With this question, I specially interviewed the first batch of domestic training experts who began to explore enterprise knowledge extraction, Mr. An Qiuming, vice president of Amoy Group. The following question is easy to explain, dry goods are full.
◆ ◆◆
Q 1: What is knowledge?
Teacher An: That's a good question. Many people often confuse the words knowledge, information, data and wisdom. In fact, these words have a progressive order. Data is the bottom layer, it represents the original material, often just symbols of some columns. While information is by going up one flight of stairs, which represents the processed data and usually has certain logic.
The knowledge we are talking about is based on information to refine the relationship between information, find the law, and more importantly, get the guiding value for action. At the top is what we call wisdom. This level focuses on the future and the ability to predict.
For knowledge, it can actually be further subdivided into four different types of knowledge.
1 knowledge, Know-what, that is, knowledge about facts. For example, how many employees the company has; What raw materials are needed to make a product, etc.
2. Knowledge about cause, that is, knowledge about cause, usually refers to principles and laws. We often say that it is more important to know what it is, that is, to know why.
3. Know-how knowledge is also about how to do it, usually related to the skills of doing things. For example, how to make a speech and how to organize an effective meeting all fall into this category.
4, Know-who knowledge, that is, knowledge about who knows and who knows how to do something. We often say that knowing who can do what is more important than what we can do ourselves. This is what we call hierarchy.
-
Q2: Are there any differences in the extraction of these four kinds of knowledge?
Teacher An: It will be different. I extended it a little here. In fact, in the field of knowledge management, we have a model of "knowledge iceberg", which floats on the water, knowing what and why. This knowledge is usually tangible, often exists in books or classes, and it is easy to spread.
Submerged in the water are know-how and know-how, which are usually invisible and often exist in people's experience. Many times, "words can only be understood." These two kinds of knowledge are often the focus of knowledge extraction in our enterprise.
-
Q3: What problems do enterprise knowledge extraction usually solve?
Teacher An: At present, the training and curriculum development of enterprises, including knowledge extraction, must have a clear goal orientation. After our observation of hundreds of enterprises in recent years, we found that there are basically four types of demands of enterprises in the field of knowledge extraction:
The first one is related to dimension, standard and measurement. What do we call it? Let me give you the simplest example. There are many cokes in the world, 99.99% of which have the same ingredients and similar tastes, but the unique taste of Coca-Cola has not been imitated so far. This difference of 0.0 1% is the unique knowledge of enterprises. For another example, the price of a house usually includes many dimensions, such as location, orientation, floor and landscape. What are these dimensions for evaluation related to? Many times, there are many "experience values" in enterprises, which also belong to this category.
The second is the exploration of How to do the work, which we call how. Many times it is not enough to know what is there, but also to know how to do it. For example, we all know the "sandwich rule" of communication, which is simply to praise first, then criticize and finally praise. If you make a mistake, you should praise and criticize, but if you criticize first, then praise and finally criticize, the effect will definitely be very different. There are many places to explore about how to do business, whether in the field of functional management or in the field of production and marketing.
The third is about how to deal with the problems in the work, which we call a trap. We found in enterprises that the normal workflow is often interrupted or even interrupted by various "unexpected" factors. Many times, managers of enterprises spend a lot of time dealing with problems. Common problems and solutions of enterprises are the third extraction scenario we talked about. Everyone knows that Ma Yun established Lakeside University. Ma Yun once said that we don't teach you how to succeed, but how to avoid failure. Actually, that's what he meant.
The fourth is about the unique skills and skills in the work, which we collectively call tips. Some people can finish the same job faster and better, and this trick is the fourth scenario we want to extract. For example, in life, it is also a stew, which usually takes several hours. If you stew the meat in a pressure cooker or with tea bags, it may take several minutes. This is the trick. At work, there are many similar scenes.
-
Q4: Who generally does enterprise knowledge extraction?
Teacher An: In our practice, there are usually two subjects for knowledge extraction. One is led by a training manager or an internal trainer, who learns from the perspective of a third party. The other is to encourage internal experts to summarize and refine their own experience, that is, experience refining from the first perspective.
This is in line with the development trend of enterprise curriculum that we often say. At the beginning, OGC and PGC were produced by professional organizations and experts. However, we think that UGC is more promising, that is, mobilizing all front-line employees to produce content, which will play a greater role and be more long-term for enterprises.
-
Q5: What are the common methods of enterprise knowledge extraction?
Teacher An: Here we mainly talk about how to do this from the perspective of training managers or internal trainers. Generally speaking, we need to do expert interviews, which is the most common way. Everyone's conversation style is different, and his speech is different, but we usually ask the interviewee several questions:
1. On the topic we want to know, ask them to tell a typical story they have experienced, which can be supplemented by SPORT model to ensure the integrity of the information, including the background (time, place, people, events, etc. ), questions, choices, results, reflections, etc. If the experts miss some information, we should do guidance.
In this story, what does he think is the key link to deal with the problem and why? Generally speaking, experts will be happy to share their thoughts on a problem. This problem is also to promote experts to extract some key information, which will often play a great role in the later sorting out and extracting information.
3. What challenges and difficulties in this story impressed them particularly? This question is an auxiliary question, and many experts may have brought this topic into the story. However, sometimes we will meet experts who are too general, so we should ask questions and dig. Remember the traps and techniques I mentioned before? This problem is to dig out these two kinds of knowledge.
Finally, we often advise experts to give some advice to newcomers. The expert's ideas often carry a lot of his experience and understanding. But for beginners, the same problem may be difficult. We will induce experts to switch to the role of newcomers and give concrete suggestions step by step. Only when how to be given can such knowledge fall within the enterprise.
-
Question 6: After getting a lot of information from lectures, how can we further extract it into knowledge?
Teacher An: Yes, experts often tell us a lot of things, including data, information and perhaps unstructured knowledge. And we, as extractors, want to extract structured knowledge and spread it based on it.
Generally speaking, we will do mining according to the four steps of "site repair-content extraction-key point mining-action guide". On-the-spot restoration is what we should do during the interview. We should restore the best practices in all aspects as much as possible and try our best to ensure the integrity of the information.
Next, we should sort out the main points in the data, which often requires us to have the ability to summarize, deduce and identify the main contradictions. If interview skills are the first level, then content refining is the second level that is more challenging. Of course, it would be easier for us to meet an expert with strong summing-up ability.
The third step is to dig out the main points, especially the traps and tricks. You have heard many lessons, such as the top ten problems of telemarketing, such as the seven ways to quickly improve customer satisfaction, which are actually about how to avoid problems and improve efficiency outside the normal workflow. Mining key points often requires us to interview many experts and then collect and refine them. This part will often become the favorite content of employees.
The fourth step is the action guide. As I said before, no matter how right you are, the most important thing is that when I want to take action, you tell me step by step how to do it. Knowledge extraction should not be satisfied with what and why, but must be something that employees can use to guide their own behavior. Experts will give us some methods and ideas, and we will turn them into details of action.
-
Q7: What are the most common problems in the process of knowledge extraction?
Teacher An: This process may be easy for everyone to listen to me, but in fact, it is easy to have various problems in operation. For example, the most common problem is "information misreading", that is, when you are interviewing, the information collected is not what the experts express; Or the information you collect is not the core that experts think.
Here I recommend the simplest way to confirm the information. In four sentences, you say I listen, you do I watch, I say you listen, I do you watch. To put it bluntly, it is to relay your understanding and confirm it with the experts. Don't be afraid of trouble, this process is very important, and it is also an excellent learning opportunity for training managers and internal trainers.