Many people have heard the story of boiled frogs. Here is an unnecessary narration: put a frog in a big pot, add water to the pot and heat it slowly with a small fire. Although the frog could vaguely feel the slow change of the outside temperature, it didn't jump out immediately because of inertia, and finally it was scalded by hot water unconsciously. For enterprises, drastic environmental changes are often not the most terrible, because everyone can feel the heat immediately, but it is more difficult to prevent gradual changes. Now the competitive environment is changing gradually. In this change, there is a symbolic word: knowledge economy. This is not so much a new concept as a change in the competitive environment. In this environment, invisible things are often more important than visible things, which is undoubtedly a great challenge to enterprise management and managers. However, many enterprises are actually doing a kind of work-knowledge management. In TCS (Total Customer Satisfaction) activities promoted every quarter, Motorola executives actively let employees know that the enjoyment and innovation promoted by knowledge management are very important to the organization, so that cross-departmental quality control circle activities can share knowledge and integrate the opinions of other departments; On the other hand, IBM cultivates employees' habit of contributing ideas by establishing a culture of knowledge sharing and trust. McKinsey's senior managers will persuade professionals to share their knowledge and experience with colleagues to help improve their interpersonal network; Hewlett-Packard has established an expert network so that employees with special expertise all over the world can find it quickly when needed; Everyone who is new to TSMC will be assigned a senior employee for counseling and guidance. The above are the practices of some advanced enterprises in knowledge management, which are also worth learning from many domestic enterprises at present. However, in the past practice of knowledge management consulting, many enterprises still ask two questions: First, what kind of knowledge culture does the benchmark enterprise of knowledge management have? Second, how to shape such a knowledge culture? Hearing this question, I was delighted at first, because more and more enterprises no longer refer to knowledge management as OA or IT, and have a deeper understanding of knowledge management. Then I'm worried that there will always be enterprises that inevitably hold the tendency of "talking about culture based on culture". These questions have brought me many thoughts, such as: what is the connotation of organizational culture? What knowledge-based cultures are there? What is the core of knowledge culture? How to mold knowledge culture? What steps should be taken? After repeated thinking, I think there are three aspects that need to be focused on: first, the core of knowledge and culture; The second is the way of shaping knowledge culture; The third is the road of knowledge and culture. The core of knowledge culture: getting out of the predicament. I remember a foreign scholar discussing corporate culture from the perspective of interpersonal activities. He believes that four colors can be used to represent different forms of corporate culture: cold green culture: members of organizations are usually very smart and capable, and prefer to do things in their own way without relying on the guidance of others. Warm red culture: members of organizations are usually ambitious and think that they are strong and can take on greater leadership responsibilities. Sincere blue culture: members of the organization are crowd-oriented, eager to support each other, pay attention to friendly interpersonal relationships and are ready to help others. Stupid gray culture: members of organizations usually follow the rules, have a narrow vision, and only focus on what they are doing instead of achieving the company's goals. The core of knowledge management, especially knowledge culture, can be said to lie in a way of interpersonal activities in knowledge. If we look at knowledge culture from the perspective of value, the organizational interpersonal activities advocated by knowledge culture should help to achieve two effects: first, every member as an individual should have stronger ability; Second, as a group, organizations should give full play to the knowledge aggregation effect. Therefore, the ideal knowledge and culture, I think, should be such a picture: blue as the bottom, red dotted with it. More directly, the core of knowledge culture is "* * * enjoyment", which brings greater value to individuals and organizations, and can be illustrated by the dilemma diagram of knowledge * * * (figure 1). Suppose an enterprise has two employees, and everyone's knowledge competitiveness index is 6, that is, (6,6); However, if one employee is willing to * * * enjoy knowledge, and the other is afraid that * * * sharing knowledge with others will reduce his competitiveness and choose private ownership, then by absorbing other people's knowledge, his competitiveness will increase to 8, while the relative competitiveness of those who enjoy * * * will be reduced to 5 through unilateral enjoyment; In addition, if both sides are willing to * * * enjoy knowledge, they can stimulate stronger knowledge competitiveness through * * * interaction, and the relative competitiveness index of both sides can be increased to 10. From this, we can see that if both employees keep secrets