Organization theory and design 13 2013

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Organization theory and design

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Organization theory and design 13 2013

  1. 1. 13 การสร้างและออกแบบ learning Organization/กระบวนการเรียนรู้   organization @TC 2013
  2. 2. หัวข้อบรรยาย/กรณีศึกษา 11 Organizing for Innovation C 8: Harvard Business Case / 3M Optical Systems : Managing Corporate Entrepreneurship 12 การสร้างและออกแบบ Cybernetics, Viable System C 9 : Harvard Business Case / Sun Hydraulics Corporation (A&B) 13 การสร้างและออกแบบ learning Organization/กระบวนการเรียนรู้ C 10 : Harvard Business Case / McKinsey & Company : Managing Knowledge and Learning 14 Control system C11: Harvard Business Case / Verizon 15 สรุปปิดการบรรยาย or guest speaker organization @TC 2013
  3. 3. Why Knowledge? •  •  “Knowledge is the only meaningful resource today.” Peter Drucker (1993) •  Knowledge is one of the most important assets •  of an organization for creating value and, hence, •  maintaining sustainable competitive advantage. © Nonaka・Toyama・Konno organization @TC 2013
  4. 4. Characteristics of Knowledge – 1. Increasing Return – 2. Unlimited Usage – 3. Unseparated Production and Consumption – 4. Difficulties in Market Transaction – 5. New Value by Re-categorization – 6. Quickly Outdated – 7. Created by Human Beings •                   © Nonaka・Toyama・Konno organization @TC 2013
  5. 5. Simon’s Metaphor: A Man is an Ant - Bounded Rationality or Cognitive Limits Direction to Home A man, viewed as a behaving system, is quite simple. The apparent complexity of his behavior over time is largely a reflection of the complexity of the environment in which he finds himself. Simon, H.A.(1982) The Sciences of the Artificial. © Nonaka・Toyama・Konno organization @TC 2013
  6. 6. Two Types of Knowledge Tacit Knowledge Subjective and experiential knowledge that can not be expressed in words, sentences, numbers, or Formulas (Context-specific) Cognitive Skills beliefs images perspectives mental models Technical Skills craft know-how © Nonaka・Toyama・Konno Objective and rational knowledge that can be expressed in words, sentences, numbers, or formulas (contextfree) Explicit Knowledge Theoretical approach Problem solving Manuals Database Dynamic Interaction Analog-Digital Synthesis organization @TC 2013
  7. 7. Tacit and Explicit Knowledge “The strength of Japanese manufacturing industries are at the technologies (based on) tacit knowledge. With the progress in Information Technology (IT), tacit knowledge is converted into explicit knowledge. Still, we need tacit knowledge. To build a car, we have to build people.” -Hiroshi Okuda, the chairman of Toyota Without a firm-specific high quality tacit knowledge, a firm cannot survive just by combining explicit knowledge through outsourcing. A company needs to recognize a dispersed tacit knowledge embedded in people, synthesize tacit and explicit knowledge, and incorporate knowledge into key organizational activities for continuous innovation. organization @TC 2013
  8. 8. Reality has Duality - Subjectivity and Objectivity- Tacit Insider sensitivity Life world Commitment Here and now Phenomenologist Existentialist Explicit Outsider objectivity Factual world Detachment There and then Positivist Spectator organization @TC 2013
  9. 9. SECI Process Tacit Sharing and creating tacit knowledge through direct experience Socialization Taci t Tacit Explic it © Nonaka・Toyama・Konno I Explic it 9. embodying explicit knowledge through action and reflection 10. Using simulation and experiments Externalization Articulating tacit knowledge through dialogue and reflection 4. articulating tacit Environment E O knowledge using I I symbolic language Group Individual I 5. translating tacit I I knowledge into a I concept or prototype Systemizing and applying explicit Internalization Combination knowledge and information E G O 6. gathering and G integrating explicit G Org. G I knowledge G E 7. Breaking down the concept and finding relationship among Explicit Explicit concepts 8. editing and organization @TC 2013 explicit I = Individual, G = Group, O = Organization, E = Environment systemizing 1.Perceiving the reality as it is 2. Sensing and Empathizing with others and the environment 3. Transferring of tacit knowledge Learning and acquiring new tacit knowledge in practice Tacit
  10. 10. Basic Components of Knowledge-creating Organization Environment Vision (Ecosystem) (What?) Ta it jectiv b e (Su g owled cit Kn y) Driving Objectives Dialogue (Why?) Ba Practice (How?) (Shared Context) ledge w it Kno c Expli it jectiv (Ob y) Knowledge Assets © Nonaka・Toyama・Konno organization @TC 2013
