Bridging Epistemologies[桥接认识论]
(Cook Brown)

知识中心

什么是桥接认识论（Bridging Epistemologies）？

S.D.N. Cook和J.S. Brown认为，目前大量关于组织知识、智慧资产、知识型组织以及知识工作的研究和努力，都是基于对知识属性的单一的、传统的理解。 所知认识论（Epistemology of Posession）视知识为人们静态拥有的事物。 然而，这一观点显然解释不了个人和组织的认知（Knowing）实践。

视认知（Knowing）为行动的观点，催生了所行认知论（Epistemology of Posession）。 所知认识论（Epistemology of Posession）认为外显知识（Explicit Knowledge）高于默会知识（Tacit Knowledge）， 个人知识（Individual Knowledge）高于团体知识（Group Knowledge）。

当前组织研究的局限正是由于所知认识论的这些观点，以及对认知实践缺乏关注造成的。 如果将外显知识、默会知识、个人知识、团体知识视为四个互不相同且平等独立的知识形态，组织建设将会更有成效。 这四种知识每一种都具有其他知识所没有的特点， 动态的认知（Knowing）和静态的知识（Knowledge）实际上一种互补的、互相促进的关系， 而非互相竞争。

换句话说，团体行动的效果决不会被团体中的个人行动所削弱。 基于这种认识，Cook和Brown把知识分为四种类型： 即个人的外显知识、默会知识和团体的外显知识和默会知识，并解释了它们是如何通过积极的认知过程（Process of Knowling）桥接在一起的。 这种桥接四种不同类型知识的实践过程即被Cook和Brown称作为知识创造的“衍化的舞蹈”（Generative Dance）。 这一比喻的言下之意就是，知识创造不仅仅依赖于静态的知识存量，更取决于我们运用知识工具的能力和实践。

Cook和Brown认为，知识是认知的工具，而认知才是我们与这个物质社会接触的主要方面，新的知识、新的认知方法便产生于知识与认知的互相作用过程中。

桥接认识论的起源。 历史

Cook和Brown的桥接认识论模型有以下两个理论来源：

• Polanyi对默会知识和外显知识所做的区别（1983）： 默会知识是看不见的、不可言喻的知识， 是个人的化的和具体情景相联的知识，不易标准化和沟通交流。 主观认识、直觉和预感即属于这一知识类型，它包括认知的和技巧的成分。 外显知识能够用词句、数字来表达，通过一定形式来沟通交流，如固化的数据、科学公式、标准化的程序以及普遍适用的原则 。
• Spender的认识多元论（1998）： (1)客观知识是认知事物的一种方式，(2)只有当外显知识与默会知识结合在一起时，它们的一些方面才能成为可知。

桥接认识论反对传统的视知识为静态资产的观点，为知识增加了动态成分。 这一理论类似于Nonaka和TakeuchiSECI模型，后者视知识创造为各种知识元素的转化过程。
 

桥接认识论的运用。 应用

桥接认识论帮助我们在组织架构下认识知识，从而更加准确地理解组织成员的共同认知过程。 这一模型巩固加强了产品创新与过程创新之间的联系， 对于产品创新发展来说，重要的不仅仅是在个人和组织中传播的知识形态， 组织成员的相互合作，以及在他们工作对象上反映出来的认知方式同等重要。

桥接认识论模型范例

以面包店为例（参见右图）， 相关知识工具有：

• 概念（Concepts）：以个人的认知行动所形成的外显知识，如抽象概念、理论的认知等，这里指个人所了解的制作面包的知识， 如用多少面粉，加多少盐。
• 技能（Skills）：个人所拥有的默会知识，包括难以言谈的经验、窍门等等， 这里指个人做面包的能力、经验。
• 故事（Stories）：团体所拥有的外显知识，通过隐喻以说故事的方式来表达工作实践的知识、经验等， 这里指面包店所拥有的如何做面包的知识、经验。
• 风格（Genres）： 团体所具有的默会知识，在团体中默默形成的各种意义、类别， 这里指面包店所特有的制作面包的风格。

面包店的学徒要学会如何做面包，就必须以“认知即行动”（Knowing as Action）为核心， 部分地或全面地占有这四种知识。

桥接认识论的假设。 条件

• 不同的知识类型之间不可以互相转换（如个人知识和默会知识），各个类型独立存在。

参考文章： Cook and Brown - Bridging Epistemologies.

