Stephen P. Robbins (1994), an authority on organizational behavior and a professor of management at the University of San Diego in the United States, believes that a team refers to a formal group of individuals who cooperate with each other to achieve a certain goal. As an efficient team, Robbins gave the following eight basic characteristics: First, clear goals. Team members clearly understand the goals to be achieved and the great practical significance contained in the goals; The second is related skills. Team members have the basic skills needed to achieve the goal and can cooperate well; The third is mutual trust. Everyone is convinced of the character and ability of others in the team; The fourth is the promise of * * *. This is the dedication of team members to achieve the goal; Fifth, be good at communication. Information exchange among team members is smooth; Sixth, negotiation skills. The roles of members in an efficient team often change, which requires team members to have sufficient negotiation skills; Seventh, correct leadership. Leaders of efficient teams often serve as coaches or play a backing role. They provide guidance and support for the team, rather than trying to control subordinates. Eight is internal and external support. It includes not only reasonable internal infrastructure, but also necessary external resources.

Based on Robbins' definition of efficient team, how to realize it effectively through knowledge solving mode?

First of all, as far as the framework of knowledge solving is concerned, the purpose is to improve performance. This is also the goal and measure of any team. Therefore, at the beginning of forming a team, all members must fully understand the goals and tasks of the team. In the process of operation, from the strategic, competitive and purposeful knowledge solutions, core competence has created competitive strength and created and realized new market value. This process is based on tacit knowledge and customer relationship, and the four principles of action priority, organizational learning, knowledge ecology and knowledge enjoyment are the iron laws of practice.

The standard process of knowledge solution is: 1, creating a knowledge platform; 2. Create new knowledge; 3. Transfer new knowledge; 4.* * * Enjoy new knowledge; 5. Create new value. Next, according to the operation process of knowledge solution, it is applied to Robbins' efficient team building to prove the practical significance of knowledge solution mode in enterprise application.

Every different type of team is composed of a series of complementary skills and knowledge, which is the core competence, and it is absolutely beyond individual competence. Generally speaking, team members must have at least three abilities: technology, interpersonal relationship and decision-making; Personality must also include: curious, patient, organized, critical, sensitive, responsible, rebellious and impatient. However, how to decide and arrange your role in the team from your own personality, way of doing things and ability? According to the research of Dr. R.Meredith Belbin, the world's top British team work and team building expert, in the book 1996, a successful team usually needs the following roles: chairman/coordinator, shaper, planter, monitoring evaluator, resource investigator, implementer, team collaborator, fisherman and so on. In a team (especially a large enough team), what role to play is usually determined by the employee's personality characteristics and certain acquired training. Therefore, when determining team members, we should consider who can assume which role or roles in the team; If some roles are temporarily missing, who can be trained to be those temporarily missing roles? These eight roles are described as follows:

Chairman/Coordinator: They are not so much experts or creative as disciplined, dedicated and balanced. Its duty is to select talents, listen to their opinions and suggestions, and motivate them to unite and coordinate employees.

Shaper: characterized by project leadership, extroverted, can effectively promote the progress of the task; Its strength comes from personal motivation and enthusiasm for the task.

Growers: the source of original ideas and suggestions, the most creative and intelligent member of the team, but may not care much about details; They need encouragement and guidance to give full play to their talents.

Supervisor: one who examines and points out defects in an argument. Be good at analysis rather than creation.

Resource investigator: the contact person who keeps the team in touch with the surrounding world. People attracted by this responsibility tend to be extroverted and popular.

Executor: the actual organizer and manager who turns ideas into action plans.

Teamwork: People like and welcome it, and let everyone keep moving forward through encouragement, understanding and support.

Fisherman: Without him, the team may never finish the task on time. Strict tracking of tasks is important, but it is not always popular.

In other words, although it is important to select technical talents, we must ensure that some of them can hold other important positions. At this time, it is necessary to introduce strategic knowledge solutions, tap the core intellectual capital of enterprises, carry out core management, and position people in the team in a favorable strategic position according to their personality characteristics and expertise. Specifically, it is to choose a good coordinator (generally called knowledge supervisor or knowledge specialist in an organization), whose duty is to organize, record, motivate and control the positive flow and enjoyment of knowledge in the whole process until a solution is formed.

It should be noted that the basic idea of knowledge solving is that "problem solving is the result of knowledge flow and * * *". The more knowledge flows, the more you enjoy * * *, the greater the enforcement and the better the effect. The first task of this coordinator is to determine who knows what, which can be solved by establishing knowledge map and knowledge base. Secondly, how to make the "who" who knows "what" willing to contribute can be solved by creating "knowledge culture" and "internal marketing mechanism"; Thirdly, how to make personal tacit knowledge explicit can be solved by "structural analysis" and "coding technology"; Fourthly, how to improve the acceptability and understanding of all groups can be solved through "knowledge transfer" and "organizational learning"; Finally, how to create group tacit knowledge better can be solved through "knowledge portal" and "community of practice". Therefore, we must carefully analyze the formation and acquisition process of each step of knowledge solution.

Five steps of the camp

In the first step of "creating a knowledge platform", the coordinator discusses related knowledge issues with problem solvers and stakeholders. Without the same knowledge base, it is impossible to guide the acquisition and transmission of knowledge behind. It may take a lot of time here, but it is a strategic investment, which is of great value in laying the foundation for solving the problem of guiding the goal and more related problems in the future. This may require enterprises to do some basic work such as knowledge audit analysis, knowledge gap analysis and knowledge structure analysis. Therefore, it is necessary to establish and use knowledge map and establish knowledge base.

Knowledge map, as its name implies, is the distribution map of knowledge within an organization, or knowledge yellow pages. It is a directory structure diagram to describe what knowledge exists in an organization, who owns it, who creates it, where and how to obtain it. It can not only tell the current organization's knowledge level and development, but also provide guidance for how to manage knowledge.

The main functions of knowledge map are:

Save the time and cost of knowledge acquisition;

Improve the accuracy of knowledge acquisition;

Improve the opportunity probability of knowledge creation;

Encourage knowledge creators and owners;

Promote the progress of knowledge with * * *;

Provide knowledge focus and learning direction.

Therefore, the establishment of knowledge map is an important work to mine team knowledge.

To build a knowledge map, you can follow the following steps:

Classify according to different knowledge systems and requirements;

Evaluate different knowledge objectively and fairly;

Focus on recommending key knowledge and core knowledge;

Respect intellectual property rights and protect technical secrets;

Establish a knowledge catalogue;

Correct use of network technology and query tools.

Daniel R Tobin (Networking Your Knowledge, Management Review, April 1998) thinks that the enterprise knowledge base consists of the following knowledge:

Basic information of enterprises, including public relations information, annual reports, publications, general situation of enterprises, etc.

Enterprise organizational structure information, including address, agents, branches, service centers and other information;

Product and service information, including technical expertise and service features;

Information about the basic process;

About patents, trademarks, copyrights, use of other enterprise technologies,