‫ﺩﺍﻧﺎﻳﯽ‬ ‫ﻭ‬ ‫ﺧﺭﺩ‬ ‫ﺁﻓﺭﻳﺩﮔﺎﺭ‬ ‫ﻧﺎﻡ‬ ‫ﺑﻪ‬
‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﺍﺟﻣﺎﻠﯽ‬‫ﯾﺢ‬‫ﺮ‬‫ﺗﺸ‬
‫ﺩﺍﻧﺶ‬‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬
‫ﺍﻤﯽ‬‫ﺮ‬‫ﮔ‬‫ﺍﺳﺘﺎﺩ‬:‫ﻤﺎﺳﻮﻠﻪ‬ ...
‫ﻓﻬﺮﺳﺖ‬
‫ﻣﻘﺪﻣﻪ‬
‫�ﻒ‬‫ﺭ‬‫�ﻌﺎ‬
‫هﺎ‬‫ﺭ‬‫ﺍ‬‫ﺰ‬‫ﺍﺑ‬ ‫ﺍﻧﻮﺍﻉ‬)‫ﺧﺎﺹ‬ ‫ﻭ‬ ‫ﻋﻤﻮﻣﯽ‬(
‫ﺆﻻﺍﺕ‬‫هﺎ‬‫ﺭ‬‫ﺍ‬‫ﺰ‬‫ﺍﺑ‬ ‫ی‬‫ﺳﺎﺯ‬ ‫ﭘﯿﺎﺩﻩ‬ ‫ﺩﺭ...
‫ﻤﻘﺪﻤﻪ‬
‫ﺯﻩ‬‫ﻭ‬‫ﺍﻤﺮ‬‫ﺩﺍﻧﺶ‬‫ﻭ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺑﺮ‬،‫ﻥ‬
ٓ
‫ﺍ‬‫ﺍﺯ‬‫ﻤﻬﻣﺘﺮﯾﻦ‬‫ﺗﻮﺍﻧﻣﻨﺪﺳﺎﺯﻫﺎی‬‫ﻤﺰﯾﺖ‬
‫ﺭﻗﺎﺑﺘﯽ‬‫ﭘﺎﯾﺪﺍﺭ‬‫ﻤﺤﺴﻮﺏ‬‫ﻤﯽ‬‫ﺷﻮﺩ‬‫ﻭ‬‫...
‫ﯾﻒ‬‫ﺭ‬‫ﺗﻌﺎ‬
‫ﯾﻒ‬‫ﺮ‬‫ﺗﻌ‬‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺩﺍﻧﺶ‬:
1-‫ﻤﺪﯾﺮﯾﺖ‬‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﺩﺍﻧﺎ‬‫ﯾﺎ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﻫﺎی‬‫ﺍﻧﺪﻭﺧﺘﻪ‬‫ﻋﻟﻣﯽ‬)Knowledge
managemen...
‫ﯾﻒ‬‫ﺭ‬‫ﺗﻌﺎ‬
‫ﯾﻒ‬‫ﺮ‬‫ﺗﻌ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺩﺍﻧﺶ‬:
‫ﺍﺭﻫﺎ‬‫ﺰ‬‫ﺍﺑ‬‫ﻭ‬‫ﺗﮑﻨﯿﮏ‬‫ﻫﺎی‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬،‫ﻤﺠﻣﻮﻋﻪ‬‫ﻓﻌﺎﻠﯿﺖ‬‫ﻫﺎ‬‫...
‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﻫﺎی‬ ‫ﺗﮑﻨﯿﮏ‬‫ﻭ‬ ‫ﺍﺭﻫﺎ‬‫ﺰ‬‫ﺍﺑ‬‫ﺍﻧﻮﺍﻉ‬:
•‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﻋﻣﻮﻤﯽ‬
•‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﺧﺎﺹ‬
‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﺧﺎﺹ‬:...
‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬ ‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ی‬‫ﺳﺎﺯ‬‫ﭘﯿﺎﺩﻩ‬‫ﺩﺭ‬‫ﺍﺳﺎﺳﯽ‬‫ﺳﺆﺍﻻﺕ‬
.1‫ﺍﯾﻦ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﺑﻪ‬‫ﺩﺭﺩ‬‫ﺣﻞ‬‫ﭼﻪ‬‫ﻤﺸﮑﻞ‬‫ﯾﺎ‬‫ﻤﺸﮑﻼﺗﯽ‬‫...
‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﻫﺎی‬ ‫ﺗﮑﻨﯿﮏ‬‫ﻭ‬ ‫ﺍﺭﻫﺎ‬‫ﺰ‬‫ﺍﺑ‬‫ﺍﺯ‬‫ﺍﺳﺘﻔﺎﺩﻩ‬‫ﻫﺪﻑ‬
‫ﺍﮔﺮ‬‫ﺩﺭ‬‫ﺳﺎﺯﻤﺎﻥ‬‫ﯾﮑﯽ‬‫ﺍﺯ‬‫ﻤﻬﻨﺪﺳﺎﻥ‬‫ﺷﺮﮐﺖ‬‫ﺍﺯ‬‫ﺷﻣﺎ‬‫ﺑﭙﺮ...
‫ﻭﯾﮋﮔﯽ‬‫ﻫﺎی‬‫ﺍﺭﻫﺎ‬‫ﺰ‬‫ﺍﺑ‬‫ﻭ‬‫ﺗﮑﻨﯿﮏ‬‫ﻫﺎی‬‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺩﺍﻧﺶ‬
•‫ﻧﯿﺎﺯ‬‫ﺭ‬‫ﻤﺤﻮ‬‫ﺑﻮﺩﻥ‬
•‫ﺳﯿﺴﺘﻣﺎﺗﯿﮏ‬‫ﺑﻮﺩﻥ‬
•‫ﻤﺤﺪﻭﺩ‬‫ﺩﺭ‬‫ﮐﺎﺭﺑﺮﺩ‬
•...
‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬ ‫ﻤﻌﺮﻓﯽ‬
Knowledge Map)‫ﻧﻘﺸﻪ‬‫ﺩﺍﻧﺶ‬(:
‫ﺑﻪ‬‫ﺍﻥ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﻭ‬‫ﮐﺎﺭﮐﻨﺎﻥ‬‫ﮐﻣﮏ‬‫ﻤﯽ‬‫ﮐﻨﺪ‬‫ﺗﺎ‬‫ﺕ‬‫ﺭ...
‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬ ‫ﻤﻌﺮﻓﯽ‬
MTA-Share‫ﺳﺎﻤﺎﻧﻪ‬‫ﻧﺮﻡ‬‫ی‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﻓ‬‫ﺟﺎﻤﻊ‬‫ﺗﺒﺎﺩﻝ‬‫ﺩﺍﻧﺶ‬:
‫ﺵ‬‫ﺯ‬‫ﺁﻣﻮ‬
‫ﻱ‬‫ﺳﺎﺯ‬‫ﭘﻴ...
‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬ ‫ﻤﻌﺮﻓﯽ‬
Post-ProjectAppraisal)‫ﯾﺎﺑﯽ‬‫ﺯ‬‫ﺍﺭ‬‫ﭘﺲ‬‫ﺍﺯ‬‫ﺍﺗﻣﺎﻡ‬‫ژﻩ‬‫ﻭ‬‫ﭘﺮ‬(:
‫ﺍﯾﻦ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬...
‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬ ‫ﻤﻌﺮﻓﯽ‬
Knowledge Codification)‫ی‬‫ﻤﺴﺘﻨﺪﺳﺎﺯ‬‫ﺩﺍﻧﺶ‬‫ﺳﺎﺯﻤﺎﻥ‬(:
‫ﺍﯾﻦ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﺑﺎ‬‫ﻫﺪﻑ‬‫ﺗ...
‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬ ‫ﻤﻌﺮﻓﯽ‬
DataMining)‫ﺩﺍﺩﻩ‬‫ﮐﺎﻭی‬(:
‫ﺗﮑﻨﯿﮑﯽ‬‫ﺟﻬﺖ‬‫ﺗﺤﻟﯿﻞ‬‫ﺣﺠﻢ‬‫ﺯﯾﺎﺩی‬‫ﺍﺯ‬‫ﺩﺍﺩﻩ‬‫ﺗﻮﺳﻂ‬‫ﺳﯿﺴﺘﻢ...
‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬ ‫ﻤﻌﺮﻓﯽ‬
Knowlede Management System)‫ﺳﯿﺴﯿﺘﻢ‬‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺩﺍﻧﺶ‬(:
‫ﺑﺎ‬‫ﻫﺪﻑ‬‫ﺧﻟﻖ‬،‫ﺫﺧﯿﺮﻩ‬‫ی...
‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬ ‫ﻤﻌﺮﻓﯽ‬
Wiki:
‫ﺍﺯ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﺍﻧﺘﺸﺎﺭ‬‫ﺩﺍﻧﺶ‬‫ﺍﺳﺖ‬‫ﮐﻪ‬‫ﺩﺭ‬‫ﻗﺎﻠﺐ‬‫ﺻﻔﺤﺎﺕ‬‫ﻭﺏ‬‫ﻗﺎﺑﻞ‬‫ﺍﯾﺶ‬‫...
‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬ ‫ﻤﻌﺮﻓﯽ‬
SocialNetworkAnalysis)‫ﺗﺤﻟﯿﻞ‬‫ﺷﺒﮑﻪ‬‫ﻫﺎی‬‫ﺍﺟﺘﻣﺎﻋﯽ‬(:
‫ﺍﯾﻦ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﺩﺭ‬‫ﻤﺠﻣﻮﻉ‬‫...
‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬ ‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﺍﺯ‬‫ﻧﺎﺩﺭﺳﺖ‬‫ﻫﺎی‬ ‫ﺑﺮﺩﺍﺷﺖ‬:
•‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬‫ﻧﻮﺵ‬‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﻭ‬‫ﺩﺍﺭ‬‫ﺍی‬‫ﺮ‬‫ﺑ‬‫ﺗﻣﺎﻡ‬‫ﺩﺭﺩﻫﺎ...
