Relationships Among Employees, Knowledge, Values And Learning

Nowadays, there are few yardsticks in these "soft" management mechanisms.

How do you measure the contribution of an employee in a team of 20 people? What contribution does the employee have to team performance? Can he at least tell whether his contribution is positive or negative? How do team managers measure the work of people working in multiple teams? In addition, as decision-making activities become more and more grass-roots and the scale of organization expands, it is clear that the values of enterprises and vocational values are crucial, because they will provide "guidelines" for tacit interactive staff so that they can have a common sense of mission and direction.

The assessment process needs to be improved to include more peer based and project evaluation (unlike traditional reporting lines), and to assess soft aspects of work, such as values, non institutional leadership and guidance skills.

As long as there is tacit understanding, there will be learning and creation of new knowledge.

Participants will become the knowledge sources and contributors of institutional learning.

Enterprises can not manage this knowledge from top to bottom.

On the contrary, managers must promote the acquisition and sharing of knowledge through the establishment of appropriate systems and incentives and the "knowledge market".

Recently, blogs (Web Diary), Wiki (user contributors and editorial content websites) have created new ways to acquire and disseminate knowledge that is crucial to tacit interaction.

The emphasis of learning is also changing.

Enterprises can use training courses offered in the classroom or on-site to train production workers to operate lathes or train call centers to handle calls.

However, the learning in tacit interactive field is more based on experience and teaching, and based on the experience and skills of everyone involved in the interaction: experienced managers learn from experienced managers.

In addition, managers are constantly changing their responsibilities.

They must constantly study examples and similar situations.

Companies may even find that it is worthwhile for tacit interactive personnel to come into contact with new tasks, because they can improve their capabilities.

Finally, even recruitment conditions will change.

In fact, the recruitment conditions have changed in some industries with more tacit interaction (such as software and hospitals).

Managers in these organizations have redefined their job descriptions and standards to hire people who can solve problems, work in obscure affiliations, and build relationships.

But the number of experienced tacit interactive personnel is limited, and the demand is increasing. The pressure has already been felt by enterprises.

As a response, enterprises can interact tacit and interact with talents on a wider scale in the world.

One thing is clear: for the tacit understanding interaction, the selection and encouragement of talents is the core process of effective results.

It is clear that technology will play an important role in promoting tacit interaction and improving its efficiency and value.

In fact, technology has been a major factor in accelerating the development of tacit interaction in the past 20 years.

20 years ago, international calls were expensive. E-mail was also a novelty. Today, global voice connections are no longer expensive. People around the world send about 30 billion e-mails a day. New technologies such as broadband Internet, Google, search engines, mobile phones, blackberry and Treos, personal digital assistants and video conferencing also make tacit interaction more convenient.

Enterprises will pay more attention to these technologies to further improve tacit interactive work, which brings many new information technology management problems.

Most of the investment in technology has been used to improve pactional or even pformational activities.

Compared with investments in enterprise business systems, new investments in personal digital assistant, collaboration software, Wiki tools and other technologies to improve tacit understanding are much cheaper.

But these tacit interactions do require new information technology architecture and skills.

Some enterprises have already begun.

Compared with the 1/4 in the last quarter, productivity of the first quarter of the labor productivity growth rate is five times that of the latter.

In addition, from the per capita information technology stock assets of the employees, the growth rate of the former is 40% faster than that of the latter (annual growth rate).

It is gratifying to note that most enterprises (except a few cases) have basic communication infrastructure, which is essential for expanding the scope of interaction.

Such infrastructure must be constantly improved to provide a foundation for richer media.

Enterprises will increasingly need to deploy technologies that can provide real-time data sharing, information and professional skills. They need to provide some decision support tools to help tacit interactive staff to form in-depth insights based on data and analysis, help to enhance the background knowledge and information needed for interaction, and enhance the ability of employees, customers and suppliers to interact with each other, and provide effective collaboration tools for multi-party work processes.

Many technologies and tools used by tacit interactive personnel will promote people to explore, acquire and share knowledge in a collaborative and dynamic way, and will support more videos, audio and images to help people interact remotely and to find more scarce professional skills from a broader perspective.

Tools with search functions, collaboration methods for acquiring and organizing knowledge, and new digital learning channels will all be possible.

In addition, these new tools and methods have a more extensive impact on the management of information technology infrastructure and operation.

The new world will neither use the practices and organizational principles required for production support systems and pactional systems, nor will it use large and rigid business applications designed to achieve paction automation and improve paction efficiency.

It is not that there is no longer any need for enterprise applications; rather, it is necessary to improve them to make tacit interaction more effective.

Managers must shift their focus and deploy a work team centric tool.

These tools can be easily installed and removed with the start and end of projects and strategic trials.

They must also find ways to conveniently link these tools with the pre existing interactive platform.

In addition, the problem of information overload must be solved: Microsoft and other enterprises are already trying to help tacit interactive personnel to skillfully screen data from interactive activities, thereby alleviating the excessive information burden generated by inappropriate management of interaction (and increasing speed of interaction).

Management in most people's participation in an interactive environment will overturn a large part of the knowledge system learned by senior management in the past half century.

But for companies that adopt new methods, the opportunity to build new competitive advantages is obvious.

Time waits for no man. Now is the beginning.