معرفی اجمالی ابزارهای مدیریت دانش

1. ‫ﺩﺍﻧﺎﻳﯽ‬ ‫ﻭ‬ ‫ﺧﺭﺩ‬ ‫ﺁﻓﺭﻳﺩﮔﺎﺭ‬ ‫ﻧﺎﻡ‬ ‫ﺑﻪ‬
‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﺍﺟﻣﺎﻠﯽ‬‫ﯾﺢ‬‫ﺮ‬‫ﺗﺸ‬
‫ﺩﺍﻧﺶ‬‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬
‫ﺍﻤﯽ‬‫ﺮ‬‫ﮔ‬‫ﺍﺳﺘﺎﺩ‬:‫ﻤﺎﺳﻮﻠﻪ‬ ‫ﻓﺎﺿﻟﯽ‬‫ـﺘﺮ‬‫ﮐ‬‫ﺩ‬‫ﻗﺎی‬
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‫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
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3. ‫ﻤﻘﺪﻤﻪ‬
‫ﺯﻩ‬‫ﻭ‬‫ﺍﻤﺮ‬‫ﺩﺍﻧﺶ‬‫ﻭ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺑﺮ‬،‫ﻥ‬
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‫ﺍ‬‫ﺍﺯ‬‫ﻤﻬﻣﺘﺮﯾﻦ‬‫ﺗﻮﺍﻧﻣﻨﺪﺳﺎﺯﻫﺎی‬‫ﻤﺰﯾﺖ‬
‫ﺭﻗﺎﺑﺘﯽ‬‫ﭘﺎﯾﺪﺍﺭ‬‫ﻤﺤﺴﻮﺏ‬‫ﻤﯽ‬‫ﺷﻮﺩ‬‫ﻭ‬‫ﻤﻮﺳﺴﺎﺕ‬‫ﻭ‬‫ﭘﯿﺸﺮ‬‫ﺩﺭ‬‫ﺩﻧﯿﺎ‬،
‫ﻫﺎی‬‫ﺗﺠﺮﺑﻪ‬‫ﻤﻮﻓﻘﯽ‬‫ﺍ‬‫ﺭ‬‫ﺍﺯ‬‫ﻤﺪﯾﺮﯾﺖ‬،‫ﺩﺍﻧﺶ‬‫ﮐﺴﺐ‬‫ﮐﺮﺩﻩ‬‫ﺍﻧﺪ‬.‫ﺍﺯ‬‫ﺍﯾﻦ‬
‫ﺳﺖ‬‫ﻭ‬‫ﺭ‬‫ﮐﻪ‬‫ﺍﮐﺮ‬‫ﺭ‬‫ﺩ‬‫ﻤﻌﺘﻘﺪ‬،‫ﺍﺳﺖ‬‫ـﺘﻬﺎی‬‫ﮐ‬‫ﺷﺮ‬،‫ﯾﻨﺪﻩ‬
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‫ﺍ‬‫ﮔﺮﺩﺍﮔﺮﺩ‬‫ﺩﺍﻧﺶ‬
‫ﺳﺎﺯﻤﺎﻧﺪﻫﯽ‬‫ﻤﯽ‬،‫ﺷﻮﻧﺪ‬‫ﺗﺎ‬‫ﮔﺮﺩﺍﮔﺮﺩ‬‫ﺗﻮﻠﯿﺪ‬.
‫ﻤﺪﯾﺮﯾﺖ‬‫ﻭ‬‫ﺍی‬‫ﺮ‬‫ﺍﺟ‬‫ﯾﻬﺎی‬‫ژ‬‫ﻤﺘﺪﻭﻠﻮ‬‫ی‬‫ﮐﺎﺭﮔﯿﺮ‬‫ﺑﻪ‬‫ﺳﺮﯾﻌﺘﺮ‬‫ﻭ‬‫ﺗﺮ‬‫ﺍﺛﺮﺑﺨﺶ‬
،‫ﺩﺍﻧﺶ‬‫ﯾﮑﯽ‬‫ﺍﺯ‬‫ﺷﺘﺮﯾﻦ‬‫ﺯ‬‫ﺑﺎﺍﺭ‬‫ﯾﮑﺮﺩﻫﺎی‬‫ﻭ‬‫ﺭ‬‫ﻧﻮی‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺍﺳﺖ‬.