15‫ﺩﺍﻧﺶ‬‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬ ‫ی‬‫ﺳﺎﺯ‬‫ﭘﯿﺎﺩﻩ‬ ‫ﺩﺭ‬‫ﺷﮑﺴﺖ‬ ‫ﺍی‬‫ﺮ‬‫ﺑ‬ ‫ﺩﻠﯿﻞ‬
.1‫ﺧﻼﺻﻪ‬‫ﮐﺮﺩﻥ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬‫ﺑﻪ‬‫ﺭی‬‫ﻓﻨﺎﻭ‬...
10‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬ ‫ژﻩ‬‫ﻭ‬‫ﭘﺮ‬‫ﯾﮏ‬‫ﺍی‬‫ﺮ‬‫ﺑ‬ ‫ﯾﺎﺑﯽ‬‫ﺯ‬‫ﺍﺭ‬‫ﻤﻌﯿﺎﺭ‬
.1‫ﻫﺰﯾﻨﻪ‬
.2‫ﺍﻤﻨﯿﺖ‬
.3‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﺍ‬‫ﺭ‬‫ﮐﺎ‬
.4‫ﺳﯿﺮ‬‫ﺗﮑ...
‫ﺷﺮﮐﺖ‬IBM‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬ ‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﺍﺯ‬‫ﺍﺳﺘﻔﺎﺩﻩ‬‫ﻭ‬
•‫ﻏﺎﺯ‬
ٓ
‫ﺍ‬‫ﭘﯿﺎﺩﻩ‬‫ی‬‫ﺳﺎﺯ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬‫ﺩﺭ‬‫ﺳﺎﻝ‬۱۹۹۴
•‫ﺑﯿﺸﺘﺮ...
‫ﺷﺮﮐﺖ‬ ‫ﯾﮑﺮﺩ‬‫ﻭ‬‫ﺭ‬IBM‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬ ‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﺍﺯ‬‫ﺍﺳﺘﻔﺎﺩﻩ‬ ‫ﺩﺭ‬
•‫ﭘﯿﻮﻧﺪ‬‫ﺳﺮﻤﺎﯾﻪ‬‫ی‬‫ﻓﮑﺮ‬‫ﺑﺎ‬‫ی‬‫ﺍﺗﮋ‬‫ﺮ‬‫ﺍﺳﺘ‬
•‫...
‫ﺷﺮﮐﺖ‬‫ﺩﺭ‬‫ﺍﺳﺘﻔﺎﺩﻩ‬‫ﺩ‬‫ﺭ‬‫ﻤﻮ‬ ‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬ ‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬IBM
•IBM‫ﺑﺎﺗﻮﺟﻪ‬‫ﺑﻪ‬‫ﯾﮑﺮﺩﻫﺎی‬‫ﻭ‬‫ﺭ‬‫ﺍﺷﺎﺭﻩ‬‫ﺷﺪﻩ‬‫ﻭ‬‫ﺑﺎ‬‫ـﯽ‬...
‫ﺷﺮﮐﺖ‬‫ﺩﺭ‬‫ﺍﺳﺘﻔﺎﺩﻩ‬‫ﺩ‬‫ﺭ‬‫ﻤﻮ‬ ‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬ ‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬IBM
•‫ﻓﻀﺎی‬‫ﺣﻞ‬‫ﺍﻩ‬‫ﺭ‬)SolutionSpace):
•‫ﻤﮑﺎﻥ‬‫ﻓﮑﺮ‬)Think ...
‫ی‬‫ﮔﯿﺮ‬‫ﻧﺘﯿﺠﻪ‬
‫ﮐﺎﺭﺷﻨﺎﺳﺎﻥ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺳﺎﺯﻤﺎﻥ‬،‫ﻋﻼﻭﻩ‬‫ﺑﺮ‬‫ﺗﺴﻟﻂ‬‫ﺑﺮ‬‫ﻧﯿﺎﺯﻫﺎی‬‫ﻭﺍﻗﻌﯽ‬‫ﺳﺎﺯﻤﺎﻥ‬‫ﻭ‬
‫ﺍﯾﻂ‬‫ﺮ‬‫ﺷ‬‫ﺧﺎﺹ‬‫ﻥ‬
ٓ
‫ﺍ‬،‫ﺵ‬‫...
‫ﻤﻨﺎﺑﻊ‬
1. A Lotus Development Corporation Strategic White Paper , Lotus, IBM, and
Knowledge Management , January 1998 ,
2...
‫ﻋﺰﯾﺰ‬‫ﺩﻭﺳﺘﺎﻥ‬‫ﻭ‬‫ﺍﻤﯽ‬‫ﺮ‬‫ﮔ‬‫ﺍﺳﺘﺎﺩ‬‫ﺗﻮﺟﻪ‬‫ﺍﺯ‬‫ﺗﺸﮑﺮ‬‫ﺑﺎ‬
‫ﺩﺍﻧﺵ‬‫ﺍﺳﺕ‬ ‫ﺩﺍﻡ‬ ‫ﺍﻧﺩﻳﺷﻪ‬ ‫ﺑﯽ‬
‫ﻭ‬‫ﺑﻼ‬ ‫ﺩﺍﻧﺵ‬ ‫ﺑﯽ‬ ‫ﺍﻧﺩﻳﺷﻪ‬.
"‫ﮐﻧ...
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Namdar fard 2

معرفی اجمالی ابزارهای مدیریت دانش
Published on: Mar 3, 2016
Published in: Data & Analytics      
Source: www.slideshare.net


Transcripts - Namdar fard 2

  • 1. ‫ﺩﺍﻧﺎﻳﯽ‬ ‫ﻭ‬ ‫ﺧﺭﺩ‬ ‫ﺁﻓﺭﻳﺩﮔﺎﺭ‬ ‫ﻧﺎﻡ‬ ‫ﺑﻪ‬ ‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﺍﺟﻣﺎﻠﯽ‬‫ﯾﺢ‬‫ﺮ‬‫ﺗﺸ‬ ‫ﺩﺍﻧﺶ‬‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬ ‫ﺍﻤﯽ‬‫ﺮ‬‫ﮔ‬‫ﺍﺳﺘﺎﺩ‬:‫ﻤﺎﺳﻮﻠﻪ‬ ‫ﻓﺎﺿﻟﯽ‬‫ـﺘﺮ‬‫ﮐ‬‫ﺩ‬‫ﻗﺎی‬ ٓ ‫ﺍ‬‫ﺟﻨﺎﺏ‬ ‫ﮐﻨﻨﺪﮔﺎﻥ‬‫ﺗﻬﯿﻪ‬:‫ﻧﺎﻤﺪﺍﺭ‬‫ﻋﻟﯽ‬‫ﺣﺴﯿﻦ‬‫ﻭ‬‫ﻓﺮﺩ‬‫ﺳﻌﯿﺪ‬ ‫ﺍﻃﻼﻋﺎﺕ‬ ‫ﺭی‬‫ﻓﻨﺎﻭ‬‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺍﺭﺷﺪ‬‫ﮐﺎﺭﺷﻨﺎﺳﯽ‬–‫ﺩﺍﻧﺶ‬‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺩﺭﺱ‬-‫ﭘﺎﯾﯿﺰ‬93