and are unwilling to enjoy them, then the overall competitiveness is12; If one employee enjoys * * * while the other keeps private, the overall competitiveness is 13, and the enjoyment of * * * will be reduced due to the lack of knowledge reward, so it is difficult to maintain the enjoyment of * * *; And if both employees choose to enjoy * * *, the overall competitiveness will reach 20, forming a continuous feedback cycle of * * *. Therefore, for an enterprise, the more private employees, the overall competitiveness of the enterprise will be far lower than that of the enterprise with * * * culture, and knowledge * * * culture will be the core of shaping knowledge culture. In the concrete shaping of * * * enjoyment culture, enterprises usually need to take * * * enjoyment as the direction and create an organizational atmosphere consistent with * * * value orientation. For example, AMT has formulated such a knowledge and cultural vision for an enterprise with * * * enjoyment as the core. Learning-employees have the will to actively learn and grow, challenge the impossible harmony with innovative spirit-a good atmosphere of teamwork and mutual trust, and create substantial work and life actions-it is better to start from the road than to do it, and employees should take the initiative to implement knowledge into their daily behavior for reflection-not only should they sum up successful experiences, but also form an ecological mechanism to reflect on failed experiences-a networked knowledge sharing environment has been formed within enterprises, and knowledge communities have become an organic part of organizational structure. With a clear understanding of knowledge culture, it is possible to manage knowledge management systematically. All enterprise personnel, from top management to supervisors to employees, should constantly ask themselves: "Have I done enough to make the knowledge management of companies, departments and individuals consistent with the company's knowledge and cultural vision?" . Unfortunately, there are still many enterprises that have not formulated clear knowledge and cultural vision, or even if they have, it is difficult to implement them in their daily work. In this way, there are still many situations where we can't get out of the dilemma of knowledge enjoyment. The road to shaping knowledge culture: the enlightenment of barrel theory. Then, how should we get out of the predicament of knowledge enjoyment and shape the culture of knowledge enjoyment? We find that many enterprises often fall into another dilemma of "talking about culture based on culture". In fact, according to many consulting experiences, we find that the solution of cultural problems often depends on means other than culture. Speaking of which, I think of the barrel theory. According to the classic wooden barrel theory, how much water a wooden barrel can hold depends on the shortest wooden board. From category to knowledge management, I think the primary pursuit of knowledge management is to build a sealed knowledge barrel to ensure that knowledge will not be lost, and the boards that make up this knowledge barrel have growth characteristics, which can ensure that this knowledge barrel can accommodate more knowledge generated by knowledge enjoyment and innovation. So, which boards should such knowledge wood pliers be assembled from? In the past, many enterprises tried to construct Akebia by using IT boards alone, but found it difficult. Some enterprises patched things together and took some other boards. As a result, they found that there would still be a big gap between different boards and knowledge would still be lost. We found that to assemble a sealed Akebia knowledge, we often need the following different types of wooden boards: The function of strategic Akebia is to make all employees of the enterprise clearly feel that they want to enjoy knowledge, and to realize a kind of * * * knowledge-* * sharing is the value orientation and working mode of the enterprise. When building a strategic plank, we often need to start with the vision, long-term and short-term goals and strategies of knowledge management construction. The function of the business board is to let all employees know what knowledge they can enjoy and make the knowledge orderly-knowledge is systematically combed, combined with business and organized. The purpose is to make knowledge a guide to guide employees' work. Every employee knows what information to refer to in all aspects of business work. What knowledge do you use? What knowledge do I need to submit to complete my work? The function of management committee is to encourage employees to enjoy knowledge at the institutional level, and to institutionalize it —— How to design an organizational structure to promote enterprise knowledge management? What specific knowledge management operation, assessment and incentive systems are needed to ensure that employees can enjoy knowledge? In these aspects, there are many specific practices and measures. For example, employees who enjoy the best knowledge, the best professional community and outstanding knowledge contributions can be selected in enterprises, and the combination of economic incentives and spiritual incentives can be adopted, such as issuing honorary certificates signed by senior managers, giving certain bonuses or prizes, and establishing an "honor wall" at the company gate to announce winners. The function of system board is to provide an effective platform for employees to enjoy knowledge