As a place for knowledge workers to cooperate, teams are increasingly becoming the form of enterprise adoption. During the development of the 777 aircraft, Boeing has successively set up 235 teams to complete R & D of different parts of the product. IBM, GE, at&t and other large companies all have hundreds of teams. The Team has become an important place for knowledge production, as Senge said, "Because the basic learning unit of modern organizations is the team rather than the individual, team learning is extremely important. Here is the relationship between "no skin, no hair will be attached". Without team learning, there will be no organizational learning ." Tacit Knowledge is difficult to share and transfer because it is difficult to talk about and cannot be separated from the owner. Levitt pointed out: "The most important knowledge (tacit knowledge, note by the author) of an enterprise can neither be transferred nor transferred ." This characteristic of Tacit Knowledge determines that the sharing, innovation and accumulation of this knowledge requires the knowledge owner to participate in the whole knowledge process, and the knowledge owner must communicate closely. Therefore, this paper proposes the concept of confidentiality to discuss the issue of implicit knowledge management in the project team.
I. Introduction to the concept of confidentiality
A large part of people's knowledge is obtained from contact with others, rather than from rigid text materials. Rogers pointed out that in practice, people often rely on social networks between people to acquire knowledge and suggestions. The knowledge that people need not only includes the knowledge base, the molding knowledge in the document, but also the more vivid knowledge gained from friends and colleagues through the relationship network. Research shows that 2/3 of managers have information and knowledge from face-to-face meetings and conversations, and only 1/3 are from documents.
There are many forms of close relationships in enterprises, such as masters, apprentices, informal groups, interest groups, and project teams. Compared with other forms, the team can more closely associate project members to promote knowledge sharing and innovation.
First, the team can provide a close communication, communication and collaboration environment for the project team members, which is conducive to tacit knowledge management.
Second, the Team has clear tasks, and members discuss, collaborate, and think about the tasks. With clear task constraints, Members are very motivated to share and create knowledge, promoting accumulation, sharing and Innovation of tacit knowledge.
Third, Project Assessment inspires experienced and knowledgeable employees to contribute their best efforts. In order to complete project tasks and reflect their own values, the old employees and experts will do their best to contribute knowledge to the team and effectively solve the knowledge-based and self-interest issues in knowledge sharing. New team employees can discuss with experts face to face and grow rapidly in close collaboration, which is conducive to the spread of tacit knowledge.
Fourth, in the project process and after the project is completed, the interaction and communication between team members and members outside the team are triggered, resulting in new tacit knowledge sharing and innovation.
The close relationship between team members is an important factor influencing the management of tacit knowledge in the team. To effectively manage tacit knowledge in the team, a close relationship must be established between members, exchange and collaboration, so as to promote the accumulation of tacit knowledge, and carry out knowledge innovation in the ideological collision and mutual encouragement. But what is "secret" reflected in? What factors affect the "confidentiality" among team members "? How does the "confidentiality" between Members affect the management of tacit knowledge in the team? How to Cultivate an atmosphere of knowledge innovation and sharing? All these questions will be the main content of this study. Here we propose the concept of "secret" and explain it.
Ii. explanation of the concept of confidentiality
1. Secret Concept
In an effective institutional framework, people are walking together in terms of space and psychology due to common interests and interests, or they need to work together for some reason, this approach effectively solves problems and achieves cooperation.
The concept of confidentiality includes the following aspects: first, the formation of confidentiality between people depends on their spatial closeness. The development of close relationships between individuals depends on close geographical proximity and face-to-face communication. The data collected and sorted by Tom Allen, a professor at the Massachusetts Institute of Technology, over the past few decades shows that, reasonable distribution is very narrow. "If the distance between people exceeds 50 feet, people will not often cooperate ." Personal contact and close relationship are closely linked.
Second, confidentiality depends not only on the closeness of space, but also on the psychological acceptance of people. A member in an organizational unit is more psychologically able to accept and trust his colleagues. The more likely he is to like what they like, the more conducive they are to communication and collaboration. In a close relationship, individuals are more likely to perceive things perceived by others, making it easier to have profound conversations and conversations. On the contrary, in a non-confidential environment, individuals may not be able to see what others see, or even reject what others do, so that they cannot communicate and collaborate smoothly and effectively.
Third, the formation of the secret is generally due to some reason that everyone is connected, such as a common interest, interest, topic, or need to work together. Enterprises are a combination of interests, including the overall interests of enterprises, the personal interests of employees, and the interests of various groups. Although each employee has different interests, there is always a combination of many employees' interests, and these employees will form interest groups.
