感性工程Kansei EngineeringDay 5: Kansei StoriesNovember24,2017YoshiteruNAKAMORl,ProfessorEmeritusJapanAdvanced Institute of ScienceandTechnology
Kansei Engineering Day 5: Kansei Stories November 24, 2017 Yoshiteru NAKAMORI, Professor Emeritus Japan Advanced Institute of Science and Technology 感性工程
Today's Contents1.KnowledgeCreation知识创造:KnowledgemanagementandKnowledgecreationmodels2.AMethodforCreatingKanseiStories 感性故事:Stories to promote sales of products orservices3.GroupWorkandPresentation.Creation ofKanseistories(Story)Erhuhasadistinctivemelancholysound十六世纪likeahumanvoice.Afterbeingpassed7throughtheSilk Road,ithasbeen胡琴二胡fascinatingtheHanpeople胡人漢族(Kanseifactors)西域中原Metaphor,sentiment,historicalfact,ethniccultureL4丝绸之路
Today’s Contents 1. Knowledge Creation 知识创造 • Knowledge management and Knowledge creation models 2. A Method for Creating Kansei Stories 感性故事 • Stories to promote sales of products or services 3. Group Work and Presentation • Creation of Kansei stories 2 (Story) Erhu has a distinctive melancholy sound like a human voice. After being passed through the Silk Road, it has been 二胡 fascinating the Han people. 丝绸之路 十六世纪 胡人 胡琴 西域 中原 漢族 (Kansei factors) Metaphor, sentiment, historical fact, ethnic culture
1. Knowledge Creation.Knowledgemanagement.Proposedininformation science,succeeded inmanagementscience.Explicitknowledgevs.tacitknowledge.PossibilityofknowledgemanagementusingIcT·Knowledgecreationmodels·Organizationalknowledgecreationmodels.Personalknowledgecreationmodels(forstudents).Ideagenerationprocesses(tobeusedinthegroupwork)
1. Knowledge Creation • Knowledge management • Proposed in information science, succeeded in management science • Explicit knowledge vs. tacit knowledge • Possibility of knowledge management using ICT • Knowledge creation models • Organizational knowledge creation models • Personal knowledge creation models (for students) • Idea generation processes (to be used in the group work) 3
Knowledge managementProposed bytheinformation industryinthe1980sTomanageknowledgetheemployeespossessforthedevelopmentofnewproduct and service.But,there is a difficultyto manageAdoptedfor corporatemanagementinthe1990sknowledgecompletelybyICTWhy?New human resources managementThereisatypeofknowledgethatmethodinenterprisesisdifficulttobemanagedbyICT
Knowledge management 4 Proposed by the information industry in the 1980s Adopted for corporate management in the 1990s New human resources management method in enterprises To manage knowledge the employees possess for the development of new product and service. But, there is a difficulty to manage knowledge completely by ICT. Why? There is a type of knowledge that is difficult to be managed by ICT
Types of knowledgeLanguageorsymbols·Explicitknowledgethatissetoutintangibleform.Need to systematize massiveknowledge using formal language (incl.computer codes).Implicitknowledgethatisnotsetoutintangibleformbutcouldbemadeexplicit.Needtoeffectivelyutilizeinformation-communicationtechnology.Tacit knowledge that is difficult to operationally set out in tangibleform.→NeedtoeffectivelymanagementpeoplewhohavetacitknowledgeItisdifficulttoexplainhowto rideabicycle bywords.AlWhyistastedifferenteven ifusingthe same materials and text?