  11. 11. Knowledge Vision Knowledge Vision –  - Essential Questioning: “What do we exist for?” –  “Where should we live?” (Existence and Domain) –  “Why do we create knowledge?” –  A vision that transcends the existing boundary. A vision that can be accepted by and can inspire the people with various contexts. –  -Gives the firm an absolute, not a relative, value system. –  “You do it because you want to do it, not because –  everyone else is doing it.” –  -A long-time view that goes beyond the arena of –  competition. It is not a short-time view on efficiency in –  knowledge utilization. © Nonaka・Toyama・Konno organization @TC 2013
  12. 12. Why do we create knowledge?: A story of Honda •  Honda was trying to develop the CVCC engine, which had lower emission and higher fuel efficiency. Souichiro Honda, the founder and then CEO of Honda one day told his engineers that the engine would finally give Honda the opportunity to beat Big 3. •  The engineers looked at Mr. Honda, and said, “Please, don’t say such a thing. We are not doing this to beat other guys. We are doing this for our children.” •  Mr. Honda was ashamed of himself, and said that he realized that he had become too old, and decided to retire. © Nonaka・Toyama・Konno organization @TC 2013
  13. 13. Driving Objective • It is a concept, goal, or codes of conduct to synchronize vision, dialogue, and practice. By pursuing it relentlessly, contradictions are created and synthesized to create high quality of knowledge. • Seven-Eleven Japan: Cut opportunity losses • Eisai: Knowledge Creation • Canon: Cash Flow • Suzuki: 1cc=1000 Yen © Nonaka・Toyama・Konno organization @TC 2013
  14. 14. Dialogue - Dialectic in Thought - • 1. Dialectic – Truth is dynamic and is developed through the dynamic process of thesis, antithesis and synthesis. • 2. Existential Context – A theme is created by sharing deep thoughts and beliefs. • 3. Nature of Time, Continuity and Contents – It is not about whether it exists or not, it is a question of the process of how it comes into being. The process productively examines the contents rather than form through denial. – “Human is mortal. Socrates is a human. Socrates is mortal” – So what? No new meaning can be created. For example, if one asks, – ”What does it mean to be mortal?” we might reach a new conclusion, – “Socrates as a thought is immortal” • 4. Open Thought – Beyond the recognition of one’s self-fallibility, conflict with others serves as a catalyst to reach a higher level of understanding. © Nonaka・Toyama・Konno organization @TC 2013
  15. 15. Practice - Dialectic in Action Practice as Kata (Creative Routine) -  Creative Routine: Continuous spiral of tacit and explicit knowledge until it becomes the second nature. Kata (form) means “way of doing things.” -  Kata is the core of ideal action. -  Good Kata functions as archetype that fosters creative routine but provides higher freedom. -  Kata has a high quality feedback function that sharpen senses and help to notify and modify the differences between predicted outcomes and reality. -  Shu 守 (learn), Ha 破 (break), and Ri 離 (create) steps are critical in continuous self-renewal processes. © Nonaka・Toyama・Konno organization @TC 2013
  16. 16. Ba: Shared Context-in-Motion • Knowledge cannot be created without specifying context (time, space, and relationships); sharing context including experience, memory, past/history is essential. • Ba is the inter-subjective space-time where meaning is created through dialogues and practice. It can exist in various spaces such as: Ø  Physical - Office, dispersed operating spaces Ø  Virtual - E-mail, video conference Ø  Psychological - Shared experience (history), beliefs, ideals © Nonaka・Toyama・Konno organization @TC 2013
  17. 17. Office for Knowledge Creation meeting WINDOW CREATIVE ZONE FOREST OF KNOWLEDGE OFFICE ZONE Office Zone WINDO W Meeting Room Creative zone (meeting zone)   Smoking Communication Coroner Smoking  Communication Zone Entrance Forest of Knowledge Refresh Corner © Nonaka・Toyama・Konno organization @TC 2013
  18. 18. Ba: Waigaya Meeting © Nonaka・Toyama・Konno organization @TC 2013
  19. 19. Small World Network SIX DEGREES We are a happy family and we all are six degrees away from an Albanian farmer. The network of human social interactions connect us all by six degrees of separation. © Nonaka・Toyama・Konno TIPPING POINT Connected people are able to get information and control networks. I want to be in the middle of the network because it provides me information and power. I can make big changes by small @TC 2013 organization things.
