Knowledge Management: Building a Learning Team

First, let's look at what a learning team is. According to a survey conducted by Manchester Business School researchers on more than two thousand teams, there are three types of teams: creative team, regular team, and bad team. These three types of teams are distributed in the front, big, and small jujube nucleus. A small number of creative teams are called dream teams at the front-end. A small number of Jujube core backend teams are called Bad teams at the front-end, while a large number of regular teams are at the center. A learning team is actually a creative team in the Manchester team model. Because learning enables the team to make progress, progress is reflected in what can be done in the past and what has never been created in the past. The basic function of a team is collaboration. The essence of collaboration is sharing and sharing resources, knowledge, experience, and skills. Of course, there are also risks, setbacks, and successes. In a team, every Member is in a special team culture. This special team culture is mainly reflected in the behavior and norms. For an enterprise, this culture also runs through the decision-making mechanism. Therefore, we can draw the conclusion that building a learning team is to create a cultural mechanism and environment for Collaborative Learning in the team and build a communication platform for group collaborative learning, members are encouraged to share their knowledge, experience and learning abilities on this platform.

Personal knowledge, public knowledge, and team knowledge in a team, each person has different life experiences due to their growth experience, educational level, work experience, etc, the knowledge they have is completely different, and sometimes the difference is amazing. The channels and methods for each person to obtain information and knowledge are different. The ability to obtain information and knowledge is also greatly different. These differences, together with individual personalities and abilities, also lead to different abilities to utilize information and knowledge. The knowledge that everyone in the team has and can use is different: we call the information and knowledge that individuals possess and can use as personal knowledge; generally, we also call public knowledge the knowledge that has been made public to the public and can be obtained through books, newspapers, and other documents. In addition to obtaining and using public knowledge, a team also has knowledge that can only be developed and used by the team. It can be shared, disseminated, and used within the team, however, it is not particularly encouraged or prohibited from spreading it out. We call this knowledge team knowledge. Some of this knowledge is meaningless or even useless after leaving this team, and some may be used by competitors and become competitive intelligence. Separating knowledge in this way does not make much sense for knowledge research, but it is useful in analyzing and measuring the team's collaboration. Especially when considering team knowledge management, this distinction will bring us great convenience. To understand knowledge management from tacit knowledge to explicit knowledge, you must first understand the other two concepts: Explicit Knowledge and tacit knowledge. Simply put, explicit knowledge is the knowledge that can be shared within a certain range through literature, such as the knowledge that has been written into books, published in newspapers, or written into documents, for example, the knowledge recorded in audiovisual materials. In an enterprise, some knowledge is recorded on internal media, such as financial statements, sales records, customer files, design drawings, Program Documentation. Tacit Knowledge refers to information and knowledge that exists in the personal mind that has not been expressed as a document, or is under the control of the individual, and cannot be obtained or shared by other team members. Another explanation is that it exists in a large amount of data and raw information, and needs to be mined and processed as knowledge for decision-making. The two explanations here are what we want to use. In the company. One of the most easily identifiable types of tacit knowledge is the following example: After the sales business backbone leaves the company, important customers of the company lose contact, and original good business dealings may be turbulent or even interrupted, good relationships with important partners or customers are damaged, and valuable practical experience disappears. When new employees join the project, it is difficult to get started because there is no background information. New programmers who take over software development have to give up the original software version and start from scratch because there are no program documents or incomplete documents. When a new project is launched, it is difficult to quickly retrieve documents and information related to the company's past similar items, so it cannot effectively learn from existing lessons and spend repetitive learning costs. Obviously, due to the personal relevance of tacit knowledge and its unhandenable nature, enterprises have paid a higher cost and brought huge losses to enterprises. So, how can we improve this situation? Yes, it is knowledge management. Although the concept of knowledge management has been hyped for a long time and attracted the attention of many entrepreneurs, it is a new thing after all. Even the definition of knowledge management is evolving. Karl, executive vice president of Delphi group and expert in enterprise knowledge management, USA. Fracpaul believes that knowledge management is to use collective wisdom to improve overall response and innovation capabilities. It is a new way for enterprises to share explicit and tacit knowledge. Knowledge management is committed to maintaining the knowledge of enterprises, and collecting, accumulating, organizing, and sharing enterprise knowledge through an open structure, so as to further promote the creativity of enterprise employees, so that enterprises can grow better. Verna, author of "evolution of knowledge. Ali believes that knowledge management helps people reflect on their own knowledge, help and develop technologies and internal structures that support people's knowledge exchange, and help people obtain knowledge sources, promote knowledge exchange between them. Some people define knowledge management as the process of converting information from various sources available to the Organization into knowledge and linking knowledge with people. Some people equate knowledge management with the identification, acquisition, development, decomposition, use and storage of enterprise knowledge. In fact, knowledge management is a work platform and operation mechanism for enterprises to learn and share collaboratively on the information and knowledge level, with the aim of collaborative knowledge development and sharing. This is consistent with the objective of building a learning team. In enterprise teams, collaborative jobs have developed more mature than collaborative learning. There are already many theories and technologies for sharing various tangible resources, including capital, and systems