The "Practice Group" is the most striking example of the combination of common interests and topics ". A practice group is composed of relatively small groups, where people gather to discuss shared values and exchange views.
The secret generated by working together mainly includes the following forms: the employees of the same department work together, the masters work with apprentices, the cooperation between different departments, the work of employees in the company Alliance, and the work of team members ??. 2. Depth and validity of confidentiality
First, the depth of the secret
The closeness between team members is called the depth of the secret. This closeness not only refers to the closeness of space, but also to the psychological closeness. The depth of the secret is more related to interpersonal relationships.
The depth of confidentiality between team members is mainly reflected in the following aspects: familiarity between members, psychological acceptance between members, willingness to cooperate among members, etc.
There are many factors that affect the depth of the secret, for example, the closeness between members in space and the degree of influence of common factors (such as the size of common interests, the number of mutual interests, and the degree of mutual interest) members are attractive to each other, the atmosphere of the team, communication and collaboration among others.
Second, the validity of the secret
The effectiveness of solving problems, completing tasks, sharing knowledge, and innovating in close relationships among team members, that is, the effectiveness of confidentiality. The validity of the secret is more related to effective management.
Confidentiality is not a close relationship in people's real life in the general sense, but a close relationship between people in the enterprise. Enterprises aim to make profits. Therefore, close relationships between team members are different from those of friends in real life. They are not simply getting together, but to complete project tasks. How to effectively complete tasks is an important goal of the team. How to effectively communicate and collaborate with team members to promote the completion of project tasks is a matter of critical validity.
The confidentiality and validity of project team members are mainly reflected in the following aspects: the degree of project task completion, the level of knowledge sharing among project members, and the degree of project team knowledge accumulation.
There are many factors that affect the effectiveness of confidentiality, such as the support of the company to the team, the impact of the project manager on the team, the way the team members communicate, and the degree of difference among the team members. The differences between team members refer to the differences in skills, experience, and personality of team members. It is undeniable that the knowledge produced by people with highly social closeness is generally difficult to be innovative. It is difficult for similar groups to create innovations. Therefore, it is not surprising that a team should be established to bring together experts from different departments and fields.
Third, the relationship between the depth and validity of the Cipher
The depth and validity of confidentiality are interrelated and mutually reinforcing. The deep enhancement of team members is conducive to better communication between team members, so as to promote the completion of project tasks and knowledge sharing and innovation among team members. The improvement of the confidentiality validity of the team members is conducive to the efficient cooperation of the members, and the high performance of the team is conducive to the improvement of the team spirit, which is conducive to deepening the depth of the confidentiality between the team members.
The depth of the cipher is not equivalent to the validity of the cipher. This is always the case when the team is operating. The team members are very friendly, but the team's performance is not satisfactory. When the team members are very close, it does not mean that such closeness will produce effective work results and more extensive knowledge exchanges. If we say that the depth of the confidentiality between team members is more than the degree of mutual acceptance with the psychological approach over time, and the depth of the confidentiality is deeper, the effectiveness of confidentiality is more subject to the use of effective management means, so that team members can have more communication and produce higher team performance based on work conditions.
Specifically, the difference between the depth and validity of the cipher is mainly reflected in:
First, the depth and validity of the secret vary depending on the number of participants.
The smaller the number of participants in the activity, the greater the effect of the depth of the secret, and the larger the number of participants, the greater the effectiveness of the secret.
When there are few participants, they are easy to get familiar with each other. The degree of acceptance between participants, that is, the depth of the secret, determines the communication frequency and cooperation degree, at this time, effective management plays a relatively small role, that is, the effectiveness of confidentiality is relatively small at this stage.
As the number of participants increases, communication becomes more and more difficult and complex, and even does not know each other at all. In this case, the effectiveness of confidentiality is more effective than that of confidentiality, it is even more important to adopt effective management methods and means to promote communication among members.
In Figure 1, the vertical axis represents the dense depth, and the horizontal axis represents the dense validity. The individual, team, and enterprise layers represent different participants. The dense depth and validity apply to these three layers.
For example, at the individual level, the depth of the secret is more important. When the number of members is very small, for example, only two people, the larger the depth of the secret, the deeper the communication, the more conducive to work development and knowledge sharing, there is almost no need for any management measures.