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4. ‫ﯾﻒ‬‫ﺭ‬‫ﺗﻌﺎ‬
‫ﯾﻒ‬‫ﺮ‬‫ﺗﻌ‬‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺩﺍﻧﺶ‬:
1-‫ﻤﺪﯾﺮﯾﺖ‬‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﺩﺍﻧﺎ‬‫ﯾﺎ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﻫﺎی‬‫ﺍﻧﺪﻭﺧﺘﻪ‬‫ﻋﻟﻣﯽ‬)Knowledge
management - KM)‫ﺩﺭ‬‫ﺩﺳﺘﺮﺱ‬‫ﺍﺭ‬‫ﺮ‬‫ﻗ‬‫ﺩﺍﺩﻥ‬‫ﻤﻨﺪ‬‫ﻧﻈﺎﻡ‬
‫ﺍﻃﻼﻋﺎﺕ‬‫ﻭ‬‫ﻫﺎی‬‫ﺍﻧﺪﻭﺧﺘﻪ‬‫ﻋﻟﻣﯽ‬،‫ﺍﺳﺖ‬‫ﺑﻪ‬‫ﺍی‬‫ﮔﻮﻧﻪ‬‫ﮐﻪ‬‫ﺑﻪ‬‫ﻫﻨﮕﺎﻡ‬
‫ﻧﯿﺎﺯ‬‫ﺩﺭ‬‫ﺍﺧﺘﯿﺎﺭ‬‫ﺍﺩی‬‫ﺮ‬‫ﺍﻓ‬‫ﮐﻪ‬‫ﻧﯿﺎﺯﻤﻨﺪ‬‫ﻧﻬﺎ‬
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‫ﺍ‬،‫ﻫﺴﺘﻨﺪ‬‫ﺍﺭ‬‫ﺮ‬‫ﻗ‬‫ﻧﺪ‬‫ﺮ‬‫ﮔﯿ‬‫ﺗﺎ‬‫ﻧﻬﺎ‬
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‫ﺍ‬
‫ﺑﺘﻮﺍﻧﻨﺪ‬‫ﮐﺎﺭ‬‫ﺯﻤﺮﻩ‬‫ﻭ‬‫ﺭ‬‫ﺧﻮﺩ‬‫ﺍ‬‫ﺭ‬‫ﺑﺎ‬‫ﺑﺎﺯﺩﻫﯽ‬‫ﺑﯿﺸﺘﺮ‬‫ﻭ‬‫ﺗﺮ‬‫ﺮ‬‫ﻤﻮﺛ‬‫ﺍﻧﺠﺎﻡ‬‫ﺩﻫﻨﺪ‬.
2-‫ﺍﻳﻨﺪ‬‫ﺮ‬‫ﻓ‬‫ﺭﻱ‬‫ﻭ‬
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‫ﺍ‬‫ﺟﻣﻊ‬,‫ﻱ‬‫ﺳﺎﺯ‬‫ﺫﺧﻴﺮﻩ‬,‫ﭘﺮﺩﺍﺯﺵ‬‫ﻭ‬‫ﻳﻊ‬‫ﺯ‬‫ﺗﻮ‬‫ﺩﺍﻧﺶ‬‫ﻤﻔﻴﺪ‬
‫ﺳﺎﺯﻤﺎﻧﻲ‬‫ﺩﺭ‬‫ﻓﺮﻤﻲ‬‫ﻤﻨﺎﺳﺐ‬‫ﺑﻪ‬‫ﻜﻟﻴﺔ‬‫ﺍﺩ‬‫ﺮ‬‫ﺍﻓ‬‫ﻧﻴﺎﺯﻤﻨﺪ‬‫ﻥ‬
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‫ﺍ‬‫ﺩﺭﻫﺮ‬‫ﻧﻘﻄﻪ‬‫ﻭ‬
‫ﻫﺮ‬‫ﺯﻤﺎﻥ‬‫ﺩﺭ‬‫ﺳﺎﺯﻤﺎﻥ‬‫ﺑﺎﺷﺪ‬‫ﻤﻲ‬.
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5. ‫ﯾﻒ‬‫ﺭ‬‫ﺗﻌﺎ‬
‫ﯾﻒ‬‫ﺮ‬‫ﺗﻌ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﺩﺍﻧﺶ‬:
‫ﺍﺭﻫﺎ‬‫ﺰ‬‫ﺍﺑ‬‫ﻭ‬‫ﺗﮑﻨﯿﮏ‬‫ﻫﺎی‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬،‫ﻤﺠﻣﻮﻋﻪ‬‫ﻓﻌﺎﻠﯿﺖ‬‫ﻫﺎ‬‫ﻭ‬
‫ﺳﯿﺴﺘﻢ‬‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﻫﺎ‬‫ﻫﺴﺘﻨﺪ‬‫ﮐﻪ‬‫ﺍی‬‫ﺮ‬‫ﺍﺟ‬‫ﻥ‬
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‫ﺍ‬‫ﻫﺎ‬‫ﺩﺭ‬‫ﺳﺎﺯﻤﺎﻥ‬،‫ﯾﮏ‬‫ﯾﺎ‬‫ﺟﻨﺪ‬
‫ﻧﯿﺎﺯ‬‫ﺩﺍﻧﺸﯽ‬‫ﺍ‬‫ﺭ‬‫ﺑﺮﻃﺮﻑ‬‫ﻤﯽ‬‫ﮐﻨﺪ‬.
