Personal knowledge managementTraining: building a complete knowledge capacity system through learning, practice and rediscussion
The transcripts of the lectures were pre-organized, partially identified errors were corrected and detailed hierarchical titles were added to facilitate their systematic reading。
Part i: introduction to training and core concepts
1. 1 training induction and organizational management
I haven't been training for years. Once last friday, today is the second time. I'll talk to zhang hui before training. Don't force everyone to attend. It does not, however, seem to be working well and the registration is not positive. So, from a management point of view, the method is really simple, which is what we often call "carrots and sticks."。
The first is compulsory: who must participate or who cannot be tested for six months if not。
The second means is seduction: for example, every time a person comes to training, he/she receives 100 points of benefit. That sounds good, but you'll find a problem: when you don't have the benefit points, you'll think, what's good for training
1. 2 fundamentals of personal growth:Self-propelled
It is for these reasons that the core elements of our training today are drawn up。
Whether it is employees who have just entered the company or who have worked for three or five years, i find that many people often complain too much, such as no new staff training, no mentors, no opportunities to participate in new projects, or often overtime ... They always find many reasons to complain. But we found out what really affects your personal growth? Self-mobilization. All things have to be self-driven。
More than a decade ago, when i was in the middle, the company recommended a very important book called seven practices for efficient people. The first habit of the book is “proactive”. Proactive is at the top of everything. When you have self-mobilization, you find that there must be a way to solve all the problems, without looking for too many objective reasons to justify your inability to grow up. That is a very important point to make today: because no one is responsible for you, except yourself. And your only capital is knowledge。
So what we're talking about today is "personal knowledge management."。
Part ii: scope and basis of personal knowledge management
2. 1 everyone is a manager
Managementist drook wrote a very important book called "the effective manager." the book is not just for managers, because it presents an important point: he called people like us intellectual workers “knowledge workers”. In his view, all knowledge workers, everyone, were managers because they needed to manage themselves first. In other words, everyone is the manager。
The book contains a wide range of content, including time management, personal knowledge management, self-management, objectives and decision-making. In general terms, a complete personal knowledge management and self-management includes knowledge management, time management, energy management, related decision-making and personal growth. These are elements of individual self-management, but today we focus on “personal knowledge management”。
2. 2 level structure of knowledge management
First, knowledge management itself is hierarchical. The bottom is called “information/data”, up is “knowledge”, up is “skills”, up is “experience”, and the top is “methodology”。
• what is information/data? For example, today's temperature is 28 degrees。
• what is knowledge? Knowledge is useful information. For example, when temperatures are above 28 degrees and humidity is above 70 per cent, the human body feels uncomfortable. That's knowledge。
• we have on our bookshelf a three-tier architecture development guide for java, which is knowledge. We took this book, and we did it in accordance with its step by step curriculum, and we had a skill。
• what is experience? When we have this skill and can do many similar functional developments, experience is accumulated through continuous practice and practice. These experiences make it easier for us to cope with the development of the regular ssh-3 architecture, without even working overtime。
• what is methodology? But when technology is converted to path, we may find that past experience is not working. At this point, self-methodology or models need to be developed through long-term accumulation of software development methods, considerable time sedimentation and abstraction. In this way, we can also respond effectively to new problems or scenarios. This is the complete level of knowledge management。
Part iii: types and transformation of knowledge
3. 1 visible and hidden knowledge
Pictures, text, voice, these are explicit knowledge. But there is another kind of knowledge that we can hardly express in words, like recognizing someone from thousands of faces. You recognize this as something, but it is difficult to describe what rules, algorithms are specifically identified. This kind of knowledge that exists in the mind, which is difficult to express in words, is hidden knowledge。
So everyone knows more than he can say. There is a continuous shift between explicit and hidden knowledge。
:: visibility: reading, for example, five books, extracting the contents of each book, rubbing it together and writing a summary. It's called a combination of explicit knowledge。