At the enterprise level, when there are a large number of employees, thousands or even tens of thousands of employees, and employees are distributed in different regions and even countries, it is difficult to do a good job for an enterprise by virtue of its private relationship. Therefore, in the process of enterprise development, we often see this phenomenon, the enterprise size generally does not pay attention to the management system, more rely on the tacit understanding between employees to complete work tasks. As the scale increases, enterprises begin to pay attention to the establishment and improvement of management systems. Therefore, at the enterprise level, the effectiveness of confidentiality is more effective than the depth of confidentiality.
The team level is between the personal level and the enterprise level. The depth of the confidentiality and the validity of the confidentiality also work. In a team, on the one hand, when there are many people but within a certain range, communication, collaboration, and ideological collision among people will be more conducive to knowledge innovation. On the other hand, the larger the number of people, the better. Due to the large number of people, conflicts of interests, personality differences, and interests are generated, which leads to division within the team and the formation of small groups, this increases the management cost. That is why the number of team members must be controlled within a certain range, that is, the effective size of the team.
The difference between the depth and validity of the confidentiality statement on the three layers of individual, team, and enterprise determines that the tacit knowledge management focuses on the confidentiality statement on the three layers of the team, at the individual level, we pay more attention to the depth of confidentiality. At the enterprise level, we pay more attention to the validity of confidentiality. At the team level, we fully consider the depth and validity of confidentiality.
Second, the depth and validity of the secret play different important roles in different stages of project management.
The development stage of the project team is roughly divided into five stages, including the formation stage, integration stage, improvement stage, implementation stage and transformation stage. In these five phases, the depth and validity of the confidentiality vary.
In the early stage of project management, that is, the formation and integration phases of the project, team members work together and are not familiar with each other, or even have never met each other, the depth of team members is lighter than the entire team life cycle. Therefore, the depth of team members is more important in these two stages. In the formation phase, it mainly promotes the familiarization of team members and lays the foundation for future project cooperation. In the integration phase, the gap between the expectations of team members and the reality at this stage leads to conflicts and conflicts in the team, promotes communication and dialogue between team members, and establishes mutual trust and understanding, the increase in the depth of the secret has an important role in the later stages of the project.
In the stage of project Improvement, implementation, and transformation, the team members must not only have a depth of confidentiality, but also have the validity of confidentiality, effective management measures and measures are used to promote the effective completion of project tasks. The validity of the confidentiality measures is more important than the depth in these three phases.
Iii. Analysis Framework of Project Team Tacit Knowledge Management Based on confidentiality
Based on the secret, we divide the project team into three layers: personal, team, and enterprise, communication, communication, and collaboration between employees are occurring within and between different layers, forming layer-to-layer interaction and layer-to-layer interaction, figure 2 is the analysis framework of Project Team Tacit Knowledge Management Based on the secret.
1. Internal communication and communication at various levels. This article is transferred from the Project Management Alliance.
From the personal perspective of Members, we can see that functional departments such as X, Y, and Z have chosen A1, B2, and C3 to form a project team, communication and collaboration at the individual level of members caused by confidentiality mainly refer to A1, B2, and C3 communication and collaboration between individuals and others, including communication between team members during project operation., it also includes communication between project members and other employees from functional departments.
The project team layer refers to the team learning that occurs as a whole due to the communication and learning of its members. The project team provides a good environment for the project team members to share and innovate tacit knowledge, the project team members can fully learn and communicate in such an environment. This learning not only produces innovative knowledge, but also accumulates the knowledge of team management.
At the enterprise organization level, various documents formed during the Team's operation are transferred to the company's knowledge base, team knowledge is transferred to enterprise knowledge through communication between team members or other individuals in the company, other teams or the company's knowledge management department. 2. interaction at all levels
The above three layers also transfer and share knowledge, of which the individual and organizational layers of members are the most closely integrated, one of the two main ways to increase the member's personal tacit knowledge: one is to learn from external knowledge and to reflect and integrate in learning, the other is the learning that occurs when members communicate, communicate, and collaborate with each other during the project. The second source is the most important source of tacit knowledge of team members, which is obtained through communication and communication among members of the project team. Second, the increase in the member's personal tacit knowledge will greatly promote the increase in the Team's organizational level tacit knowledge. The increase in tacit knowledge of team organizations is based on the increase in tacit personal knowledge of team members. The relationship between the team organization level and the enterprise organization level is: on the one hand, after the tacit knowledge of the team is explicit, various documents and materials are stored in the enterprise's knowledge base; after the team completes the task, tacit Knowledge exchange and communication are formed through communication between employees of other teams and other departments in various forms. On the other hand, other project teams, other departments of the enterprise, and the enterprise knowledge base will provide a series of knowledge support for the completion of project team tasks.