  • 2. ‫ﻓﻬﺮﺳﺖ‬ ‫ﻣﻘﺪﻣﻪ‬ ‫�ﻒ‬‫ﺭ‬‫�ﻌﺎ‬ ‫هﺎ‬‫ﺭ‬‫ﺍ‬‫ﺰ‬‫ﺍﺑ‬ ‫ﺍﻧﻮﺍﻉ‬)‫ﺧﺎﺹ‬ ‫ﻭ‬ ‫ﻋﻤﻮﻣﯽ‬( ‫ﺆﻻﺍﺕ‬‫هﺎ‬‫ﺭ‬‫ﺍ‬‫ﺰ‬‫ﺍﺑ‬ ‫ی‬‫ﺳﺎﺯ‬ ‫ﭘﯿﺎﺩﻩ‬ ‫ﺩﺭ‬‫ﺍﺳﺎ��ی‬ ‫هﺎ‬‫ﺭ‬‫ﺍ‬‫ﺰ‬‫ﺍﺑ‬‫ﺍﺯ‬ ‫ﺍﺳﺘﻔﺎﺩﻩ‬ ‫هﺪﻑ‬‫ﻭ‬‫ﺗﮑﻨﯿﮑهﺎ‬ ‫هﺎ‬‫ﺭ‬‫ﺍ‬‫ﺰ‬‫ﺍﺑ‬ ‫ﻭ�ﮋﮔ��ﺎی‬ ‫هﺎ‬‫ﺭ‬‫ﺍ‬‫ﺰ‬‫ﺍﺑ‬ ��‫ﻣﻌﺮ‬ ‫هﺎ‬‫ﺭ‬‫ﺍ‬‫ﺰ‬‫ﺍﺑ‬ ‫ﺍﺯ‬‫ﺳﺖ‬‫ﺭ‬‫ﻧﺎﺩ‬ ‫ﺑﺮﺩﺍﺷ��ﺎی‬ ‫هﺎ‬‫ﺭ‬‫ﺍ‬‫ﺰ‬‫ﺍﺑ‬ ‫ی‬‫ﺳﺎﺯ‬ ‫ﭘﯿﺎﺩﻩ‬ ‫ﺷﮑﺴﺖ‬ ‫ﺩﻻﯾﻞ‬ ‫ﻣﺪﯾﺮ�ﺖ‬ ‫ﻩ‬‫ژ‬‫ﻭ‬‫ﭘﺮ‬ ‫ﯾﮏ‬ ‫�ﺎ�ﯽ‬‫ﺯ‬‫ﺍﺭ‬ ‫هﺎی‬‫ﺭ‬‫ﻣﻌﯿﺎ‬‫ﺩﺍ�ﺶ‬ ‫ﺷﺮﮐﺖ‬IBM‫ﺩﺍ�ﺶ‬ ‫ﻣﺪﯾﺮ�ﺖ‬ ‫هﺎی‬‫ﺭ‬‫ﺍ‬‫ﺰ‬‫ﺍﺑ‬ ‫ﺍﺯ‬‫ﺍﺳﺘﻔﺎﺩﻩ‬ ‫ﻭ‬ ‫ﻧﺕﯿﺠﻪ‬‫ی‬��‫ﮔ‬ ‫ﻣﻨﺎ�ﻊ‬ 2
  • 3. ‫ﻤﻘﺪﻤﻪ‬ ‫ﺯﻩ‬‫ﻭ‬‫ﺍﻤﺮ‬‫ﺩﺍﻧﺶ‬‫ﻭ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺑﺮ‬،‫ﻥ‬ ٓ ‫ﺍ‬‫ﺍﺯ‬‫ﻤﻬﻣﺘﺮﯾﻦ‬‫ﺗﻮﺍﻧﻣﻨﺪﺳﺎﺯﻫﺎی‬‫ﻤﺰﯾﺖ‬ ‫ﺭﻗﺎﺑﺘﯽ‬‫ﭘﺎﯾﺪﺍﺭ‬‫ﻤﺤﺴﻮﺏ‬‫ﻤﯽ‬‫ﺷﻮﺩ‬‫ﻭ‬‫ﻤﻮﺳﺴﺎﺕ‬‫ﻭ‬‫ﭘﯿﺸﺮ‬‫ﺩﺭ‬‫ﺩﻧﯿﺎ‬، ‫ﻫﺎی‬‫ﺗﺠﺮﺑﻪ‬‫ﻤﻮﻓﻘﯽ‬‫ﺍ‬‫ﺭ‬‫ﺍﺯ‬‫ﻤﺪﯾﺮﯾﺖ‬،‫ﺩﺍﻧﺶ‬‫ﮐﺴﺐ‬‫ﮐﺮﺩﻩ‬‫ﺍﻧﺪ‬.‫ﺍﺯ‬‫ﺍﯾﻦ‬ ‫ﺳﺖ‬‫ﻭ‬‫ﺭ‬‫ﮐﻪ‬‫ﺍﮐﺮ‬‫ﺭ‬‫ﺩ‬‫ﻤﻌﺘﻘﺪ‬،‫ﺍﺳﺖ‬‫ـﺘﻬﺎی‬‫ﮐ‬‫ﺷﺮ‬،‫ﯾﻨﺪﻩ‬ ٓ ‫ﺍ‬‫ﮔﺮﺩﺍﮔﺮﺩ‬‫ﺩﺍﻧﺶ‬ ‫ﺳﺎﺯﻤﺎﻧﺪﻫﯽ‬‫ﻤﯽ‬،‫ﺷﻮﻧﺪ‬‫ﺗﺎ‬‫ﮔﺮﺩﺍﮔﺮﺩ‬‫ﺗﻮﻠﯿﺪ‬. ‫ﻤﺪﯾﺮﯾﺖ‬‫ﻭ‬‫ﺍی‬‫ﺮ‬‫ﺍﺟ‬‫ﯾﻬﺎی‬‫ژ‬‫ﻤﺘﺪﻭﻠﻮ‬‫ی‬‫ﮐﺎﺭﮔﯿﺮ‬‫ﺑﻪ‬‫ﺳﺮﯾﻌﺘﺮ‬‫ﻭ‬‫ﺗﺮ‬‫ﺍﺛﺮﺑﺨﺶ‬ ،‫ﺩﺍﻧﺶ‬‫ﯾﮑﯽ‬‫ﺍﺯ‬‫ﺷﺘﺮﯾﻦ‬‫ﺯ‬‫ﺑﺎﺍﺭ‬‫ﯾﮑﺮﺩﻫﺎی‬‫ﻭ‬‫ﺭ‬‫ﻧﻮی‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺍﺳﺖ‬. 3
  • 4. ‫ﯾﻒ‬‫ﺭ‬‫ﺗﻌﺎ‬ ‫ﯾﻒ‬‫ﺮ‬‫ﺗﻌ‬‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺩﺍﻧﺶ‬: 1-‫ﻤﺪﯾﺮﯾﺖ‬‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﺩﺍﻧﺎ‬‫ﯾﺎ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﻫﺎی‬‫ﺍﻧﺪﻭﺧﺘﻪ‬‫ﻋﻟﻣﯽ‬)Knowledge management - KM)‫ﺩﺭ‬‫ﺩﺳﺘﺮﺱ‬‫ﺍﺭ‬‫ﺮ‬‫ﻗ‬‫ﺩﺍﺩﻥ‬‫ﻤﻨﺪ‬‫ﻧﻈﺎﻡ‬ ‫ﺍﻃﻼﻋﺎﺕ‬‫ﻭ‬‫ﻫﺎی‬‫ﺍﻧﺪﻭﺧﺘﻪ‬‫ﻋﻟﻣﯽ‬،‫ﺍﺳﺖ‬‫ﺑﻪ‬‫ﺍی‬‫ﮔﻮﻧﻪ‬‫ﮐﻪ‬‫ﺑﻪ‬‫ﻫﻨﮕﺎﻡ‬ ‫ﻧﯿﺎﺯ‬‫ﺩﺭ‬‫ﺍﺧﺘﯿﺎﺭ‬‫ﺍﺩی‬‫ﺮ‬‫ﺍﻓ‬‫ﮐﻪ‬‫ﻧﯿﺎﺯﻤﻨﺪ‬‫ﻧﻬﺎ‬ ٓ ‫ﺍ‬،‫ﻫﺴﺘﻨﺪ‬‫ﺍﺭ‬‫ﺮ‬‫ﻗ‬‫ﻧﺪ‬‫ﺮ‬‫ﮔﯿ‬‫ﺗﺎ‬‫ﻧﻬﺎ‬ ٓ ‫ﺍ‬ ‫ﺑﺘﻮﺍﻧﻨﺪ‬‫ﮐﺎﺭ‬‫ﺯﻤﺮﻩ‬‫ﻭ‬‫ﺭ‬‫ﺧﻮﺩ‬‫ﺍ‬‫ﺭ‬‫ﺑﺎ‬‫ﺑﺎﺯﺩﻫﯽ‬‫ﺑﯿﺸﺘﺮ‬‫ﻭ‬‫ﺗﺮ‬‫ﺮ‬‫ﻤﻮﺛ‬‫ﺍﻧﺠﺎﻡ‬‫ﺩﻫﻨﺪ‬. 2-‫ﺍﻳﻨﺪ‬‫ﺮ‬‫ﻓ‬‫ﺭﻱ‬‫ﻭ‬ ٓ ‫ﺍ‬‫ﺟﻣﻊ‬,‫ﻱ‬‫ﺳﺎﺯ‬‫ﺫﺧﻴﺮﻩ‬,‫ﭘﺮﺩﺍﺯﺵ‬‫ﻭ‬‫ﻳﻊ‬‫ﺯ‬‫ﺗﻮ‬‫ﺩﺍﻧﺶ‬‫ﻤﻔﻴﺪ‬ ‫ﺳﺎﺯﻤﺎﻧﻲ‬‫ﺩﺭ‬‫ﻓﺮﻤﻲ‬‫ﻤﻨﺎﺳﺐ‬‫ﺑﻪ‬‫ﻜﻟﻴﺔ‬‫ﺍﺩ‬‫ﺮ‬‫ﺍﻓ‬‫ﻧﻴﺎﺯﻤﻨﺪ‬‫ﻥ‬ ٓ ‫ﺍ‬‫ﺩﺭﻫﺮ‬‫ﻧﻘﻄﻪ‬‫ﻭ‬ ‫ﻫﺮ‬‫ﺯﻤﺎﻥ‬‫ﺩﺭ‬‫ﺳﺎﺯﻤﺎﻥ‬‫ﺑﺎﺷﺪ‬‫ﻤﻲ‬. 4
  • 5. ‫ﯾﻒ‬‫ﺭ‬‫ﺗﻌﺎ‬ ‫ﯾﻒ‬‫ﺮ‬‫ﺗﻌ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺩﺍﻧﺶ‬: ‫ﺍﺭﻫﺎ‬‫ﺰ‬‫ﺍﺑ‬‫ﻭ‬‫ﺗﮑﻨﯿﮏ‬‫ﻫﺎی‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬،‫ﻤﺠﻣﻮﻋﻪ‬‫ﻓﻌﺎﻠﯿﺖ‬‫ﻫﺎ‬‫ﻭ‬ ‫ﺳﯿﺴﺘﻢ‬‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﻫﺎ‬‫ﻫﺴﺘﻨﺪ‬‫ﮐﻪ‬‫ﺍی‬‫ﺮ‬‫ﺍﺟ‬‫ﻥ‬ ٓ ‫ﺍ‬‫ﻫﺎ‬‫ﺩﺭ‬‫ﺳﺎﺯﻤﺎﻥ‬،‫ﯾﮏ‬‫ﯾﺎ‬‫ﺟﻨﺪ‬ ‫ﻧﯿﺎﺯ‬‫ﺩﺍﻧﺸﯽ‬‫ﺍ‬‫ﺭ‬‫ﺑﺮﻃﺮﻑ‬‫ﻤﯽ‬‫ﮐﻨﺪ‬. 5
  • 6. ‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﻫﺎی‬ ‫ﺗﮑﻨﯿﮏ‬‫ﻭ‬ ‫ﺍﺭﻫﺎ‬‫ﺰ‬‫ﺍﺑ‬‫ﺍﻧﻮﺍﻉ‬: •‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﻋﻣﻮﻤﯽ‬ •‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﺧﺎﺹ‬ ‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﺧﺎﺹ‬:‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﺍﺭﻫﺎ‬‫ﺰ‬‫ﺍﺑ‬‫ﻫﺴﺘﻨﺪ‬‫ﮐﻪ‬‫ﮐﺎﺭﮐﺮﺩ‬‫ﺍﺻﻟﯽ‬‫ﻥ‬ ٓ ‫ﺍ‬‫ﻫﺎ‬‫ﺩﺭ‬‫ﻩ‬‫ﺯ‬‫ﺣﻮ‬ ‫ی‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬‫ﺍﺳﺖ‬‫ﻭ‬‫ﺍی‬‫ﺮ‬‫ﺑ‬‫ﺍﯾﻦ‬‫ﺭ‬‫ﻤﻨﻈﻮ‬‫ﺗﻮﺳﻌﻪ‬‫ﯾﺎﻓﺘﻪ‬‫ﺍﻧﺪ‬. ‫ﻓﻬﺮﺳﺖ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﺧﺎﺹ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬‫ﺑﺎﻠﻎ‬‫ﺑﺮ‬20‫ﻋﻨﻮﺍﻥ‬‫ﺍﺳﺖ‬ ‫ﮐﻪ‬‫ﻫﺮ‬‫ﮐﺪﺍﻡ‬‫ﺩﺭ‬‫ﺍﯾﻂ‬‫ﺮ‬‫ﺷ‬‫ﺧﺎﺹ‬‫ﺑﺎ‬‫ﻫﺪﻑ‬‫ﻤﺸﺨﺼﯽ‬‫ﺍﺋﯽ‬‫ﺭ‬‫ﮐﺎ‬‫ﻧﺪ‬‫ﺭ‬‫ﺩﺍ‬. 6