• remarkable retrenchment: this book, the java development guide, was read and practiced, followed by a summary of experience. This process, the internalization of knowledge for your hidden experience。
• invisibility: the experience of writing your own words into a technical blog or a summary document has become more visible。
3. 2 communication, practice and internalization
People communicate and share with each other, and not everyone knows each other, so it is often necessary to articulate what they want to express in words. For everyone, it is essential to have a way of making invisible knowledge visible, as it is only visible that communication, communication and sharing can take place。
In the transformation of explicit and implicit knowledge, there is an important point: to avoid a “theory-to-do”. What do you mean? It's about reading books that don't work out. This is not promoted at all. Because theoretical knowledge is not used in practice, there is no digestion, there is no wrap-up and expression, there is no internalization process, and the understanding of things is imperfect。
For example, i did the esb, soa projects, and it would be quite different if i had just read a few books, went out and talked about the esb reference architecture, the bus function, and did the actual project after the war。
So true personal knowledge management is defined as the application of knowledge management ideas to the individual and the creation of the greatest value for the individual through learning and practice, through experience and methodology. In short, the process of gathering, generating, accumulating, processing, sharing and applying knowledge covers the entire knowledge life cycle. The focus is on applying knowledge to create value based on individual goals. Knowledge management is meaningless if it is not applied and does not create value。
Part iv: knowledge management tools and cognitive status
4. 1 recommendations for practical tools
The definition emphasizes “learning and practice”, so practice is important in personal knowledge management. When it comes to practice, there is one thing that fits well: continuous improvement of the trajectories, that is, the personal pdca cycle (planning, execution, inspection, processing) that we usually call. This simple thing, it really isn't easy. No one can develop new practice by thinking, but by learning new ways of thinking。
As a result, knowledge management, when acquired, is placed in the personal knowledge base. There are many tools in the personal knowledge base, such as on-line/offline notes (onenote, impress notes), saas files, off-line mail clients (foxmail, outlook), search tools (evernote), thought maps, blog tools, etc。
Among these tools, i would like to highlight two points:
1. Mail client: it is a very bad habit for some people to handle mailboxes without a client. It is not easy to file, search and back-up mail using web mailboxes. It is recommended that you install the actual client tool。
Local search tools: recommended “everything”. This tool allows you to quickly search the files on the computer by just a few keywords in the file name. It works very well。
4. 2 four dimensions of cognitive knowledge
In knowledge management, we can divide all knowledge into four cognitive dimensions:
• know that you don't know: it's easy to plan your own studies and learn from them。
• know what you know: it's very simple to store and archive knowledge by categorizing it。
• do not know what it is: it may be that a concept is called differently, but without affecting the understanding of knowledge. That's not a problem。
• i don't know myself: it's the worst. Especially after a certain period of work, it is felt that the existing knowledge and skills are sufficient to cope and that there is little to learn. This is the worst because you may not even know what your field of expertise contains. The core of this problem is the early construction of the knowledge architecture in this field。
More than a decade ago, i was in the middle, and i worked on a chart of the entire software system for it development, with three or four layers. The feedback from the team that this map was used to communicate with the team was that there were so many places that no contact had been made, and that one software developer should have mastered the content. It's "a leaf's eye, no tarzan." thus, “not knowing” is the most terrible, which means that, in general, there are no books, no attention to new technologies and only tasks at hand. The way to break through is to build knowledge systems。
Part v: evolution of the personal knowledge base
5. 1 from database to methodology library
We've been talking about the knowledge base, so how did it come about? The scene is simple, in two categories: understanding things, decomposition and resolution of problems。
When i asked zhang san, zhang told me that there were 10 gs and 20 gs on the hard drive, the most shallow form of the knowledge base, called the database. The database is formed through extensive general reading, fragmentation reading, online search and mail reception, but of little value。