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6. ‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬‫ﻫﺎی‬ ‫ﺗﮑﻨﯿﮏ‬‫ﻭ‬ ‫ﺍﺭﻫﺎ‬‫ﺰ‬‫ﺍﺑ‬‫ﺍﻧﻮﺍﻉ‬:
•‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﻋﻣﻮﻤﯽ‬
•‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﺧﺎﺹ‬
‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﺧﺎﺹ‬:‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﺍﺭﻫﺎ‬‫ﺰ‬‫ﺍﺑ‬‫ﻫﺴﺘﻨﺪ‬‫ﮐﻪ‬‫ﮐﺎﺭﮐﺮﺩ‬‫ﺍﺻﻟﯽ‬‫ﻥ‬
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‫ﺍ‬‫ﻫﺎ‬‫ﺩﺭ‬‫ﻩ‬‫ﺯ‬‫ﺣﻮ‬
‫ی‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬‫ﺍﺳﺖ‬‫ﻭ‬‫ﺍی‬‫ﺮ‬‫ﺑ‬‫ﺍﯾﻦ‬‫ﺭ‬‫ﻤﻨﻈﻮ‬‫ﺗﻮﺳﻌﻪ‬‫ﯾﺎﻓﺘﻪ‬‫ﺍﻧﺪ‬.
‫ﻓﻬﺮﺳﺖ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ﺧﺎﺹ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺩﺍﻧﺶ‬‫ﺑﺎﻠﻎ‬‫ﺑﺮ‬20‫ﻋﻨﻮﺍﻥ‬‫ﺍﺳﺖ‬
‫ﮐﻪ‬‫ﻫﺮ‬‫ﮐﺪﺍﻡ‬‫ﺩﺭ‬‫ﺍﯾﻂ‬‫ﺮ‬‫ﺷ‬‫ﺧﺎﺹ‬‫ﺑﺎ‬‫ﻫﺪﻑ‬‫ﻤﺸﺨﺼﯽ‬‫ﺍﺋﯽ‬‫ﺭ‬‫ﮐﺎ‬‫ﻧﺪ‬‫ﺭ‬‫ﺩﺍ‬.
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7. ‫ﺩﺍﻧﺶ‬ ‫ﯾﺖ‬‫ﺮ‬‫ﻤﺪﯾ‬ ‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ی‬‫ﺳﺎﺯ‬‫ﭘﯿﺎﺩﻩ‬‫ﺩﺭ‬‫ﺍﺳﺎﺳﯽ‬‫ﺳﺆﺍﻻﺕ‬
.1‫ﺍﯾﻦ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﺑﻪ‬‫ﺩﺭﺩ‬‫ﺣﻞ‬‫ﭼﻪ‬‫ﻤﺸﮑﻞ‬‫ﯾﺎ‬‫ﻤﺸﮑﻼﺗﯽ‬‫ﻤﯽ‬‫ﺩ؟‬‫ﺭ‬‫ﺧﻮ‬
.2‫ﺍی‬‫ﺮ‬‫ﺑ‬‫ﺣﻞ‬‫ﺍﯾﻦ‬‫ﻤﺸﮑﻞ‬،‫ﺍﯾﻦ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﺑﺎﯾﺪ‬‫ﺑﺎ‬‫ﭼﻪ‬‫ﺍﺭﻫﺎی‬‫ﺰ‬‫ﺍﺑ‬‫ی‬‫ﺩﯾﮕﺮ‬‫ﺍﻩ‬‫ﺮ‬‫ﻫﻣ‬‫ﺷﻮﺩ؟‬
.3‫ﺍﯾﻦ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﺩﺭ‬‫ﭼﻪ‬‫ﺍﯾﻂ‬‫ﺮ‬‫ﺷ‬‫ﻭ‬‫ﺩﺭ‬‫ﭼﻪ‬‫ﺳﺎﺯﻤﺎﻥ‬‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﻫﺎ‬‫ﻗﺎﺑﻟﯿﺖ‬‫ﺍﺳﺘﻔﺎﺩﻩ‬‫ﺩﺍﺭﺩ؟‬
.4‫ﺍﯾﻦ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﺩﺭ‬‫ﭼﻪ‬‫ﺍﯾﻂ‬‫ﺮ‬‫ﺷ‬‫ﻭ‬‫ﺳﺎﺯﻤﺎﻥ‬‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﻫﺎ‬‫ﻧﺒﺎﯾﺪ‬‫ﺍﺳﺘﻔﺎﺩﻩ‬‫ﺷﻮﺩ‬.