  • 7. ‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬ ‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ی‬‫ﺳﺎﺯ‬‫ﭘﯿﺎﺩﻩ‬‫ﺩﺭ‬‫ﺍﺳﺎﺳﯽ‬‫ﺳﺆﺍﻻﺕ‬ .1‫ﺍﯾﻦ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﺑﻪ‬‫ﺩﺭﺩ‬‫ﺣﻞ‬‫ﭼﻪ‬‫ﻤﺸﮑﻞ‬‫ﯾﺎ‬‫ﻤﺸﮑﻼﺗﯽ‬‫ﻤﯽ‬‫ﺩ؟‬‫ﺭ‬‫ﺧﻮ‬ .2‫ﺍی‬‫ﺮ‬‫ﺑ‬‫ﺣﻞ‬‫ﺍﯾﻦ‬‫ﻤﺸﮑﻞ‬،‫ﺍﯾﻦ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﺑﺎﯾﺪ‬‫ﺑﺎ‬‫ﭼﻪ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ی‬‫ﺩﯾﮕﺮ‬‫ﺍﻩ‬‫ﺮ‬‫ﻫﻣ‬‫ﺷﻮﺩ؟‬ .3‫ﺍﯾﻦ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﺩﺭ‬‫ﭼﻪ‬‫ﺍﯾﻂ‬‫ﺮ‬‫ﺷ‬‫ﻭ‬‫ﺩﺭ‬‫ﭼﻪ‬‫ﺳﺎﺯﻤﺎﻥ‬‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﻫﺎ‬‫ﻗﺎﺑﻟﯿﺖ‬‫ﺍﺳﺘﻔﺎﺩﻩ‬‫ﺩﺍﺭﺩ؟‬ .4‫ﺍﯾﻦ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﺩﺭ‬‫ﭼﻪ‬‫ﺍﯾﻂ‬‫ﺮ‬‫ﺷ‬‫ﻭ‬‫ﺳﺎﺯﻤﺎﻥ‬‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﻫﺎ‬‫ﻧﺒﺎﯾﺪ‬‫ﺍﺳﺘﻔﺎﺩﻩ‬‫ﺷﻮﺩ‬. .5‫ﺍﺣﻞ‬‫ﺮ‬‫ﻤ‬‫ﭘﯿﺎﺩﻩ‬‫ی‬‫ﺳﺎﺯ‬‫ﯾﺎ‬‫ﺍﺳﺘﻔﺎﺩﻩ‬‫ﺍﺯ‬‫ﺍﯾﻦ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﭼﯿﺴﺖ؟‬ .6‫ﭼﻪ‬‫ﻤﻼﺣﻈﺎﺕ‬‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﺍ‬‫ﺮ‬‫ﺍﺟ‬‫ﺩﺭ‬‫ﺍی‬‫ﺮ‬‫ﺍﺟ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﻭﺟﻮﺩ‬‫ﺩﺍﺭﺩ‬. .7‫ﺍﺷﺘﺒﺎﻫﺎﺕ‬‫ﺍﯾﺞ‬‫ﺭ‬‫ﺩﺭ‬‫ﺍی‬‫ﺮ‬‫ﺍﺟ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﭼﯿﺴﺖ؟‬ 7
  • 8. ‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﻫﺎی‬ ‫ﺗﮑﻨﯿﮏ‬‫ﻭ‬ ‫ﺍﺭﻫﺎ‬‫ﺰ‬‫ﺍﺑ‬‫ﺍﺯ‬‫ﺍﺳﺘﻔﺎﺩﻩ‬‫ﻫﺪﻑ‬ ‫ﺍﮔﺮ‬‫ﺩﺭ‬‫ﺳﺎﺯﻤﺎﻥ‬‫ﯾﮑﯽ‬‫ﺍﺯ‬‫ﻤﻬﻨﺪﺳﺎﻥ‬‫ﺷﺮﮐﺖ‬‫ﺍﺯ‬‫ﺷﻣﺎ‬‫ﺑﭙﺮﺳﺪ‬:“‫ﺍﺯ‬‫ﻤﻌﻀﻼﺕ‬‫ﺷﺮﮐﺖ‬ ‫ﻤﺎ‬‫ﺍﯾﻦ‬‫ﺍﺳﺖ‬‫ﮐﻪ‬‫ﻭﻗﺘﯽ‬‫ﯾﮏ‬‫ژﻩ‬‫ﻭ‬‫ﭘﺮ‬‫ﺗﻣﺎﻡ‬‫ﻤﯽ‬‫ﺷﻮﺩ‬،‫ﺗﺠﺎﺭﺏ‬‫ﻭ‬‫ﯾﺎﻓﺘﻪ‬‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﻫﺎ‬‫ﮐﻪ‬‫ﻃﯽ‬ ‫ژﻩ‬‫ﻭ‬‫ﭘﺮ‬‫ﺍی‬‫ﺮ‬‫ﺑ‬‫ﮐﺴﺐ‬‫ﻥ‬ ٓ ‫ﺍ‬‫ﻫﺎ‬‫ﺗﻼﺵ‬‫ﺯﯾﺎﺩی‬‫ﺷﺪﻩ‬،‫ﺍﺯ‬‫ﺩﺳﺖ‬‫ﻤﯽ‬‫ﺩ‬‫ﻭ‬‫ﺭ‬.‫ﺑﺎ‬‫ﺗﻣﺎﻡ‬‫ﺷﺪﻥ‬ ‫ژﻩ‬‫ﻭ‬‫ﭘﺮ‬‫ﺍﺩ‬‫ﺮ‬‫ﺍﻓ‬‫ﺍﺯ‬‫ﺷﺮﮐﺖ‬‫ﻤﯽ‬‫ﻧﺪ‬‫ﻭ‬‫ﺭ‬‫ﻭ‬‫ﺩﺍﻧﺶ‬‫ﮐﺴﺐ‬‫ﺷﺪﻩ‬‫ﺍ‬‫ﺭ‬‫ﺑﺎ‬‫ﺧﻮﺩ‬‫ﻤﯽ‬‫ﻧﺪ‬‫ﺮ‬‫ﺑ‬.” ‫ﺭﯾﺸﻪ‬‫ﯾﺎﺑﯽ‬‫ﺩﻗﯿﻖ‬‫ﻤﺸﮑﻼﺕ‬‫ﺩﺍﻧﺸﯽ‬،‫ﺑﺎﻋﺚ‬‫ﻤﯽ‬‫ﺷﻮﺩ‬‫ﺍﻩ‬‫ﺭ‬‫ﺣﻞ‬‫ﻫﺎی‬‫ﺑﻬﺘﺮ‬‫ﻭ‬ ‫ی‬‫ﺗﺮ‬‫ﺮ‬‫ﻤﻮﺛ‬‫ﺍی‬‫ﺮ‬‫ﺑ‬‫ﻥ‬ ٓ ‫ﺍ‬‫ﻫﺎ‬‫ﺑﯿﺎﺑﯿﻢ‬. 8
  • 9. ‫ﻭﯾﮋﮔﯽ‬‫ﻫﺎی‬‫ﺍﺭﻫﺎ‬‫ﺰ‬‫ﺍﺑ‬‫ﻭ‬‫ﺗﮑﻨﯿﮏ‬‫ﻫﺎی‬‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺩﺍﻧﺶ‬ •‫ﻧﯿﺎﺯ‬‫ﺭ‬‫ﻤﺤﻮ‬‫ﺑﻮﺩﻥ‬ •‫ﺳﯿﺴﺘﻣﺎﺗﯿﮏ‬‫ﺑﻮﺩﻥ‬ •‫ﻤﺤﺪﻭﺩ‬‫ﺩﺭ‬‫ﮐﺎﺭﺑﺮﺩ‬ •‫ﺗﺮﮐﯿﺐ‬‫ﺍﺭﻫﺎ‬‫ﺰ‬‫ﺍﺑ‬ •‫ﺍﺕ‬‫ﺮ‬‫ﺗﺎﺛﯿ‬‫ﻤﺘﻘﺎﺑﻞ‬ •‫ﻋﻮﺍﺭﺽ‬‫ﺟﺎﻧﺒﯽ‬ 9