论坛 关于以下内容的论坛讨论：桥接认识论。 How to Communicate Importance of Knowledge Sharing / Bridging Epistemologies to Superiors? This information is very insightful and important and should be used in everyday life and in organizations. We all should find a way of communicating this to our superiors without being insubordinate.... 17   3条评论 Tacit Knowledge and Experience Transfer A large part of a person�s unique expertise is by nature, tacit. Tacit knowledge is also known as personal knowledge, which gradually has become a part of the skilled worker. These qualities are rarel... 3   开始一个新的论坛主题关于桥接认识论 免费注册

训练课程关于桥接认识论。 初级课程 进阶课程 专家课程

专家提示 关于Bridging Epistemologies（英语）的高级见解。在这里，您将找到专家的专业建议。 咨询技巧 教学技巧 实际实施技巧 Barriers that Hinder Effective Knowledge Sharing Effective Knowledge Sharing, Pitfalls to Avoid, Knowledge Management Implementation According to Chris Collison, there are seven common barriers or syndromes that hinder effective knowledge sharing and se... Positive Effects of Age Diversity on Company Productivity and (Tacit) Knowledge Sharing Tacit Knowledge Transfer, Workforce Productivity, Incentive Management Backes-Gellner and Veen (2013) outlined the main advantages of having a diverse workforce within a company. The followin... How to Identify and Map Knowledge Knowledge Identification, Knowledge Capturing, Knowledge Storage In his article �Knowledge Mapping: The Essentials for Success�, Wesley Vestal provides following six tips to identify an... Critical Activities to Build a Learning Organization Implementing Organizational Learning, Best Practices Learning organizations are distinguished because they are undertaking certain activities to foster the internal learning... Capturing Learned Lessons How to Capture Organizational Learning? Best Practices Knowledge from bad and good experiences will lead you and your organization to better future performance. You can improv... How Culture Levels Explain Failures in Organizational Learning and Innovation Improving Organizational Learning, Organizational Innovation, Changing Organization Cultures Schein (as cited by Bertagni et al., 2010) tries to elaborate on the question why organizational innovations often fail ... Knowledge Management Scope Knowledge Management, Level of Know-how Research by Deishin Lee (HBS) and Eric Van den Steen (MIT) shows that recording mediocre know-how can actually be counte... Components of Learning Agility Organizational Agility, Organizational Learning, Knowledge Management One of the critical factors for achieving organizational agility is learning agility, which refers to the ability and ea... Knowledge Management Focal Point Knowledge Management Focus Research by Deishin Lee (HBS) and Eric Van den Steen (MIT) shows that information about successes is typically more usef...

信息来源 有关桥接认识论的各种信息来源。在这里，您将找到Powerpoint，视频，新闻等可用于您自己的讲座和讲习班。 How to Improve Knowledge Sharing in Knowledge-intensive Organizations Knowledge Management, Knowledge Sharing Motivation, Knowledge Sharing Platform. Tacit Knowledge This presentation elaborates on the concept of knowledge sharing, thereby focusin on a knowledge-intensive organization ... Overview of Existing Types of Knowledge Knowledge Management, Knowledge Types, Tacit, Implicit, Explicit, Declarative, Procedural Knowledge This presentation provides an overview of the different types of knowledge that exist. The presentation includes the fol... Knowledge Management Systems Architecture Knowledge Management, Knowledge Creation, Knowledge Systems, Knowledge Architecture This presentation is about knowledge development and management, including the following sections: 1. Overview 2. Know... Introduction to Knowledge Management: Foundation Principles and Building Concepts Knowledge Management, Knowledge Sharing, Learning Organization 1. What is Knowledge? 1. What is Knowledge Management? Definition 2. Knowledge Foundation Principles and Building Conc... How to Integrate Internal Organizational Knowledge with External Online Communities Knowledge Management, Knowledge Creation, Knowledge Sharing, Interaction, Knowledge in Organizations Due to many online and web-based technological developments in today�s digital economy, sharing knowledge in online comm... Three Levels of Knowledge Management Initial Understanding Knowledge Management, Organizational Learning According to Jury (2007), knowledge management can be categorized into three different levels, and organized in a pyrami... Knowledge Sharing and Organizational Learning through Communities of Practices Knowledge Sharing, Organizational Learning, Communities of Practices, Special Interest Groups Knowledge management in Communities of Practice (CoPs) This presentation is about organizational learning and knowledge... Knowledge Creation: The SECI Model Knowledge Management, Knowledge Creation Presentation about the SECI model of Nonaka and Takeuchi (1996), a model about knowledge creation. The model is based on... Knowledge Transfer and Knowledge Sharing Knowledge Management, Knowledge Sharing, Knowledge Transfer Preentation that is an introduction into the concept of Knowledge Transfer, including its fundamentals, strategies, guid... Professor Evans Explains Why Fast Change Requires New Ways of Learning and Thinking Action Learning, Coping with Change, The Need of Change, The Need for New Ways of Learning In this historic video Action Learning Professor Reg Evans shows that it is very important to understand that today's ra... Knowledge Transfer in the E-world Knowledge Management, Knowledge Transfer, Internet, Intranet, E-Business, CRM This is a presentation about Knowledge Transfer (KT), specifically focused on KT in the e-world. The presentation consis... Bridging Epistemologies Diagram Knowledge Management Download and edit this 12manage PowerPoint graphic for limited personal, educational and business use. Republishing in ...

工具 有关 AABBCC 的有用工具桥接认识论。 新闻 视频 简报   书比人好 学术的 更多

比较： SECI model[SECI模型]  |  Organizational Learning[组织学习]  |  Organizational Memory[组织记忆]  |  Action Learning[行动学习法]  |  Knowledge Management[知识管理] (Collison & Parcell)

返回到分类主页： 变革与组织  |  人力资源管理  |  知识与无形资产

更多管理方法、模型和理论