  20. 20. Small World Network: Rewiring the Multilayered Ba • Through rewiring, far apart ba can be connected to each other to find new combinations and create new knowledge. © Nonaka・Toyama・Konno organization @TC 2013
  21. 21. Various Ba at Toyota Prius Project Calty Design Research (Exterior Design) 2nd & 4th Electronics Tech Div. (Inverter) BR-VF (Hybrid System) Zi (G21) (Planning) 1st Vehicle Tech Div. (Suspension) 2nd Engine Tech Div. (Engine) Drive-train Tech Div. © Nonaka・Toyama・Konno (Hybrid transaxel) 2nd Vehicle Tech Div. (Brakes) EV Development (Motor, Battery) Panasonic EV Energy organization @TC 2013
  22. 22. Organization as Organic Configuration of Ba •  Ba is a concept that synthesizes the hierarchy and the network. The organization is viewed based on the meaning it creates, not the form it takes. University Customer Government Local Communities Supplier Firm © Nonaka・Toyama・Konno Competitor organization @TC 2013
  23. 23. Ecosystem - Characteristics of Knowledge Assets • Knowledge has no boundary. The market is an eco-system of knowledge, which is composed of various ba inside and outside of the organization. • When an organization creates knowledge more efficiently and effectively than the market, it internalizes knowledgecreating activities. • The boundary is determined by the ideal image of the knowledge system, appropriateness of knowledge assets, justification cost of knowledge, interaction cost, and cocreating or cooperative relationships among stakeholders. © Nonaka・Toyama・Konno organization @TC 2013
  24. 24. Knowledge Asset in Embedded in Discipline/Kata/Way Practice of relative values Mutual interaction between relative and absolute values •  GE •  What does your global competitive environment look like? •  In the last three years, what have your competitors done? •  In the same period, what have you done to them? •  How might they attack you in the future? •  What are your plans to leapfrog over them? Toyota •  Honda even higher goals and implement continuous improve- ments without settling with temporary success. n Observe the place of manufacturing with a clean slate and without bias, repeat ‘why?’ five times to the subject. n Understand one’s own capability through comparison internally and externally. •  3-Gism: Be at the actual place of work (genba), know the actual product (genbutsu) and situation (genjyou), be realistic (genjitsuteki). •  Respect sound theory, develop fresh ideas and make the most effective use of them. •  A00 -What do you do this for? (Ontological) •  A0 - What is your concept? (Conceptual) •  A - What is your specification? (Operational) n Set © Nonaka・Toyama・Konno Practice of absolute values organization @TC 2013
  25. 25. Dynamic Knowledge-based Firms Environment Vision (Ecosystem) (What?) Ta it jectiv b e (Su g owled cit Kn y) Driving Objectives Dialogue (Why?) Ba Practice (How?) (Shared Context) ledge w it Kno c Expli it jectiv (Ob y) Knowledge Assets © Nonaka・Toyama・Konno organization @TC 2013 © Nonaka・Toyama・Konno
  26. 26. The Knowledge Leadership is… • The process to exercise the synthesizing capability of the organization by integrating the vision, dialogues, practice, ba, and environment. • At the base of such leadership is phronesis. © Nonaka・Toyama・Konno organization @TC 2013
  27. 27. Aristotle’s Three Types of Knowledge •  Episteme (Scientific Knowledge) –  Universal, context-free and objective knowledge (explicit knowledge) •  Techne (Skills and Crafts Knowledge) –  Practical and context-specific technical know-how –  (tacit knowledge) •  Phronesis (Practical Wisdom) –  Experiential knowledge to make context-specific decisions based on one’s own value/ethics (high quality tacit knowledge) © Nonaka・Toyama・Konno organization @TC 2013
  28. 28. Phronesis (Prudence, Practical Wisdom) •  A virtuous habit of making decisions and taking actions that serve the common good. •  A capability to find a “right answer” in particular context. •  Deliberate reasoning and improvisation that comes from the SECI process, which synthesizes particulars and generals. •  Can acquire only through high quality direct experiences. © Nonaka・Toyama・Konno organization @TC 2013