.5‫ﺍﺣﻞ‬‫ﺮ‬‫ﻤ‬‫ﭘﯿﺎﺩﻩ‬‫ی‬‫ﺳﺎﺯ‬‫ﯾﺎ‬‫ﺍﺳﺘﻔﺎﺩﻩ‬‫ﺍﺯ‬‫ﺍﯾﻦ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﭼﯿﺴﺖ؟‬
.6‫ﭼﻪ‬‫ﻤﻼﺣﻈﺎﺕ‬‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﺍ‬‫ﺮ‬‫ﺍﺟ‬‫ﺩﺭ‬‫ﺍی‬‫ﺮ‬‫ﺍﺟ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﻭﺟﻮﺩ‬‫ﺩﺍﺭﺩ‬.
.7‫ﺍﺷﺘﺒﺎﻫﺎﺕ‬‫ﺍﯾﺞ‬‫ﺭ‬‫ﺩﺭ‬‫ﺍی‬‫ﺮ‬‫ﺍﺟ‬‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﭼﯿﺴﺖ؟‬
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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.
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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)
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25. ‫ی‬‫ﮔﯿﺮ‬‫ﻧﺘﯿﺠﻪ‬
‫ﮐﺎﺭﺷﻨﺎﺳﺎﻥ‬‫ﻤﺪﯾﺮﯾﺖ‬‫ﺳﺎﺯﻤﺎﻥ‬،‫ﻋﻼﻭﻩ‬‫ﺑﺮ‬‫ﺗﺴﻟﻂ‬‫ﺑﺮ‬‫ﻧﯿﺎﺯﻫﺎی‬‫ﻭﺍﻗﻌﯽ‬‫ﺳﺎﺯﻤﺎﻥ‬‫ﻭ‬
‫ﺍﯾﻂ‬‫ﺮ‬‫ﺷ‬‫ﺧﺎﺹ‬‫ﻥ‬
ٓ
‫ﺍ‬،‫ﺵ‬‫ﻭ‬‫ﺭ‬‫ﻫﺎ‬‫ﻭ‬‫ﺗﮑﻨﯿﮏ‬‫ﻫﺎی‬‫ﭘﯿﺎﺩﻩ‬‫ی‬‫ﺳﺎﺯ‬‫ﻭ‬‫ﺍﯾﺎ‬‫ﺰ‬‫ﻤ‬‫ﻭ‬‫ﻤﻌﺎﯾﺐ‬‫ﻫﺮ‬
‫ﺍﺭ‬‫ﺰ‬‫ﺍﺑ‬‫ﺍ‬‫ﺭ‬‫ﺑﺪﺍﻧﻨﺪ‬‫ﻭ‬‫ـﯽ‬‫ـ‬‫ﯾ‬‫ﺍﻫﻨﻣﺎ‬‫ﺭ‬‫ﻫﺎی‬‫ﻻﺯﻡ‬‫ﺍ‬‫ﺭ‬‫ﺩﺭ‬‫ﺣﯿﻦ‬‫ﺍﻧﺘﺨﺎﺏ‬‫ﻭ‬‫ﺍی‬‫ﺮ‬‫ﺍﺟ‬‫ﺍﺭﻫﺎ‬‫ﺰ‬‫ﺍﺑ‬‫ﺍﺋﻪ‬‫ﺭ‬‫ﺍ‬
‫ﮐﻨﻨﺪ‬.
‫ﭘﺎﯾﺎﻥ‬
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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
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27. ‫ﻋﺰﯾﺰ‬‫ﺩﻭﺳﺘﺎﻥ‬‫ﻭ‬‫ﺍﻤﯽ‬‫ﺮ‬‫ﮔ‬‫ﺍﺳﺘﺎﺩ‬‫ﺗﻮﺟﻪ‬‫ﺍﺯ‬‫ﺗﺸﮑﺮ‬‫ﺑﺎ‬
‫ﺩﺍﻧﺵ‬‫ﺍﺳﺕ‬ ‫ﺩﺍﻡ‬ ‫ﺍﻧﺩﻳﺷﻪ‬ ‫ﺑﯽ‬
‫ﻭ‬‫ﺑﻼ‬ ‫ﺩﺍﻧﺵ‬ ‫ﺑﯽ‬ ‫ﺍﻧﺩﻳﺷﻪ‬.
"‫ﮐﻧﻔﻭﺳﻳﻭﺱ‬"
Knowledge without thought is a trap
Thought without learning is evil .
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