However, the purity of knowledge extracted by traditional organizational experience method is not high enough to solve the problems encountered in practical work. The fundamental reason is that there is a problem with methodology. For example, some methods use the idea of "job responsibility-job task-workflow-methods and skills" to sort out job experience through job task analysis. Obviously, the results extracted by this method can only be applied to novices who are not familiar with this position, and the general experience sorted out is of little value to enterprises.
Enterprises need experience that can solve practical problems. This paper introduces a CCK model for extracting organizational experience, which can focus on the actual work scene and extract more valuable and deeper expert thinking mode and behavior mode from the experience of post experts.
1) Discuss the challenge
Before entering this step, we need to determine the "scene" of experience extraction. Scene refers to "a picture composed of a specific time, a specific place, a specific task and a specific event". Through the scene, we can focus the direction of empirical extraction on the actual work process.
After determining the scene, let a group of post experts sit together and discuss what are the common "challenges" in this work scene. This "challenge" is crucial. It's like a copy in the game. Experts with special instruments always pass smoothly, while ordinary employees have low ability and can't beat the boss in copywriting. But one day, ordinary employees can also master the experts' instruments and quickly win the boss! Therefore, through the "challenge", you can quickly find invincible "equipment" and teach it to the general public.
This "challenge" includes two aspects:
One is difficulty: it refers to the key technology or link in the task, which will greatly affect the quality of the whole task.
The other is the pain point: it refers to the mistakes that often occur in the process of completing tasks, because this mistake will also lead to very serious consequences.
When the challenge points are determined, we can finally find the direction of asking questions when interviewing experts or extracting experience when analyzing cases.
2) Case analysis
Only through in-depth analysis can we find more valuable organizational experience. So how to analyze and analyze what? There are two methods: longitudinal in-depth analysis and horizontal comparative analysis.
Vertical in-depth analysis is not only to analyze how experts do it (behavior), but also to further analyze how experts think (thinking) and consequences and influences (consequences). The content of concrete analysis can be summarized as a BTC model. It can be seen that the content of the analysis is progressive, from the surface to the inside, and the expert experience is truly extracted.
The horizontal comparative analysis is simply to compare the successful cases of experts with the failure cases of novices. By comparing BTC of novice and expert in the same task scene, we can find the uniqueness, conventional misunderstanding and minefield of expert experience. Through comparative analysis, we can understand the methods and principles of solving specific problems more deeply.
3) refining knowledge
Refining knowledge includes: systematic arrangement, visual presentation and formulaic expression. Here I only introduce how to systematically sort out the knowledge extracted in the process of analyzing cases. The system arrangement consists of three parts:
By describing the task scenario and performance requirements, the definition problem focuses on the experience extraction scenario. The specific knowledge extraction method is "input-processing-output" mode.
Enumerating novice minefields can be combined with negative cases to analyze the mistakes and wrong behaviors and thinking patterns that novices often make.
Finally, by analyzing the experience of experts, combing the behavior and thinking mode of experts, we can find the "magic weapon" for customs clearance. Generally speaking, we can also analyze cases of the same type under different conditions and make some tool forms. For example, if you sell mobile phones, you can get customers quickly at the transaction stage. For different types of customers, you can have different coping skills. Here, you can make a table of "speaking skills for different types of customers".
The above is the CCK model of organizational experience extraction proposed by teacher Li Wende in the book "Situational Micro-course Development". If you want to know more friends, you can read this book.