  • 10. ‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬ ‫ﻤﻌﺮﻓﯽ‬ Knowledge Map)‫ﻧﻘﺸﻪ‬‫ﺩﺍﻧﺶ‬(: ‫ﺑﻪ‬‫ﺍﻥ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﻭ‬‫ﮐﺎﺭﮐﻨﺎﻥ‬‫ﮐﻣﮏ‬‫ﻤﯽ‬‫ﮐﻨﺪ‬‫ﺗﺎ‬‫ﺕ‬‫ﺭ‬‫ﺑﺼﻮ‬‫ﺍﻓﯿﮑﯽ‬‫ﺮ‬‫ﮔ‬،‫ﻤﻨﺎﺑﻊ‬‫ﺩﺍﻧﺸﯽ‬‫ﺳﺎﺯﻤﺎﻥ‬‫ﻭ‬‫ﺗﺒﺎﻁ‬‫ﺭ‬‫ﺍ‬ ‫ﺑﯿﻦ‬‫ﻧﻬﺎ‬ ٓ ‫ﺍ‬‫ﺍ‬‫ﺭ‬‫ﻤﺸﺎﻫﺪﻩ‬‫ﻭ‬‫ﺗﺤﻟﯿﻞ‬‫ﮐﻨﻨﺪ‬. KnowledgeAssessment)‫ﯾﺎﺑﯽ‬‫ﺯ‬‫ﺍﺭ‬‫ﺩﺍﻧﺶ‬(: ‫ﻤﺠﻣﻮﻋﻪ‬‫ﺵ‬‫ﻭ‬‫ﺭ‬‫ﻫﺎ‬‫ﻭ‬‫ﻤﺪﻝ‬‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﻫﺎ‬‫ﮐﻪ‬‫ﻤﻨﺎﺑﻊ‬‫ﺩﺍﻧﺶ‬‫ﺳﺎﺯﻤﺎﻥ‬‫ﺍ‬‫ﺭ‬‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﺷﻨﺎﺳﺎ‬‫ﻭ‬‫ﮐﯿﻔﯿﺖ‬‫ﻧﻬﺎ‬ ٓ ‫ﺍ‬‫ﺍﺯ‬‫ﻧﻈﺮ‬ ‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﻤﺤﺘﻮﺍ‬‫ﻭ‬‫ﺍﻥ‬‫ﺰ‬‫ﻤﯿ‬‫ﺵ‬‫ﺯ‬‫ﺍﺭ‬‫ﻓﺮﯾﻨﯽ‬ ٓ ‫ﺍ‬‫ﺍی‬‫ﺮ‬‫ﺑ‬‫ﺳﺎﺯﻤﺎﻥ‬‫ﻤﺸﺨﺺ‬‫ﻤﯽ‬‫ﮐﻨﺪ‬. 10
  • 11. ‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬ ‫ﻤﻌﺮﻓﯽ‬ MTA-Share‫ﺳﺎﻤﺎﻧﻪ‬‫ﻧﺮﻡ‬‫ی‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﻓ‬‫ﺟﺎﻤﻊ‬‫ﺗﺒﺎﺩﻝ‬‫ﺩﺍﻧﺶ‬: ‫ﺵ‬‫ﺯ‬‫ﺁﻣﻮ‬ ‫ﻱ‬‫ﺳﺎﺯ‬‫ﭘﻴﺎﺩﻩ‬ ‫ﺳﺎﻣﺎﻧﻪ‬ ‫ﺍﺋﻪ‬‫ﺭ‬‫ﺍ‬‫ی‬ DEMO ��‫ﺍ‬‫ﺮ‬‫ﻃ‬ ‫ﻣﻔهﻮﻣﻲ‬ 11
  • 12. ‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬ ‫ﻤﻌﺮﻓﯽ‬ Post-ProjectAppraisal)‫ﯾﺎﺑﯽ‬‫ﺯ‬‫ﺍﺭ‬‫ﭘﺲ‬‫ﺍﺯ‬‫ﺍﺗﻣﺎﻡ‬‫ژﻩ‬‫ﻭ‬‫ﭘﺮ‬(: ‫ﺍﯾﻦ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﺩﺭ‬‫ﺳﺘﺎﻧﻪ‬ ٓ ‫ﺍ‬‫ی‬‫ﺍﺗﻣﺎﻡ‬‫ژﻩ‬‫ﻭ‬‫ﭘﺮ‬،‫ﺑﻪ‬‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﺷﻨﺎﺳﺎ‬،‫ﺍﺝ‬‫ﺮ‬‫ﺍﺳﺘﺨ‬‫ﻭ‬‫ﺗﺤﻟﯿﻞ‬‫ﻭ‬‫ﺳﺎﺯﻤﺎﻧﺪﻫﯽ‬ ‫ﺩﺍﻧﺶ‬‫ﻫﺎی‬‫ﮐﻟﯿﺪی‬‫ژﻩ‬‫ﻭ‬‫ﭘﺮ‬‫ﻤﯽ‬‫ﭘﺮﺩﺍﺯﺩ‬. Concurrent-ProjectAppraisal)‫ﯾﺎﺑﯽ‬‫ﺯ‬‫ﺍﺭ‬‫ﺣﯿﻦ‬‫ﺍی‬‫ﺮ‬‫ﺍﺟ‬‫ژﻩ‬‫ﻭ‬‫ﭘﺮ‬(: ‫ﺍﯾﻦ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﺑﻪ‬‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﺷﻨﺎﺳﺎ‬،‫ﺍﺝ‬‫ﺮ‬‫ﺍﺳﺘﺨ‬‫ﻭﺗﺤﻟﯿﻞ‬‫ﻭ‬‫ﺳﺎﺯﻤﺎﻧﺪﻫﯽ‬‫ﺩﺍﻧﺶ‬‫ﻫﺎی‬‫ﮐﻟﯿﺪی‬‫ﺑﺪﺳﺖ‬‫ﻤﺪﻩ‬ ٓ ‫ﺍ‬ ‫ﺩﺭ‬‫ﺣﯿﻦ‬‫ﺍی‬‫ﺮ‬‫ﺍﺟ‬‫ژﻩ‬‫ﻭ‬‫ﭘﺮ‬‫ﻤﯽ‬‫ﭘﺮﺩﺍﺯﺩ‬. 12
  • 13. ‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬ ‫ﻤﻌﺮﻓﯽ‬ Knowledge Codification)‫ی‬‫ﻤﺴﺘﻨﺪﺳﺎﺯ‬‫ﺩﺍﻧﺶ‬‫ﺳﺎﺯﻤﺎﻥ‬(: ‫ﺍﯾﻦ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﺑﺎ‬‫ﻫﺪﻑ‬‫ﺗﺪﻭﯾﻦ‬‫ﻭ‬‫ـﺘﻮﺏ‬‫ﮑ‬‫ﻤ‬‫ﮐﺮﺩﻥ‬‫ﺩﺍﻧﺶ‬‫ﺧﺒﺮﮔﺎﻥ‬‫ﺳﺎﺯﻤﺎﻥ‬‫ﺑﻪ‬‫ﮐﺎﺭ‬‫ﮔﺮﻓﺘﻪ‬‫ﻤﯽ‬‫ﺷﻮﺩ‬. )‫ﻫﺪﻑ‬‫ﺍﺻﻟﯽ‬‫ﺍﯾﻦ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬،‫ﺗﺴﻬﯿﻞ‬‫ﻭ‬‫ﺗﺴﺮﯾﻊ‬‫ﯾﻨﺪ‬ ٓ ‫ﺍ‬‫ﺮ‬‫ﻓ‬‫ﺍﻧﺘﺸﺎﺭ‬‫ﺩﺍﻧﺶ‬‫ﺩﺭ‬‫ﺳﺎﺯﻤﺎﻥ‬‫ﺍﺳﺖ‬.( KnowledgeExtraction)‫ﺍﺝ‬‫ﺮ‬‫ﺍﺳﺘﺨ‬‫ﺩﺍﻧﺶ‬‫ﺍﺯﺧﺒﺮﮔﺎﻥ‬(: ‫ﺍﺝ‬‫ﺮ‬‫ﺍﺳﺘﺨ‬‫ﺩﺍﻧﺶ‬‫ﻭ‬‫ﺗﺠﺎﺭﺏ‬‫ﮐﻟﯿﺪی‬‫ﺳﺎﺯﻤﺎﻥ‬‫ﺍﺯ‬‫ﻃﺮﯾﻖ‬‫ﻤﺼﺎﺣﺒﻪ‬‫ﻭ‬‫ﭘﺮﺳﺸﻨﺎﻤﻪ‬،‫ﻭ‬‫ﺩﺭ‬‫ﺍﺧﺘﯿﺎﺭ‬ ‫ﺳﺎﯾﺮ‬‫ﺍﺩ‬‫ﺮ‬‫ﺍﻓ‬‫ﮔﺬﺍﺷﺘﻦ‬ 13
  • 14. ‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬ ‫ﻤﻌﺮﻓﯽ‬ DataMining)‫ﺩﺍﺩﻩ‬‫ﮐﺎﻭی‬(: ‫ﺗﮑﻨﯿﮑﯽ‬‫ﺟﻬﺖ‬‫ﺗﺤﻟﯿﻞ‬‫ﺣﺠﻢ‬‫ﺯﯾﺎﺩی‬‫ﺍﺯ‬‫ﺩﺍﺩﻩ‬‫ﺗﻮﺳﻂ‬‫ﺳﯿﺴﺘﻢ‬‫ﻫﺎی‬‫ﺍﻃﻼﻋﺎﺗﯽ‬ KnowledgeStrategy Process)‫ﯾﻨﺪ‬ ٓ ‫ﺍ‬‫ﺮ‬‫ﻓ‬‫ی‬‫ﺍﺗﮋ‬‫ﺮ‬‫ﺍﺳﺘ‬‫ﺩﺍﻧﺶ‬(: ‫ی‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﺟﻬﺖ‬‫ﺩﺭک‬‫ﺳﺎﺯﻤﺎﻥ‬‫ﺍﺯ‬‫ﺍﯾﻨﮑﻪ‬‫ﭼﻪ‬‫ﺩﺍﻧﺶ‬‫ﮐﻟﯿﺪی‬‫ﺩﺍﺭﺩ‬‫ﻭ‬‫ﺑﻪ‬‫ﭼﻪ‬‫ﺩﺍﻧﺸﻬﺎی‬‫ﮐﻟﯿﺪی‬‫ﻧﯿﺎﺯ‬ ‫ﺩﺍﺭﺩ‬. 14