And a little bit of a search around a subject, like the cloud-breed devops, for a lot of information, and then download it for integration, filtering, subject reading or fine reading, which can form a knowledge base. But this is still “theory-to-do”, without practice。
What's the experience base? We're done. Let's get to practice. After practice, skills themselves become experience. Through extensive practice and practice, the skills acquired are gradually becoming invisible experiences. After experience has been gained, the project has been completed, the book has been completed, the project has been re-packaged, lessons learned and lessons learned have been learned, and the hidden experiences have become visible and become “best practices”。
The methodology (or model bank) would require a large number of summaries, a repertoire, five or even ten years of accumulation in a particular field, leading to a deeper, structured abstract summary. It can be applied not only to historical projects, but also to new issues and projects。
5. 2 objectives for the evolution of the knowledge base
Review the evolution of the individual knowledge base: from information to knowledge, to skills, to experience, to methodologies. The ultimate goal is to form a repository of methods whose central function is to analyse independently the ability to solve problems。
There's 10, 20 people in a team. Why is someone else paid a lot more than you? It's not because he can do what everyone will do. It must be because he can analyse and solve problems you can't solve. This is the expression of high value。
In my own case, from 2011 to 2014, i worked on the soa project for china connect, the private cloud paas platform, while summarizing the projects and writing a large number of blog articles. It's a repository of experience, but it's fragmented, not complete. After the project was completed, i made a complete reset, sorted out soa and cloud computing collections. This is further institutionalized, but the structure remains incomplete. Starting last year, i and my colleagues further refined and developed a more complete knowledge structure into a book. When it becomes a book, it forms the most complete pyramid logic structure. At that point in time, confidence is completely different from the relevant topic。
5. 3 level of learning: from nothing to nothing
There is a phrase in the ethics that says, “for learning, for daily loss”. I'll give you an example of a mountain climb: zhang san and li met on half the hill. But zhang san has just climbed up from the foot of the mountain, and li has climbed to the top and down to the lower half. Can they have the same mind? Must be different。
This is also true of work learning practices. For example, i've learned a lot of knowledge and skills in the middle, and now i might forget. My knowledge and memory may be similar to that of a man who's been learning for six months, but it's very different. I may have forgotten the detail, but the backbone and the pulse of the core, and i may have forgotten the details, but the core knowledge “index points”. I can quickly locate the knowledge that is needed because past practice is comprehensive enough。
So the learning process should be understood from nothing to nothing. Because of limited brain memory, we do not need to remember all the fine ends, but the backbone or “index” of the core knowledge. What is the knowledge index? It is the problem of knowing where to find the corresponding knowledge point or document to quickly solve the problem. The index of knowledge, coupled with a search tool such as everything, as mentioned earlier, is powerful。
Part vi: breadth and depth of knowledge: sand reactor models
A core concept throughout km is the breadth and depth of knowledge. I'm proposing a sand reactor model to explain。
When we go to the beach, you're going to find that you're going up, and you're not going to be able to build any more, and the sand is going down. How do we get up there? You have to expand the base of the sand. When the base is expanded, the sand piles can pile a little higher。
Map this to two dimensions of knowledge:
• how high a sand stack can pile, called the depth of knowledge。
• the size of the bottom area of the sand pile, called the breadth of knowledge。
The relationship is that when you encounter bottlenecks in learning practice, it feels hard to break through, like sand piles can't build up. Then you should stop, trace and expand your knowledge. You're building up too little to hold up your depth. You should put a stop to the depths of death and start by developing more outreach knowledge. Once the breadth is expanded, ways are found to integrate and refine these extenso knowledge and pile it up to a height (deep)。
Why is the height of the sand pile so emphasized (deep)? The depth of knowledge produces core values and benefits. Efforts must be made to become experts in a particular subdivision。
Today we're looking for a technician, and if he can do anything: a work of art, demand, design, development, business, he can't be paid too much. But if he told me that his core competencies were architecture, and that he was deep in this area, especially in addressing large-scale co-generation architecture, he would be worth a high salary. This rationale applies in all areas。
