through knowledge sharing.

Knowledge learning, knowledge preservation, knowledge sharing, knowledge utilization and knowledge dissemination in personal knowledge management are closely related to the related activities of enterprise organizations. Knowledge management and personal knowledge management can complement each other.

Imagine that if your employees are people who love learning and have the ability to learn under modern conditions, the overall quality of their employees will be very high.

If your employees are accustomed to sharing and preserving their knowledge from a customer's perspective according to the classification, then your enterprise's knowledge base participation and utilization is absolutely rich.

If employees are actively involved in knowledge innovation and emphasis on knowledge utilization, your company will surely be the best knowledge enterprise in the industry.

Due to the different stages and situations of different enterprises, there are still many enterprises that do not start knowledge management.

For such enterprises, personal knowledge management can serve as a breakthrough point for the organization and implementation of organizational knowledge management. If most people understand, understand and implement personal knowledge management, the implementation of organizational knowledge management can be put on the agenda.

Because these employees experience personal knowledge management, they feel the value of personal knowledge management, so they naturally will be the advocates and promoters of organizational knowledge management.

Even without the implementation of knowledge management in the whole organization scale, the individual competitiveness promoted by personal knowledge management will increase the competitiveness of the company under the guidance of appropriate corporate culture.

Chinese are used to making a group of sheep so that they are easy to manage.

It is true that such a person is easy to manage, but can a group of sheep join forces with a group of lions? There are contradictions among a group of lions, but there is no contradiction between a group of sheep. How to make a sheep into a lion and how to make a group of sheep into a group of lions? The former is a person knowledge management while the latter is the organization of knowledge management.

Another problem is that not all sheep can be turned into lions. Why don't we introduce more lions to make our organization a stronger lion group?

Quote a former enterprise knowledge management manager, "I think: if the employees in the enterprise, all PKM do well, the purpose of natural learning is stronger, the understanding and absorption of knowledge is more in place, and the knowledge provided is more valuable.

The relationship between personal knowledge management and organizational knowledge management is complementary. Those who ignore personal knowledge management merely emphasize organizational knowledge management is a continuation of "obscurant policy" in the era of knowledge economy, and it is also a kind of consciousness that does not respect knowledge providers.

In practice, many enterprises that do knowledge management or have not done knowledge management are using personal knowledge management to enhance the competitiveness of companies and individuals. Such enterprises include China Mobile, Lining group, Kingdee software, and many other Chinese foresight enterprises.