Types of knowledge • Explicit knowledge that is set out in tangible form. Need to systematize massive knowledge using formal language (incl. computer codes) • Implicit knowledge that is not set out in tangible form but could be made explicit. Need to effectively utilize information-communication technology • Tacit knowledge that is difficult to operationally set out in tangible form. • Need to effectively management people who have tacit knowledge 5 It is difficult to explain how to ride a bicycle by words. Why is taste different even if using the same materials and text? Language or symbols
Explicit Knowledge·Knowledgethatcanbeexpressedinwords,andDifficultyKnowledgemanagementthereforecanbeobjectivelyevaluatedsystemsoftenhaveremainedonthelevel of information·Theknowledgethathasbeenrepresentedasexplicitmanagement.knowledgeis organized, classified, and storedas astandardtechnology.→Information.management·However,becauseall tacitknowledgecannotbeconvertedintoexplicitknowledge,anothertacitknowledgeisneededto understandthestoredexplicitknowledge.KnowledgemanagementThetip of the iceberg
Explicit Knowledge • Knowledge that can be expressed in words, and therefore can be objectively evaluated. • The knowledge that has been represented as explicit knowledge is organized, classified, and stored as a standard technology. Information management • However, because all tacit knowledge cannot be converted into explicit knowledge, another tacit knowledge is needed to understand the stored explicit knowledge. Knowledge management 6 Difficulty Knowledge management systems often have remained on the level of information management. The tip of the iceberg
Tacit Knowledge·Experience-basedknowledgeinpractice,whichcannotbeexpressedwellKnowledgethatcanbeexpressedbydocuments,diagrams,orformulaKnowledgeacquiredbylanguageExplicitKnowledgeDescribingbymetaphor,models,etc.InternglizgtionLearning by doingExternalizationTacit KnowledgeKnowledgeacquiredbyexperienceConversion oftExperience-basedknowledgeknowledgeofveteransorskilledworkers
Tacit Knowledge • Experience-based knowledge in practice, which cannot be expressed well. 7 Explicit Knowledge Tacit Knowledge Internalization Externalization Knowledge acquired by language Knowledge acquired by experience Learning by doing Describing by metaphor, models, etc. Experience-based knowledge of veterans or skilled workers Knowledge that can be expressed by documents, diagrams, or formula Conversion of knowledge
We can know more than we can tell.Werecognizeourneighbor'sfacewithoutbeingabletoexplainhowtodosoinwords.Moreover,wesenseothers'feelingsfromtheirfacialexpressions,butexplaininginwordsismoredifficult.Thus,knowledgethat canbe expressedinwordsandnumbers representsonlythetip oftheicebergof the entirebodyofknowledge.MichaelPolanyi(1981-1976)Face(Comprehensivewhole)VariousdetailsPolanyi,M.(1958)PersonalKnowledge:TowardsWhenfocusingontheeyeaPost-CriticalPhilosophy.Chicago:Universityofcomprehensive wholenoseChicago Press.ISBN0-226-67288-3mouththe details are underPolanyi, M. (1966) The Tacit Dimension. London:earconsciousnessastacitRoutledge&KeganPaul.(UniversityofChicagoknowledgePress. ISBN 978-0-226-67298-4. 2009 reprint)0
We can know more than we can tell. • We recognize our neighbor’s face without being able to explain how to do so in words. Moreover, we sense others’ feelings from their facial expressions, but explaining in words is more difficult. Thus, knowledge that can be expressed in words and numbers represents only the tip of the iceberg of the entire body of knowledge. 8 Polanyi, M. (1958) Personal Knowledge: Towards a Post-Critical Philosophy. Chicago: University of Chicago Press. ISBN 0-226-67288-3 Polanyi, M. (1966) The Tacit Dimension. London: Routledge & Kegan Paul. (University of Chicago Press. ISBN 978-0-226-67298-4. 2009 reprint) Michael Polanyi (1981 – 1976) Face (Comprehensive whole) eye nose mouth ear Various details When focusing on the comprehensive whole, the details are under consciousness as tacit knowledge
Need for knowledge management systems.Itisquiteimportantforthecompetitionamongcompaniesthata managergetsappropriatecomprehensiveknowledge and makes quick judgment in management..Onthe otherhand, it is also essentialtodevelopadatabasefromwhichemployees candownload necessaryknowledge stored intheenterpriseinstantaneouslyasneeded.·Knowledgemanagementsystemsthatcanrespondtothese needs are required. To that end, the ability to1convert tacit knowledge into explicit knowledge isessential
Need for knowledge management systems • It is quite important for the competition among companies that a manager gets appropriate comprehensive knowledge and makes quick judgment in management. • On the other hand, it is also essential to develop a database from which employees can download necessary knowledge stored in the enterprise instantaneously as needed. • Knowledge management systems that can respond to these needs are required. To that end, the ability to convert tacit knowledge into explicit knowledge is essential. 9
Types of knowledge management1.Bestpractices sharedtypeSuccessstories.Shareof problem solving methods,thebestknow-howreplicationto reducetimeand cost2.Help desktypeFrequentlyaskedquestions(FAQ)Constructing a directory of knowledgeofemployees orexperts3.StrategicplanningtypeHigherlevelofmanagementorjudgmentIdeasofimprovingbusinessprocesses,ortroubleprevention4.Customerknowledge-sharingtypeCo-creationofknowledgeandvaluewithcustomersKnowledgesharingwithcustomers,customer-relationshipmanagementA directory is a list of largenumberof objects with their information suchas the whereabouts.10
Types of knowledge management 1. Best practices shared type • Share of problem solving methods, the best know-how replication to reduce time and cost 2. Help desk type • Constructing a directory of knowledge of employees or experts 3. Strategic planning type • Ideas of improving business processes, or trouble prevention 4. Customer knowledge-sharing type • Knowledge sharing with customers, customer-relationship management 10 Success stories Frequently asked questions (FAQ) Higher level of management or judgment Co-creation of knowledge and value with customers A directory is a list of large number of objects with their information such as the whereabouts