and promote employees to form tool awareness. Everyone's daily work is inseparable from the knowledge management system. Everyone naturally enjoys knowledge, real-time collaboration and uploading electronic documents. Nobody will find it strange or troublesome. This is simply a part of daily work, and it is not normal if it is not used. These are very basic tasks, which seem to have nothing to do with culture, but they can actually change the behavior of enterprises and promote the formation of * * * to enjoy culture. Ways to promote knowledge culture: the core of change, not the brain of change. Knowledge bucket gives us a broader perspective on the shaping of knowledge culture, and points out several key points to break the barriers to knowledge enjoyment. But how to push it? How to implement it step by step in enterprises? This is also an artistic work. From this perspective, we need a scientific and practical way to promote the change of knowledge and culture. John Kotter, an authority on world leadership and change, believes that the mechanism of "seeing-feeling-changing" is the best way to change behavior, and emphasizes that emotions caused by intuitive impression can guide change more than theoretical analysis, instead of the common "analysis-thinking-changing" and even less "command-accepting". The core here is that changing behavior depends more on changing heart than changing brain. Then, on the road of knowledge and culture promotion, how to lead the way with the heart of change? It can also be roughly divided into eight steps: first, enhance the sense of urgency: this is a very key link, so that everyone can realize that knowledge enjoyment is not optional, and you can do it or not. For example, you can write brochures related to knowledge sharing, focusing on external benchmarking, especially knowledge management benchmarking in the same industry, thus forming a sense of urgency within the enterprise. Second, establish a guidance team: this is where the management Committee plays its role, and a strong knowledge management guidance team needs to be established to provide sufficient motivation. Third, establish a correct vision: in the strategic sector, the most critical task is to establish a correct and inspiring knowledge management vision and strategic objectives. The determination of this vision and goal is not simply to think of a few slogans, but to consider the overall strategy and business objectives of the enterprise, and to form the guiding principles for the long-term construction of enterprise knowledge management through continuous communication. 4. Effective communication vision: Communication vision is a work that needs to be widely carried out, so that employees can identify with the changes that are taking place in the enterprise to the greatest extent. For example, various qualitative fixed-point surveys can be carried out, including high-level individual interviews, key intermediate supervisors' symposiums, and employee representatives' symposiums. Carry out relevant cultural seminars. Fifth, authorized action: the core of authorized action is to let more enterprise members participate in it personally and experience it with their own actions, which is also where the board of directors of the enterprise plays a role. Although we don't approve of the so-called "revolutionary" cultural activities in a big way, in our daily work, we should not make our work gradually passive and lifeless, and we need to make some phased efforts. For example, the department can carry out independent speech actions, so that each employee can fully display himself and realize the dissemination and enjoyment of knowledge; You can also hold a leadership experience dissemination meeting, so that every senior leader of the enterprise can give a keynote speech regularly to realize the enjoyment of high-level wisdom. 6. Creating short-term results: Creating short-term results is an important part of enhancing employees' confidence and deepening changes. In this respect, employees can feel the help of the knowledge management system to their daily business work through the combination of operational boards and systematic boards. Seventh, don't relax: on the one hand, we need to publicize the phased results in the enterprise through various channels, such as briefings, videos and posters. On the other hand, it is necessary to gradually give play to the supporting role of the management board, and encourage employees with high knowledge contribution by implementing the knowledge assessment and incentive system. Through these methods, enterprises and employees will not relax and promote change. Eighth, make the change long-term and form a culture: the ultimate goal is to fix the change as a new corporate culture and let * * * enjoy a behavior habit and work style. In this regard, we can assist the regular inspection of relevant assessment methods and urge the continuous development of relevant work. For example, evaluate the knowledge management of groups, subsidiaries and departments every year, focusing on whether the cultural concept of enjoying knowledge is deeply rooted in the hearts of the people. What changes have taken place in employee behavior? What is the degree of change? Is there any corresponding change in the management style and management system of the enterprise? Do leaders and employees at all levels fulfill their responsibilities in the construction of knowledge sharing culture? By analogy, effective positive feedback can be formed.