such as BPR, SCM, CRM, MIS, and ERP have been developed, learning collaboration, knowledge sharing, and management are just the beginning. Team building Composition Researchers from research into creative teams found that companies like Sony, 3 M, HP, and P & G have created an open learning system, this system enables every employee to constantly learn and update themselves. Among these corporate cultures, what occupies the core position is the spirit of cooperation innovation. In a team without a spirit of cooperation, team members use various means to achieve their personal goals. There is no value or goal that can integrate the behavior direction of employees without a common goal or value, it is impossible to form healthy team behavior specifications. The establishment of common values and goals requires understanding and communication between business leaders and employees. In an enterprise team, understanding and communication are essential for knowledge sharing and collaboration among team members. Therefore, we need to cultivate a team culture that can enhance understanding and communication. The formation of team culture is generally not overnight, but gradually formed during the interaction of team members. In this process, the role of leaders is crucial because leaders and leadership have the right to develop policies, in the company's rules and regulations, we must unswervingly implement the idea of encouraging understanding, communication and cooperation, which is a tangible force. The decision-making process and procedures adopted by the leaders are in fact embedded with an up-and-down attitude towards cooperation, communication, and understanding, to some extent, this invisible force can encourage employees to communicate and cooperate. A team with a communication and cooperation attitude has ample opportunities for members to learn from each other, share their knowledge and experience, and continuously guide employees to learn and improve. The training system is essential to establish an employee training system and is one of the effective methods for building a learning team. The development of technology and market changes require employees to constantly learn new knowledge and skills. Otherwise, they will not be able to adapt to market changes or even be competent. Some large enterprises regard enterprise training as an important means to improve their competitiveness, and even set up enterprise universities to train their employees. Whether or not there is a training system has become an important condition for employees to select employment positions. enterprises also take training opportunities as a way to return for employment. For a learning team, enterprise training is not conducted due to technical and operational backwardness. enterprise training has become a means and tool for continuous learning and innovation. Enterprise training includes not only technical and business training, knowledge and skills training, but also the delivery and dissemination of enterprise spirit and culture. Especially for new employees who enter the team, these trainings are essential. Team training can be integrated into business operations and company activities in a variety of forms. Training must be effective. Of course, this does not mean that there must be any form of examination. The training of team employees must be planned, universal, and should not be random. This will dampen the enthusiasm of employees for learning, damage the communication atmosphere of enterprises, and ultimately undermine the company's cooperative culture. Successfully communicating experiences is a member of a learning organization, which can always form an atmosphere of business learning and discussion. In this atmosphere, members can actively participate in business learning and exchange successful experiences, explore business skills and innovation. The formation of this atmosphere depends on the behavioral norms under a certain team culture. In general, in an environment with competitive business interests, everyone has the instinct to keep their own business secrets, which is inevitable, this situation is particularly prominent in the various business personnel of the Sales Department. However, there is always a way to divide the business scope and business layers to make the competition of team members non-direct. Limiting the direct business competition among team members within a certain scope can make communication and communication between members possible. Otherwise, the team spirit will disappear. Another factor is the performance appraisal system, because the management can develop different performance appraisal and reward methods, so that it is possible to encourage employees to choose collaboration or non-collaborative behavior through the selection of methods. One research case is as follows: In order to improve the sales strategy and skills of sales personnel, a company hopes that the business personnel can contribute their experiences and skills in sales practice for everyone to share, A quarterly sales plan award was set up. The awards include selection of target customers, product presentation solutions, customer service methods, and the best sales experience. Each salesperson makes his or her own suggestions into a demonstration document to participate in the award, finally, we will combine all the solutions into a book for your reference. After several rounds, the company's sales in various regions have developed by leaps and bounds, and the company has formed a good business learning and discussion atmosphere. Originally, the company was preparing to organize business observations, which had evolved into frequent exchanges and discussions among business personnel. Different methods and incentive policies may be required for different departments to encourage such business communication and learning. From the perspective of knowledge management, a learning team is the first organization that can manage explicit knowledge well, including the identification, collection, processing, sorting, storage and utilization of knowledge, it also includes the mining of tacit knowledge. The Exploration of tacit knowledge is not a simple task. We need to change our work and study habits, and cultivate the experience and ideas of members to be expressed in a way that can be shared, this usually requires a record to form a document. To ensure knowledge recognition and record generation, we also need to improve our business processes and models, just like in order to do a good job in customer relationship management, in addition to providing products and services to customers, we also need to record the customer information and sort it into the database. This is not difficult, but it is not easy to stick to it and let every employee do it. To this end, we need a good platform for knowledge management and learning exchange, which can be understood as a set of systems: A set of table filling and transfer systems, meeting systems, discussion systems, or other forms of systems can also be regarded as a computer software system or a network system based on knowledge management and sharing; it can also be understood as a way of working with knowledge generation and sharing as the core.