许多公司中,员工自行组成各种群体,共同解决问题或分享知识。人们普遍认为,要让这些非正式内部专家网络(或称“实践社群”)发挥最大作用,高管最好别干涉它们。然而,这种极度的非正式性往往导致社群难逃昙花一现的命运。造成这一局面的原因是:成员通过互联网可获得更先进的设计工具和大量数据。专家们忙得不可开交,难以抽身去参加社群会议。为避免社群的消亡,并发挥它们的最大作用,公司必须积极加以管理,下面是组建社群的四大原则。 In many companies, employees form groups of individuals to work together to solve problems or share knowledge. It is widely assumed that to maximize the impact of these informal networks of internal experts (or “communities of practice”) executives should not interfere with them. However, this extreme informality often leads the community to escape the short-lived fate. The reason for this situation is that members have access to more advanced design tools and large amounts of data through the Internet. Experts are overwhelmed and hard-pressed to attend community meetings. In order to avoid the demise of the community and to exert their utmost role, the company must actively manage it. Here are the four principles for forming the community.