  • 15. ‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬ ‫ﻤﻌﺮﻓﯽ‬ Knowlede Management System)‫ﺳﯿﺴﯿﺘﻢ‬‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺩﺍﻧﺶ‬(: ‫ﺑﺎ‬‫ﻫﺪﻑ‬‫ﺧﻟﻖ‬،‫ﺫﺧﯿﺮﻩ‬‫ی‬‫ﺳﺎﺯ‬،‫ﺍﻧﺘﺸﺎﺭ‬‫ﻭ‬‫ﺑﻪ‬‫ی‬‫ﮐﺎﺭﮔﯿﺮ‬‫ﺩﺍﻧﺶ‬‫ﺩﺭ‬‫ﺳﺎﺯﻤﺎﻥ‬‫ﻫﺎ‬ ‫ﺍﺳﺘﻔﺎﺩﻩ‬‫ﻤﯽ‬‫ﺷﻮﻧﺪ‬. ExitInterview)‫ﻤﺼﺎﺣﺒﻪ‬‫ﺣﯿﻦ‬‫ﺝ‬‫ﻭ‬‫ﺧﺮ‬(: ‫ﺩﺭ‬‫ﺯﻤﺎﻥ‬‫ﺝ‬‫ﻭ‬‫ﺧﺮ‬‫ی‬‫ﻭ‬‫ﻧﯿﺮ‬‫ﺍﻧﺴﺎﻧﯽ‬‫ﻤﺎﻫﺮ‬‫ﻤﺼﺎﺣﺒﻪ‬‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﻫﺎ‬‫ﺑﺎ‬‫ﻫﺪﺍﯾﺖ‬‫ﺧﺒﺮﮔﺎﻥ‬‫ﻭ‬‫ﺕ‬‫ﺭ‬‫ﺑﺼﻮ‬ ‫ﺗﺨﺼﺼﯽ‬‫ﺍ‬‫ﺮ‬‫ﺍﺟ‬‫ﻤﯿﺸﻮﺩ‬‫ﺗﺎ‬‫ﺩﺍﻧﺶ‬‫ﮐﻟﯿﺪی‬‫ﺳﺎﺯﻤﺎﻥ‬‫ﺍﺯ‬‫ﺩﺳﺖ‬‫ﺩ‬‫ﻭ‬‫ﻧﺮ‬. 15
  • 16. ‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬ ‫ﻤﻌﺮﻓﯽ‬ Wiki: ‫ﺍﺯ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﺍﻧﺘﺸﺎﺭ‬‫ﺩﺍﻧﺶ‬‫ﺍﺳﺖ‬‫ﮐﻪ‬‫ﺩﺭ‬‫ﻗﺎﻠﺐ‬‫ﺻﻔﺤﺎﺕ‬‫ﻭﺏ‬‫ﻗﺎﺑﻞ‬‫ﺍﯾﺶ‬‫ﺮ‬‫ﻭﯾ‬‫ﭘﯿﺎﺩﻩ‬ ‫ی‬‫ﺳﺎﺯ‬‫ﻤﯽ‬‫ﺷﻮﺩ‬. Succession Development)‫ﺟﺎﻧﺸﯿﻦ‬‫ی‬‫ﺭ‬‫ﻭ‬‫ﭘﺮ‬(: ‫ﻗﺒﻞ‬‫ﺍﺯ‬‫ﺝ‬‫ﻭ‬‫ﺧﺮ‬‫ﻓﺮﺩ‬‫ﺧﺒﺮﻩ‬‫ﺍی‬‫ﺍﺯ‬‫ﺳﺎﺯﻤﺎﻥ‬‫ﻓﺮﺩ‬‫ی‬‫ﺩﯾﮕﺮ‬‫ﺑﺎ‬‫ﮐﺴﺐ‬‫ﺩﺍﻧﺶ‬‫ﺍﻭ‬،‫ﺍی‬‫ﺮ‬‫ﺑ‬ ‫ﺗﺼﺪی‬‫ﻥ‬ ٓ ‫ﺍ‬‫ﺳﻣﺖ‬‫ﺗﺮﺑﯿﺖ‬‫ﺷﻮﺩ‬. 16
  • 17. ‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬ ‫ﻤﻌﺮﻓﯽ‬ SocialNetworkAnalysis)‫ﺗﺤﻟﯿﻞ‬‫ﺷﺒﮑﻪ‬‫ﻫﺎی‬‫ﺍﺟﺘﻣﺎﻋﯽ‬(: ‫ﺍﯾﻦ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﺩﺭ‬‫ﻤﺠﻣﻮﻉ‬‫ﺑﻪ‬‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﺷﻨﺎﺳﺎ‬‫ﻭ‬‫ﯾﺎﺑﯽ‬‫ﺯ‬‫ﺍﺭ‬‫ﻤﻨﺎﺑﻊ‬‫ﺩﺍﻧﺶ‬‫ﺿﻣﻨﯽ‬‫ﻭ‬‫ﭘﻮﯾﺎ‬‫ﻭ‬‫ﺗﺒﺎﻁ‬‫ﺭ‬‫ﺍ‬ ‫ﺑﯿﻦ‬‫ﻧﻬﺎ‬ ٓ ‫ﺍ‬‫ﮐﻣﮏ‬‫ﻤﯽ‬‫ﮐﻨﺪ‬. Knowledge Networking)‫ﺷﺒﮑﻪ‬‫ی‬‫ﺳﺎﺯ‬‫ﺩﺍﻧﺸﯽ‬(: ‫ﻤﺠﻣﻮﻋﻪ‬‫ﺗﮑﻨﯿﮏ‬‫ﻫﺎ‬‫ﮐﻪ‬‫ﺑﻪ‬‫ﮐﻣﮏ‬‫ﻥ‬ ٓ ‫ﺍ‬‫ﺳﺎﺯﻤﺎﻥ‬‫ﺑﻪ‬‫ﺍﺣﯽ‬‫ﺮ‬‫ﻃ‬‫ﻭ‬‫ﺷﮑﻞ‬‫ﺩﻫﯽ‬‫ﺷﺒﮑﻪ‬‫ﺍی‬ ‫ﺍﺯ‬‫ﻤﺘﺨﺼﺼﯿﻦ‬‫ﻭ‬‫ﺍﺩ‬‫ﺮ‬‫ﺍﻓ‬‫ﮐﻟﯿﺪی‬‫ﻤﯽ‬‫ﭘﺮﺩﺍﺯﺩ‬. 17
  • 18. ‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬ ‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﺍﺯ‬‫ﻧﺎﺩﺭﺳﺖ‬‫ﻫﺎی‬ ‫ﺑﺮﺩﺍﺷﺖ‬: •‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬‫ﻧﻮﺵ‬‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﻭ‬‫ﺩﺍﺭ‬‫ﺍی‬‫ﺮ‬‫ﺑ‬‫ﺗﻣﺎﻡ‬‫ﺩﺭﺩﻫﺎﺳﺖ‬ •‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬‫ﻤﻌﺠﻮﻧﯽ‬‫ﮐﻪ‬‫ﯾﮏ‬‫ﺷﺒﻪ‬‫ﺍﺛﺮ‬‫ﻤﯽ‬‫ﮐﻨﺪ‬ •‫ﺣﻞ‬‫ﻤﺸﮑﻼﺕ‬‫ﺳﺎﺯﻤﺎﻥ‬‫ﺑﺪﻭﻥ‬‫ﺯﺣﻣﺖ‬‫ﻭ‬‫ﺗﻐﯿﯿﺮ‬‫ﺩﺍﺧﻟﯽ‬ •‫ﺧﻮﺍﻫﯽ‬‫ﻧﺸﻮی‬‫ﺭﺳﻮﺍ‬‫ﻧﮓ‬‫ﺮ‬‫ﻫﻣ‬‫ﺟﻣﺎﻋﺖ‬‫ﺷﻮ‬1111 18
  • 19. 15‫ﺩﺍﻧﺶ‬‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬ ‫ی‬‫ﺳﺎﺯ‬‫ﭘﯿﺎﺩﻩ‬ ‫ﺩﺭ‬‫ﺷﮑﺴﺖ‬ ‫ﺍی‬‫ﺮ‬‫ﺑ‬ ‫ﺩﻠﯿﻞ‬ .1‫ﺧﻼﺻﻪ‬‫ﮐﺮﺩﻥ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬‫ﺑﻪ‬‫ﺭی‬‫ﻓﻨﺎﻭ‬‫ﺍﻃﻼﻋﺎﺕ‬ .2‫ﮐﻣﺒﻮﺩ‬‫ﺯﯾﺮﺳﺎﺧﺖ‬‫ﻫﺎی‬‫ﺭی‬‫ﻓﻨﺎﻭ‬‫ﺍﻃﻼﻋﺎﺕ‬ .3‫ﺍﻤﻨﯿﺖ‬‫ﭘﺎﯾﯿﻦ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﺩ‬‫ﺭ‬‫ﻤﻮ‬‫ﺍﺳﺘﻔﺎﺩﻩ‬‫ﺍی‬‫ﺮ‬‫ﺑ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬ .4‫ﺍﺕ‬‫ﺮ‬‫ﺗﻐﯿﯿ‬‫ﺯﯾﺎﺩ‬‫ﺩﺭ‬‫ﺯﯾﺮﺳﺎﺧﺖ‬‫ﻫﺎی‬‫ﺭی‬‫ﻓﻨﺎﻭ‬ .5‫ﺍﯾﻨﺮﺳﯽ‬‫ﺩﺭ‬‫ﺍﺳﺘﻔﺎﺩﻩ‬‫ﺍﺯ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﺟﺪﯾﺪ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬ .6‫ﺗﻣﺮﯾﻨﺎﺕ‬‫ﻧﺎﮐﺎﻓﯽ‬‫ﺩﺭ‬‫ﺍﺳﺘﻔﺎﺩﻩ‬‫ﺍﺯ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬ .7‫ﺩﺭک‬‫ﻧﺎﻗﺺ‬‫ﺍﺯ‬‫ﮐﺎﺭﺑﺮﺩ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬ .8‫ﻋﺪﻡ‬‫ﻤﺸﺎﺭﮐﺖ‬‫ﺍﻥ‬‫ﺮ‬‫ﮐﺎﺭﺑ‬‫ﺩﺭ‬‫ﺍﺣﯽ‬‫ﺮ‬‫ﻃ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬ .9‫ﻋﺪﻡ‬‫ﺍﻧﻌﻄﺎﻑ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬ .10‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﺍ‬‫ﺭ‬‫ﮐﺎ‬‫ﭘﺎﯾﯿﻦ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬)‫ﻤﺜﻼ‬‫ﺳﺮﻋﺖ‬‫ﭘﺎﯾﯿﻦ‬( .11‫ﻧﺎﺗﻮﺍﻧﯽ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬‫ﺩﺭ‬‫ﺗﻌﯿﯿﻦ‬‫ﺍﺿﺎﻓﻪ‬‫ﺑﺎﺭ‬‫ﺍﻃﻼﻋﺎﺗﯽ‬ .12‫ﺳﻬﻞ‬‫ی‬‫ﺍﻧﮕﺎﺭ‬‫ﺩﺭ‬‫ی‬‫ﻧﮕﻬﺪﺍﺭ‬‫ﻭ‬‫ﺗﻘﺎی‬‫ﺭ‬‫ﺍ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬ .13‫ﻋﺪﻡ‬‫ﺍﻧﻄﺒﺎﻕ‬‫ﺑﯿﻦ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬‫ﻭ‬‫ﺟﺮﯾﺎﻥ‬‫ی‬‫ﮐﺎﺭ‬‫ﺯﻤﺮﻩ‬‫ﻭ‬‫ﺭ‬ .14‫ﺟﺎﯾﮕﺰﯾﻨﯽ‬‫ﺗﺒﺎﻃﺎﺕ‬‫ﺭ‬‫ﺍ‬‫ﺍﻧﺴﺎﻧﯽ‬‫ﮐﻟﯿﺪی‬‫ﺑﺎ‬‫ﺗﺒﺎﻃﺎﺕ‬‫ﺭ‬‫ﺍ‬‫ﻤﺒﺘﻨﯽ‬‫ﺑﺮ‬‫ﺭی‬‫ﻓﻨﺎﻭ‬‫ﺍﻃﻼﻋﺎﺕ‬ .15‫ﭘﯿﺎﺩﻩ‬‫ی‬‫ﺳﺎﺯ‬‫ﻧﺎﻤﻨﺎﺳﺐ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬‫ﺑﻌﻟﺖ‬‫ﺿﻌﻒ‬‫ﺩﺭ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ژ‬‫ﻭ‬‫ﭘﺮ‬[ 19
  • 20. 10‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬ ‫ژﻩ‬‫ﻭ‬‫ﭘﺮ‬‫ﯾﮏ‬‫ﺍی‬‫ﺮ‬‫ﺑ‬ ‫ﯾﺎﺑﯽ‬‫ﺯ‬‫ﺍﺭ‬‫ﻤﻌﯿﺎﺭ‬ .1‫ﻫﺰﯾﻨﻪ‬ .2‫ﺍﻤﻨﯿﺖ‬ .3‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﺍ‬‫ﺭ‬‫ﮐﺎ‬ .4‫ﺳﯿﺮ‬‫ﺗﮑﺎﻤﻟﯽ‬‫ﺩﺭ‬‫ﯾﻨﺪﻩ‬ ٓ ‫ﺍ‬ .5‫ﺭﺿﺎﯾﺖ‬‫ﻤﺸﺘﺮﯾﺎﻥ‬ .6‫ﺳﻬﻮﻠﺖ‬‫ﯾﮑﭙﺎﺭﭼﮕﯽ‬ .7‫ﭘﺎﯾﺶ‬‫ﺧﺪﻤﺎﺕ‬ .8‫ﺍﯾﺠﺎﺩ‬‫ﻤﺤﯿﻂ‬‫ﺗﻮﺳﻌﻪ‬ .9‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﺗﻮﺍﻧﺎ‬‫ﺍﯾﺠﺎﺩ‬‫ﻧﺴﺨﻪ‬‫ﺯﻤﺎﯾﺸﯽ‬ ٓ ‫ﺍ‬ .10‫ی‬‫ﻧﮕﻬﺪﺍﺭ‬‫ﻭ‬‫ﺗﻘﺎی‬‫ﺭ‬‫ﺍ‬‫ﺧﺪﻤﺎﺕ‬ 20
  • 21. ‫ﺷﺮﮐﺖ‬IBM‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬ ‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﺍﺯ‬‫ﺍﺳﺘﻔﺎﺩﻩ‬‫ﻭ‬ •‫ﻏﺎﺯ‬ ٓ ‫ﺍ‬‫ﭘﯿﺎﺩﻩ‬‫ی‬‫ﺳﺎﺯ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬‫ﺩﺭ‬‫ﺳﺎﻝ‬۱۹۹۴ •‫ﺑﯿﺸﺘﺮﯾﻦ‬‫ﺗﻌﺪﺍﺩ‬‫ﺣﻖ‬‫ی‬‫ﺍﻧﺤﺼﺎﺭ‬‫ﺍﻉ‬‫ﺮ‬‫ﺍﺧﺘ‬PATENT)(‫ﺩﺭ‬‫ﺍﯾﺎﻻﺕ‬‫ﻤﺘﺤﺪﻩ‬‫ﺗﺎ‬‫ﺳﺎﻝ‬ ۲۰۰۵‫ﺍی‬‫ﺮ‬‫ﺑ‬‫ﺳﯿﺰﺩﻫﻣﯿﻦ‬‫ﺳﺎﻝ‬‫ـﯽ‬‫ﭘ‬‫ﭘﯿﺎ‬ •‫ﺗﻌﺪﺍﺩ‬‫ﺣﻖ‬‫ﺍﻉ‬‫ﺮ‬‫ﺍﺧﺘ‬‫ﺛﺒﺖ‬‫ﺷﺪﻩ‬IBM‫ﺩﺭ‬‫ﺳﺎﻝ‬۲۰۰۵‫ﺣﺪﻭﺩ‬۳۰۰۰‫ﻋﺪﺩ‬ •‫ﻧﺪﻩ‬‫ﺮ‬‫ﺑ‬‫ﺟﺎﯾﺰﻩ‬KMWorld‫ﺳﺎﻝ‬۲۰۰۵‫ﺩﺭ‬‫ﺗﺒﺎﻁ‬‫ﺭ‬‫ﺍ‬‫ﺑﺎ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬ 21
  • 22. ‫ﺷﺮﮐﺖ‬ ‫ﯾﮑﺮﺩ‬‫ﻭ‬‫ﺭ‬IBM‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬ ‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﺍﺯ‬‫ﺍﺳﺘﻔﺎﺩﻩ‬ ‫ﺩﺭ‬ •‫ﭘﯿﻮﻧﺪ‬‫ﺳﺮﻤﺎﯾﻪ‬‫ی‬‫ﻓﮑﺮ‬‫ﺑﺎ‬‫ی‬‫ﺍﺗﮋ‬‫ﺮ‬‫ﺍﺳﺘ‬ •‫ﺳﺎﺧﺖ‬‫ﺑﺴﺘﺮ‬‫ﻤﻨﺎﺳﺐ‬‫ﺍی‬‫ﺮ‬‫ﺑ‬‫ﺗﺴﻬﯿﻢ‬‫ﺩﺍﻧﺶ‬ •‫ﺍﯾﺠﺎﺩ‬‫ﻓﺮﻫﻨﮓ‬‫ﮐﺴﺐ‬‫ﻭ‬‫ﮐﺎﺭ‬‫ﻤﺒﺘﻨﯽ‬‫ﺑﺮ‬‫ﺩﺍﻧﺶ‬ •‫ﺍﻧﺪﺍﺯﻩ‬‫ی‬‫ﮔﯿﺮ‬‫ﺍﺛﺮﺑﺨﺸﯽ‬‫ﺗﺴﻬﯿﻢ‬‫ﺍﯾﯿﻬﺎی‬‫ﺭ‬‫ﺩﺍ‬‫ی‬‫ﻓﮑﺮ‬ •‫ﺍﻫﻣﯿﺖ‬‫ﮐﺎﻫﺶ‬‫ﺍﻧﺪﺍﺯﻩ‬)‫ﻭﯾﮋﮔﯽ‬‫ﺳﺎﺯﻤﺎﻧﻬﺎی‬‫ﺩﺍﻧﺶ‬‫ﺭ‬‫ﻤﺤﻮ‬(،‫ﺟﻬﺎﻧﯽ‬‫ﺷﺪﻥ‬،‫ﺍﺕ‬‫ﺮ‬‫ﺗﻐﯿﯿ‬ ‫ﺳﺮﯾﻊ‬،‫ﻤﻮﻓﻘﯿﺖ‬‫ﺣﺎﺻﻞ‬‫ﺍﺯ‬‫ﺩﺍﻧﺶ‬‫ﺟﻣﻌﯽ‬‫ﺩﺭ‬‫ﻤﻘﺎﯾﺴﻪ‬‫ﺑﺎ‬‫ﺗﻮﺍﻥ‬‫ﻓﺮﺩی‬)‫ﺗﺠﺮﺑﻪ‬Deep blue)‫ﻭ‬‫ﻡ‬‫ﻭ‬‫ﻠﺰ‬‫ﺑﻪ‬‫ی‬‫ﮐﺎﺭﮔﯿﺮ‬‫ی‬‫ﻭ‬‫ﻧﯿﺮ‬‫ﮐﺎﺭ‬‫ﺳﯿﺎﻝ‬‫ﻭ‬‫ﺍﺯ‬‫ﺍﻩ‬‫ﺭ‬‫ﺭ‬‫ﺩﻭ‬ 22