The relationship between the enterprise organization level and the individual member level is: the enterprise provides the source of explicit knowledge for the team members; the team members directly contribute the experience of explicit knowledge formed by the individual to the enterprise knowledge base, or, after the members of the team who experienced the baptism of the project return to their respective functional departments, they share knowledge with other employees in the same department as a "knowledge source.
Iv. practical interpretation of the overall tacit knowledge management framework of the Project Team
With the increasing uncertainty in the external environment of enterprises and diversified customer needs, it has become a common way for enterprises to complete specific tasks in the form of teams. The results of project team operation depend not only on each individual participating in the project team, but also on the interaction between each individual participating in the project team.
In the project team, members communicate with each other and collaborate to complete project tasks. Japanese scholar yoy Nakhon Chi-lang believes that in this process, team members deeply share knowledge, learn from each other in close contact, and create knowledge in this process. Close cooperation between members of the project team is the guarantee to complete the project tasks. In this process, team members can improve their tacit knowledge and use the team as a bridge, converts the personal knowledge of project members into organizational knowledge. Project Team members work together in different stages of project development, and this change includes both the depth of the secret and the validity of the secret.
1. The depth of the secret
We use Figure 3 to describe the performance of the secret changes in different stages of the project team:
In Figure 3, the bottom line indicates the continuity of the close relationship between the project team members. For example, the team members did not form a formal relationship before the project is established. In the integration phase, due to the break-in between team members, the close relationship between members is intermittent. The width of the line indicates the depth of the confidentiality of the team members. The thicker the line indicates the deeper the relationship between the team members, the stronger the confidentiality. The finer the line indicates the lighter the close relationship between the team members, the smaller the secret.
In Figure 3, we can see that the close relationship between members is constantly increasing from the project formation stage to the integration stage, improvement stage, and implementation stage, and to the project transformation stage, as the project is disbanded, the team members can work in new teams or in the original functional departments, and the confidentiality of the team members is relatively weak. However, the cooperation of the entire project makes the project team members know each other and lays a good foundation for future cooperation and knowledge sharing.
2. Team member confidentiality Validity
It is not enough for the project team to interact with each other only. The continuous innovation knowledge of the Team also depends on the effective cooperation of members of the project team, this effective cooperation depends on the effectiveness of the confidentiality between team members, that is, the effect of accumulating, sharing, and innovating tacit knowledge in this close relationship. The validity of confidentiality is influenced by many factors, such as the personality characteristics of team members, the trust atmosphere in the team, the communication mechanism and information technology, and the incentive mechanism of the company. With good confidentiality and validity, project team members can communicate and communicate smoothly, which is conducive to the accumulation, sharing and Innovation of tacit knowledge in the team.
3. structure matrix of the Relationship Between depth, validity, and team members
In the project team, team members have accumulated some relational resources. If you think of the entire project as a system, every element of the system is a team member. Each element forms a deep or superficial relationship in the operation of the project team. There is a certain relationship between team members in the project, which can be expressed by the system structure matrix. The formula is:
Indicates the knowledge acceptance among members. In the above formula, s indicates the acceptance of Member I output knowledge member J. CIJ is determined by the depth and validity of the team member's confidentiality. When the depth of member I and j secret increases, the frequency and efficiency of communication between members will increase, and the receiving of mutual knowledge will become more effective. The relationship between any two members of the project team is not only influenced by the relationship between the two Members, but also by the atmosphere, trust relationship, conflicts, and other influences of the entire team, that is, the effectiveness of confidentiality.
Generally, the management layer evaluates the team based on the team's performance, while ignoring the team based on the quality of team interaction and the long-term relationship between members. Each small group will leave a legacy in a large organization and add or reduce existing "relational resources. If the relationship is successful, social capital will increase.
The so-called social capital refers to the relationship between individuals or organizations. In the project team, the final output not only includes the completion of project tasks, but also accumulates various social relationships during the project operation. All organizations are associated with past experiences, current interactions, and future expectations. Therefore, no matter the size of the organization, some social capital will continue to grow and decrease, and form hidden wealth assets or liabilities that may be weakened. |