  29. 29. Six Abilities to Constitute Phronesis 1.  2.  3.  4.  5.  6.  Ability to make judgment on goodness. Ability to share contexts with others to create ba/shared sense. Ability to grasp the essence of particular situations/things. Ability to reconstruct the particulars into universals using language/concepts/narratives. Ability to skillfully use any necessary means well to realize concepts for common goodness. Ability to foster phronesis in others to build resilient organization. © Nonaka・Toyama・Konno organization @TC 2013
  30. 30. Phronetic Leadership (1) •   Ability to make a judgment on goodness. © Nonaka・Toyama・Konno organization @TC 2013
  31. 31. Judging What is Good •  Every sort of expert knowledge and every •  inquiry, and similarly every action and •  undertaking, seems to seek some good. •  Because of that, people are right to affirm •  that the good is ‘that which all things •  seek’. – Aristotle, Nicomachean Ethics – Example: Self-sufficient values such as happiness. © Nonaka・Toyama・Konno organization @TC 2013
  32. 32. Judging by Philosophy •  Philosophy is more important than technologies. Such things as money and technologies are just means to serve people…There is no meaning to a technology if it does not consider people at the basis of it. What drives a firm’s growth is philosophy…A true technology is a crystal of philosophy. •  © Nonaka・Toyama・Konno -Souichiro Honda organization @TC 2013
  33. 33. Judging by Fundamental Question •  Our competitors are neither other companies nor other stores, but our customers' needs and wants. Our absolute value is to answer the fundamental questions of “what does the customer want?” •  -Toshifumi Suzuki, CEO, Seven-Eleven Japan © Nonaka・Toyama・Konno organization @TC 2013
  34. 34. Phronetic Leadership (2) •   Ability to share context with others to create ba/shared sense. © Nonaka・Toyama・Konno organization @TC 2013
  35. 35. Joking as Context Sharing •  Joking is very difficult. You have to grasp the atmosphere of the occasion and the chance. It exists only for that particular moment, not anywhere else. The joke doesn’t work in any other timing…To joke is to understand human emotions. •  © Nonaka・Toyama・Konno -Souichiro Honda organization @TC 2013
  36. 36. Ba: Canon’s Asakai (Daily Morning Meeting) © Nonaka・Toyama・Konno organization @TC 2013
  37. 37. Phronetic Leadership (3) •  Ability to grasp the essence of •  particular situations/things. © Nonaka・Toyama・Konno organization @TC 2013
  38. 38. Ground-level Perspective © Nonaka・Toyama・Konno Automotive Hall of Fame organization @TC 2013
  39. 39. Phronetic Experience •  When I see a motorcycle, I can see many things. I should do such and such to maneuver through the curve. Then I think about the next machine. I can make the machine faster if I do such and such…It’s a natural progress into the next process. •  Souichiro Honda © Nonaka・Toyama・Konno organization @TC 2013
  40. 40. In Touch with the Reality: Canon’s Mitarai Visiting the Factory © Nonaka・Toyama・Konno organization @TC 2013
  41. 41. See Reality in Dynamic Context •  It is impossible to apply universal rules derived from past experiences, since customers’ need keeps changing and each store is operating in different context. We are successful only by denying the past and constantly reflecting on the future to find fundamental solutions in each particular context. •  -Toshifumi Suzuki, CEO, Seven-Eleven Japan © Nonaka・Toyama・Konno organization @TC 2013
  42. 42. Phronetic Leadership (4) •  Ability to reconstruct •  the particulars into universals using language/concepts/ narratives. © Nonaka・Toyama・Konno organization @TC 2013
  43. 43. Articulate Particulars Using Symbolic Languages © Nonaka・Toyama・Konno organization @TC 2013 Automotive Hall of Fame
  44. 44. Strategy is a Creation of Stories •  Strategy is a creation of events. Quantify your objectives as much as you can. And develop a story to crystallize the numbers by specifying the beginningmiddle-end story structure. •  -- Fujio Mitarai, CEO, Canon © Nonaka・Toyama・Konno organization @TC 2013
