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本期选文来自本期选文来自 小蘑菇开始打怪 的39-19越障部分，坦白讲本次的选文从阅读难度上来说应该是历来最简单的，但其本身描述的内容却让我感触良多（多是抱怨啦），Let's get start it.
原文链接：http://forum.chasedream.com/thread-913411-1-1.html
Cultivating Social Capital
Knowledge workers are the fastest growing sector of today’s workforce. When Peter Drucker first coined the term, he described these workers as “high level employees who apply theoretical and analytical knowledge, acquired through formal education, to develop new products or services”.
啥是知识型员工，运用通过正规教育获得的理论和分析知识来发展新产品或者服务的高水平员工。这定义是Peter Drucker（德鲁克，接触过管理学的应该都知道吧，被誉为现代管理学之父）给的，这里有个词Coin，是不是很熟悉，没错，硬币，但本句明显不是硬币的意思，是 to invent a new word or phrase that other people then begin to use
Knowledge workers make decisions rather than products, and their work is often much less repetitive than that of their predecessors. Thus, managing teams of knowledge workers can be very difficult, and typically requires a different approach than managing more traditional types of workers.
The struggle to help teams understand ‘who knows what’ and to then develop effective strategies for both accessing distributed knowledge and for bringing it to bear when needed are often the most difficult aspects of managing knowledge workers. One approach to this problem is to better understand the role of social capital in knowledge work.
由于知识型员工是做决定而不是（直接）做产品的，他们的工作不像前辈那样重复，所以管理起来很困难。最大的难处就是帮助团队知道大家都会些什么，进而制定出既可以了解到分布的知识，又可以在需要的时候将其发挥出来。尽管有困难，但还是有方法的，就是更好的理解在知识型工作中社会资本的角色。啥叫social capital？一般用来形容the network of social connections that exist between people, and their shared values and norms of behaviour, which enable and encourage mutually advantageous social cooperation。
用大白话再来理解一下2，3段的核心意思：要好好管理一个知识型团队，你必须搞清楚每个人都会些什么，并且在需要的时候将其发挥出来。而最关键的突破口就是掌握人与人之间的关系。
Bring it to bear：发挥
Social capital refers to the links, shared values and understandings that create trust between individuals and within teams. These links have the potential to either facilitate or constrain the flow of resources such as knowledge across the network links. Research suggests that teams who are successful at establishing strong social capital links enjoy increased collaboration, improved knowledge transfer, and higher productivity levels as well as greater responsiveness and higher quality solutions to increasingly complex problems.
Two types of social capital relationships are particularly vital for successful knowledge work. First, knowledge workers need to have effective relationships with their managers. Given the wide spans of control that are often present in today’s organizations, many managers have limited time to devote to developing relationships with their employees. But managers who are less involved in their team’s networks will lose touch with the pattern of knowledge flows in those networks. When problems or issues arise, these managers will be unable to offer their workers helpful advice on ‘who knows what’, or how to best access needed knowledge.
Second, the relationships within knowledge teams need to be effective as well. Extensive distribution of knowledge across a working group potentially makes it more difficult for members to tap needed information. Teams with strong social capital are better placed to capitalize on expertise because of their increased familiarity with one another and their potential willingness to share information. Internal transfers of knowledge are often difficult to achieve and require the expenditure of extensive time and energy in the transfer process.
Teams with strong social capital ties will be better positioned to work through these challenges because they communicate more extensively with each other and have higher levels of trust, making them more able and willing to share information.
