This is the 93rd article in 2020, with the theme of experience extraction.

In organizational and personal development, experience extraction and precipitation is a crucial link.

When it comes to experience extraction, we have to mention review.

"Replay" is originally a Go term. The original meaning is that after the players have finished playing a game, they will demonstrate the game process again on the chessboard to see where they played well, where they played poorly, and where they could be different or even better.

Good moves, etc.

This process of restoring the game process and discussing and analyzing the offense and defense of both sides is the review.

Through review, chess players can observe the entire game process from an overall perspective, understand the evolution of the chess game, summarize their own experience in defeating different opponents, or find better ways to play, thereby improving their chess skills.

In the operation and management of enterprises, experience extraction is like the review of Go. It means that the extractor reviews the personal experience of business experts and transforms the implicit experience in the brains of business experts into explicit knowledge. This technology can be used internally.

inherited.

Regarding the value of experience and review, I mentioned the story of an old ship repairman in my other article "How to gain wisdom from every loss instead of healing the scar and forgetting the pain." Of course, there are many more to this story.

Version, scenarios similar to the story are played out almost every day. The main reason is that companies do not pay attention to extracting the experience of business experts.

The inheritance of organizational experience can actually be seen everywhere within the company, such as the master-apprenticeship system, mentorship system, etc. in many companies.

Another point is that 10% of adult learning is training, mainly various trainings organized by companies, and we learn from in-house trainers, trainers, and lecturers; 20% is learning from others, which is our common "old leads new"

", "Master leads apprentice", learn from others' good practices at work, and learn from each other through experience exchange and other processes; 70% comes from learning at work, mainly applying some knowledge learned to work,

Learn and summarize while working, then apply, and constantly adjust to form reliable experience and skills. To put it simply, it is "learning by doing", and this 70% of "learning by doing" is the most valuable.

This kind of experience is not only reflected in work, but also vividly reflected in the US military's ace pilot program.

For details, please refer to "AAR Story".

Closer to home, today I’d like to talk to you about organizational experience extraction.

In the beginning, I mentioned to you that organizational experience extraction actually means that the extractor reviews the personal experience of business experts, transforms the implicit experience in the brains of business experts into explicit knowledge, and the technology is passed down internally.

So how to do it specifically? Today I will talk to you based on the book "BEST High-Energy Experience Extraction and Converting Excellent Experience into Performance Success".

In this book, the author mentioned four major steps for organizational experience extraction, which are (1) Blueprint to formulate a blueprint and contextualize job experience; (2) Extract to extract step by step and make implicit experience explicit; (3) Structure modeling

Encapsulate and visualize explicit experience; (4) Transfer inheritance and popularization of experience.

To put it simply: how to select the topic for experience extraction, how to extract the experience of business experts, how to make the experience of business experts easier to grasp, and how to convert the experience of business experts into corporate knowledge assets.

First, set the direction and initially select extraction topics through three dimensions while ensuring that the granularity of the extraction topics is moderate; second, quantify the value and use five criteria to identify a series of extraction topics that are valuable to the company and draw a blueprint for job experience extraction.

; Finally, establish boundaries and clarify the starting and ending points of experience extraction, that is, clarify the input conditions and output results of the required experience extraction.

It is divided into decomposing the key tasks of the position, sorting out the business issues of the position and taking stock of the work scenarios of the position.

Determine whether experience extraction is needed through the five core principles, namely metal, wood, water, fire, and earth.

Gold represents high value, wood represents difficulty, water represents common use, fire represents urgent need, and earth represents wide coverage.

Any experience has boundaries and its own specific conditions. Unlike methodology, it can be used in any situation.

Before organizing experience extraction, you need to look at when and under what circumstances it will be used, and what the final output of this experience will look like.

Experience extraction should comply with four principles, which are structured, imitable, error-tolerant, and easy to apply.

To put it simply, what makes business experts better than novices is that after seeing problems, they will classify and store these problems in a structured way.

Ordinary employees can more effectively improve their creativity at work by imitating the experience of business experts and combining their own advantages and characteristics.

When extracting experience, we often choose successful experiences, which is understandable. However, sometimes failed experiences are also valuable, because they can let us know where we fell and prevent us from making mistakes next time.

The ultimate goal of organizing experience extraction is the students. It should be student-centered, and the most important thing is to be suitable.

We need to grasp the following three links.

Understanding the relationship: read through the method and logic; illustrate: combine key points with illustrations; send packaging: vivid images to promote memory.