  45. 45. Hypothesis Building •  The concept of opportunity loss from unrealized sales is invisible and difficult to grasp since it is buried In tacit insights gained in particular context for each store. Rather than written manuals, each employee is requested to think and act on his/her subjective insights into the local market accumulated through daily face-to-face interactions with customers. •  Such subjective insights in particular contexts are objectified through the process of hypothesis building and testing. It is not good if you just see a tree, not a forest. Of course you have to see the particular tree. But you have see to the entire forest as well as the trees. •  -Toshifumi Suzuki, CEO, Seven-Eleven Japan © Nonaka・Toyama・Konno organization @TC 2013
  46. 46. Phronetic Leadership (5) • Ability to skillfully use any necessary means to realize concepts for common goodness. © Nonaka・Toyama・Konno organization @TC 2013
  47. 47. Strategy as Dialectic Process •  The reality of strategic process is dynamic and full of confusion and contradictions. In such a process, dialectic thinking to synthesize contradictions is required. It is a way to accept contradictions and make the decisions best suited to the situation without losing the sight of the goodness to be achieved. © Nonaka・Toyama・Konno organization @TC 2013
  48. 48. Man is a Collection of Contradictory Ideas Leaders who accept and internalize the contradictory existence of humans and who can accept purity and impurity are sought after. • Man is a collection of contradictory ideas, all of which exist within man without any feelings of uneasiness: beauty & ugliness, justice and injustice, good and bad, optimism & pessimism, wildness & intellectualism, diligence & laziness, and idealism & realism. This is undeniable. • The human attractiveness of the leader is difficult to articulate but it seems to lie in the leader’s capability to synthesize these contradictions through understanding that such a collection of contradictory ideas is the character of human nature. © Nonaka・Toyama・Konno Source: Iizuka, A. “Jinbutsu o dou miwakeruka,” WEDGE, March 2003 organization @TC 2013
  49. 49. Embracing Paradoxes • Paradox is a way of life at Canon….Facing a paradox, we embrace it and go ahead coping with it. We are constantly on the move. • -- Fujio Mitarai, CEO, Canon •  © Nonaka・Toyama・Konno organization @TC 2013
  50. 50. Phronetic Leadership (6) •  Ability to foster phronesis in •  others to build a resilient •  organization. © Nonaka・Toyama・Konno organization @TC 2013
  51. 51. Building Distributed Leadership •  I only have two eyes. There are several ten thousands part-time works at Seven-Eleven Japan stores. If everyone can make a judgment on his/her own, we have quite a few eyes. To do so, everyone of us have to respect the fundamental rules of business. •  No one knows for sure how the society will change in future. Because we don’t know, we keep tackling the difficult task to adapt to changes. Everyday, I say that the most important thing is to adapt to any changes. •  © Nonaka・Toyama・Konno -Toshifumi Suzuki, CEO, Seven-Eleven Japan organization @TC 2013
  52. 52. Phronetic Leadership Goodness Subjectivity Explicit knowledge - Tacit knowledge Discipline Pragmatism Objectivity Language Experience (particular) Life World (universal) Idealism Ba Synthesis of Self and Others (shared context-in-motion) Dynamic Networking of Ba © Nonaka・Toyama・Konno organization @TC 2013
  53. 53. A Knowledge-Based Organization is… • An organization who practices the idealistic pragmatism which synthesizes; • Ontology: How to be – -”For what do we live?”: the vision to the future and the commitment to it. • Epistemology: How to know – -”What is the truth?”: the SECI spiral which synthesizes objective and subjective views. • Creation: How one can change itself and the environment • Management is viewed as “a way of life” rather than a tool to make money. © Nonaka・Toyama・Konno organization @TC 2013
  54. 54. Idealistic Pragmatist Brain Deep Thinker Brawn Doer in One Person “Intellectual Muscle” © Nonaka・Toyama・Konno organization @TC 2013
  55. 55. organization @TC 2013 55

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