4-7段告诉我们什么是social capital，以及它到底可以给团队带来什么好处？
按照作者的解释，social capital就是团队之间的联系，分享和理解。说白了就是深层次同事关系。这种联系可以帮助也可以束缚资源例如知识在团队之间的流动。而其中有两种social capital特别重要。
一是经理和团队成员之间的关系。如果没有打的“一片火热”，到问题出现的时候你根本不知道谁有能力可以去解决某一个问题。这很容易理解，在工业时代，大多数的工作能力与肌肉发达程度成正比。作为一个工头，出现了问题，一般找肌肉最发达的那个就好。但在知识型员工当中，这种断，谋，辩的能力可没有写在脸上或光着膀子就可以看出来，这需要经理了解团队并有敏锐的嗅觉。
二是成员之间的相互关系。过于涣散。。不用说大家都知道这是什么样一个团队。如果是紧密团结，团队成员之间既会相互了解，知道你有什么本事，也愿意多多分享。都是哥们嘛，而这种内部的分享几乎是不计成本的。绝对不会有人在告诉你一个EXCEL公式之后还会跟你收钱，金钱成本没有。时间成本同样也很低，早上见面时，一起楼下抽烟，一起吃午饭，下班手牵手一起回家时，分分钟都可以用来分享。
说完了文章的内容，我说下我的感受。我目前供职于某知名软件公司，我所在的团队。。。。很不幸的属于松散型，大家除了工作上有交集需要沟通之外，例如你的某个作业还没有给我，基本不会去分享你会啥，我会啥；我个人认为除了内部管理这一主因之外，外部原因是大家的工作压力都很大，每个人（包括经理）在一起每一分每一秒谈的都是数字，任务，没有做到的话以一种什么样的方式尽快达成，坦白讲我是完全没有感受到这种大家相互分享的氛围
Fostering the growth and utilization of social capital among employees needs to be managed carefully. It’s easy to assume that social capital will just develop naturally as individuals work together. However, this is not the case. So here are four tips to cultivate social capital and help ensure that your teams maximize their potential for collaboration and knowledge exchange:
Lead by example. Demonstrate to your employees that sharing information and trusting one another are ‘the way things are done’ in your organization. We know that one way employees learn how to behave at work is by copying the behaviours that are modelled for them by their manager and other senior staff members. So, provide them with a strong example to emulate.
Encourage open communications. Ensure that your teams are meeting regularly enough to maintain open lines of communication. Consider asking them to complete team contracts, which set out the norms expected of all team members, including honest and meaningful communication. Make it clear that withholding information is not considered acceptable behaviour.
Give team members time to get to know one another. Create opportunities for them to socialize outside of their project meeting time. Research suggests that team members who are friends, and not just work colleagues, are more likely to share strong social capital ties. Celebrate birthdays, team milestones, and company successes with get-togethers that help employees build relationships.
Be extra attentive to your virtual teams. Geographically dispersed groups have a much more difficult time building the trust that is necessary for social capital development than do face-to-face groups. Think about how you can help your virtual team members share their expertise and skills with one another. Encourage strong norms of respect and timeliness in your virtual groups, and be aware of any cultural difference that may play a role in communication.
最后五段估计作者是听到了我的牢骚，给出了如何提升团队social capital的四条建议。
一，树立好榜样；二，鼓励公开交流；三，一起愉快的玩耍；四，要带上base在其他城市的小伙伴一起愉快的玩耍
同样说说看我的感（牢）受（骚），以上四条建议都是非常好的，但经历过三家世界500强IT企业的我几乎还没有见过除了做数字之外还关心其他事情的经理。当然也有可能是我的运气不太好，但我的经历至少可以部分证明在中国，能有这样的管理意识，并且还能处在这样的工作氛围之下的经理实在是太少了。如果经理没有这种管理意识，或者说公司根本不关心，也不给这种机会，那么再好的建议也是白搭。举了很实际的例子，针对第二条的鼓励公开交流的建议，我目前所处的知名IT公司市场营销团队中，大家的确会交流，也都知道彼此目前都在做什么项目，但是你指望我会及时的，坦诚的把项目中的信息，遇到的困难，和自己的感悟跟你交流，那是白日做梦了。营销项目本来就是公司最机密的商业信息之一，机密的不是项目本身，而是项目的细节，比如你今年有多少预算，这个项目你打算用多少等等；这些信息经理不但不会鼓励交流，反而会告诫大家 it's confidential, guys
关于知识型员工的管理其实是一个非常大的话题，有兴趣了解的同学，给大家推荐一本优秀作品，多伦多大学洛特曼商学院院长罗杰马丁与宝洁CEO雷富礼合著的《战略制胜》（Playing to Win: How Strategy Really Works）哈佛商业评论出版社，2013年
本期精选就到这啦，欢迎大家回贴讨论《《你的工作氛围是怎么样的？》》
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发表于 2014-8-7 00:26:03
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