  • 23. ‫ﺷﺮﮐﺖ‬‫ﺩﺭ‬‫ﺍﺳﺘﻔﺎﺩﻩ‬‫ﺩ‬‫ﺭ‬‫ﻤﻮ‬ ‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬ ‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬IBM •IBM‫ﺑﺎﺗﻮﺟﻪ‬‫ﺑﻪ‬‫ﯾﮑﺮﺩﻫﺎی‬‫ﻭ‬‫ﺭ‬‫ﺍﺷﺎﺭﻩ‬‫ﺷﺪﻩ‬‫ﻭ‬‫ﺑﺎ‬‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﻫﺎ‬‫ﺗﺠﺮﺑﻪ‬‫ﮐﻪ‬‫ﺩﺭ‬‫ی‬‫ﻫﻣﮑﺎﺭ‬‫ﺧﻮﺩ‬‫ﺑﺎ‬ ‫ـﺘﻬﺎی‬‫ﮐ‬‫ﺷﺮ‬‫ﻤﺨﺘﻟﻒ‬‫ﺩﺳﺖ‬‫ﺑﻪ‬،‫ﺩﻩ‬‫ﺭ‬‫ﻭ‬ ٓ ‫ﺍ‬‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﺍﺭﻫﺎ‬‫ﺰ‬‫ﺍﺑ‬‫ﺍ‬‫ﺭ‬‫ﺍی‬‫ﺮ‬‫ﺑ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬،‫ﻤﻌﺮﻓﯽ‬ ،‫ﮐﺮﺩﻩ‬‫ﯾﺎ‬‫ﺗﻮﺳﻌﻪ‬‫ﺩﺍﺩﻩ‬‫ﺍﺳﺖ‬. •▪‫ﻓﻀﺎی‬‫ی‬‫ﯾﺎﺩﮔﯿﺮ‬)Learning Space ) :‫ﺍﯾﻦ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﺍی‬‫ﺮ‬‫ﺑ‬‫ﺗﻮﺳﻌﻪ‬،‫ی‬‫ﺳﺎﺯ‬‫ی‬‫ﺟﺎﺭ‬، ‫ﺑﯿﺎﻥ‬‫ﻫﺎ‬‫ﻩ‬‫ﺭ‬‫ﺩﻭ‬‫ﻭ‬‫ﺗﻘﻮﯾﺖ‬‫ﻫﺎی‬‫ﻩ‬‫ﺭ‬‫ﺩﻭ‬‫ﺷﯽ‬‫ﺯ‬‫ﻤﻮ‬ ٓ ‫ﺍ‬‫ﺍﺳﺖ‬‫ﮐﻪ‬‫ﺑﺮ‬‫ﺍﺳﺎﺱ‬‫ﺗﻌﺎﻤﻞ‬‫ﺑﯿﻦ‬‫ﻓﺮﺩ‬ ‫ﻧﺪﻩ‬‫ﺮ‬‫ﯾﺎﺩﮔﯿ‬‫ﺑﺎ‬‫ﻤﺮﺑﯽ‬‫ﻭ‬‫ﺳﺎﯾﺮ‬‫ﺍﺩ‬‫ﺮ‬‫ﺍﻓ‬‫ﺑﻨﺎ‬‫ﺷﺪﻩ‬‫ﺍﺳﺖ‬.‫ﺍﯾﻦ‬‫ﯾﻪ‬‫ﻭ‬‫ﺭ‬‫ﺑﺮ‬‫ﺳﻟﻮﻝ‬‫ﺷﺎﯾﺴﺘﮕﯽ‬‫ﺍﺯ‬ ‫ﺳﻟﻮﻠﻬﺎی‬‫ﭼﻬﺎﺭﮔﺎﻧﻪ‬)‫ﺭی‬‫ﻭ‬ ٓ ‫ﻧﻮﺍ‬-‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﭘﺎﺳﺨﮕﻮ‬-‫ﺑﻬﺮﻩ‬‫ﺭی‬‫ﻭ‬-‫ﺷﺎﯾﺴﺘﮕﯽ‬(‫ﺗﻣﺮﮐﺰ‬‫ﺩﺍﺭﺩ‬. 23
  • 24. ‫ﺷﺮﮐﺖ‬‫ﺩﺭ‬‫ﺍﺳﺘﻔﺎﺩﻩ‬‫ﺩ‬‫ﺭ‬‫ﻤﻮ‬ ‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬ ‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬IBM •‫ﻓﻀﺎی‬‫ﺣﻞ‬‫ﺍﻩ‬‫ﺭ‬)SolutionSpace): •‫ﻤﮑﺎﻥ‬‫ﻓﮑﺮ‬)Think Place ): •‫ی‬‫ﯾﺎﺩﮔﯿﺮ‬‫ﺩﺭ‬IBM)Learning@IBM( •‫ﻤﮑﺎﻥ‬‫ﯾﺎﺑﯽ‬‫ﺧﺒﺮﮔﯽ‬)ExpertiseLocation): IBM •‫ﻧﻘﻄﻪ‬‫ﺩﺍﻧﺶ‬IBM)KnowledgePoint( •‫ﺍﺗﺎﻕ‬‫ﺗﯿﻢ‬)Team Room): •‫ﺍﻧﺪﺍﺯ‬‫ﭼﺸﻢ‬‫ﺩﺍﻧﺶ‬)KnowledgeView) •‫ﻧﻣﺎی‬‫ﺭ‬‫ﺗﺎ‬‫ﺍﯾﯿﻬﺎ‬‫ﺭ‬‫ﺩﺍ‬)AssetWeb) 24
  • 25. ‫ی‬‫ﮔﯿﺮ‬‫ﻧﺘﯿﺠﻪ‬ ‫ﮐﺎﺭﺷﻨﺎﺳﺎﻥ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺳﺎﺯﻤﺎﻥ‬،‫ﻋﻼﻭﻩ‬‫ﺑﺮ‬‫ﺗﺴﻟﻂ‬‫ﺑﺮ‬‫ﻧﯿﺎﺯﻫﺎی‬‫ﻭﺍﻗﻌﯽ‬‫ﺳﺎﺯﻤﺎﻥ‬‫ﻭ‬ ‫ﺍﯾﻂ‬‫ﺮ‬‫ﺷ‬‫ﺧﺎﺹ‬‫ﻥ‬ ٓ ‫ﺍ‬،‫ﺵ‬‫ﻭ‬‫ﺭ‬‫ﻫﺎ‬‫ﻭ‬‫ﺗﮑﻨﯿﮏ‬‫ﻫﺎی‬‫ﭘﯿﺎﺩﻩ‬‫ی‬‫ﺳﺎﺯ‬‫ﻭ‬‫ﺍﯾﺎ‬‫ﺰ‬‫ﻤ‬‫ﻭ‬‫ﻤﻌﺎﯾﺐ‬‫ﻫﺮ‬ ‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﺍ‬‫ﺭ‬‫ﺑﺪﺍﻧﻨﺪ‬‫ﻭ‬‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﺍﻫﻨﻣﺎ‬‫ﺭ‬‫ﻫﺎی‬‫ﻻﺯﻡ‬‫ﺍ‬‫ﺭ‬‫ﺩﺭ‬‫ﺣﯿﻦ‬‫ﺍﻧﺘﺨﺎﺏ‬‫ﻭ‬‫ﺍی‬‫ﺮ‬‫ﺍﺟ‬‫ﺍﺭﻫﺎ‬‫ﺰ‬‫ﺍﺑ‬‫ﺍﺋﻪ‬‫ﺭ‬‫ﺍ‬ ‫ﮐﻨﻨﺪ‬. ‫ﭘﺎﯾﺎﻥ‬ 25
  • 26. ‫ﻤﻨﺎﺑﻊ‬ 1. A Lotus Development Corporation Strategic White Paper , Lotus, IBM, and Knowledge Management , January 1998 , 2. http://www.gdrc.org/kmgmt/lotuskm.pdf 3. huany, kuan-tsae, capitalizing collective knowledge of winning, execution and teamwork, journal of knowledge management, 1997 ,vol 9 ,p 149-156. 4. http://www.itjungle.com/tfh/tfh011606-story03.html 5. http://www.kmworld.com/Articles/PrintArticle.aspx?ArticleID=16907 6. http://www.daneshnameh.com 7. http://www.Cko.ir 8. http://www.aqlibrary.ir 26
  • 27. ‫ﻋﺰﯾﺰ‬‫ﺩﻭﺳﺘﺎﻥ‬‫ﻭ‬‫ﺍﻤﯽ‬‫ﺮ‬‫ﮔ‬‫ﺍﺳﺘﺎﺩ‬‫ﺗﻮﺟﻪ‬‫ﺍﺯ‬‫ﺗﺸﮑﺮ‬‫ﺑﺎ‬ ‫ﺩﺍﻧﺵ‬‫ﺍﺳﺕ‬ ‫ﺩﺍﻡ‬ ‫ﺍﻧﺩﻳﺷﻪ‬ ‫ﺑﯽ‬ ‫ﻭ‬‫ﺑﻼ‬ ‫ﺩﺍﻧﺵ‬ ‫ﺑﯽ‬ ‫ﺍﻧﺩﻳﺷﻪ‬. "‫ﮐﻧﻔﻭﺳﻳﻭﺱ‬" Knowledge without thought is a trap Thought without learning is evil . 27

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