Abstract
Unravelling webs of knowledge in innovation projects
Greald
Henstra
For many people collaboration equals making use of
each others knowledge. In many cases it is not necessary to transfer knowledge itself;
a simple derivative instruction usually is sufficient. Organisations then rely on
their people who just deploy their knowledge whilst keeping its essence to
themselves. Indeed, in reproductive processes task repetition usually provides organisations
with enough opportunities to have knowledge disseminated in ways like Nonaka’s SECI cycle.
In processes like in innovation projects however, very
sparsely performed tasks may be invoked. In those cases, it is widely recognised
to be a major problem to localise and address suitable knowledge.
In innovation projects knowledge often is exploited to
deal with ‘problem solving’. Conversely, ‘problem solving’ processes also have
proven to be useful to explore new knowledge. They thus may hold the key to
elucidate ways to trace appropriate knowledge in organisations.
A vast volume of literature apparently agrees on the nature
of ‘problem solving’ or ‘designing’: it is considered as the process by which
designers search for sets of means, solutions to the ‘problems’, to attain a
certain set of specifications or purposes.
A design, in any stage of development, consequently
can be represented by (1) a set of purposes, (2) a set of problems to be
solved, and (3) a set of solutions to the problems or, equivalently, a set of means
that effectuates the purposes.
In practice the separation between the three is not obvious
however. During the development of a design its representations grow interdependently
and continually transform into one another.
But, in spite of their entanglement, the design representations
may be helpful for analysing problem solving processes and the knowledge
associated with them. For, if any state
of a design can be indicated by its representations (1, 2 & 3), any design transformation can be so by the
representations of both its input and output states.
This has given rise to the set up of a framework
connecting networks of design processes and knowledge carrying people. This
framework is helpful in both their traceability and analysis of these networks.
Finally it is an intentional tool for testing as well as exploring hypotheses
on effectiveness and efficiency of de facto problem solving routines in
organisations.