A survey of knowledge management，“Knowledge Unplugged”，published in 2001 by McKinsey， found that the best—performing companies were far more likely than the worst-performing ones to use creative techniques for acquirin9，processing and distributing knowledge--everything from emphasizing teamwork in product development to holdin9“idea contests”and trying to avoid boring daily routines．① But creating an atmosphere in which knowledge can be shared can be almost as challenging as obtaining it in the first place．This is the potentiaI prisoner’s dilemma of knowledge：the more valued it becomes，the less incentive employees have to share it with one another，at the risk of losing the competitive advantage of what they know—or，worse，seeing another profit at their expense．②This proves to be even more true at the company level．While firms might turn to external partners to enhance their knowledge base，the sharing will be incomplete without mutual trust．
Since“knowledge”is such a vague term．it helps to have specific goals in mind when looking to gain more of it．Are you looking for information about your company，or industry in particular?Despite the general slowdown in executive education，there are still a number of courses devoted specifically to helping managers in given industries--technology，for example，or health care．@Are you more concerned with acquiring more knowledge，or putting it to better use?Do you need to move quickly，or is this a subject that needs to be explored in greater depth?
And bear in mind that styles of learning vary．Some people will profit most from informal networkin9；some enjoy learning in a classroom；others will be able to take advantage of the company intranet．Be flexible in the pursuit of knowledge；it is better to set performance targets，concentrate on meeting them，and allow individuals and their teams to explore their own solutions．④Sometimes the best．way to generate knowledge is simply a bit of brainstormin9．
The edition of Executive Education Outlook looks at the options available to executives in gaining knowledge，and enhancing what they already have．It includes a look at the state of distance learning-- neither the revolution the hype claimed it would be in the late l990s，nor completely dismissable--as a possible conduit of knowledge，the best place to go for new programmes in knowledge management，and a consideration of the demand for the best sources of knowledge：business—school academics．⑤
Coming in June。Global Executive will also feature a series of Executive Dialogue interviews with prominent CIOs，further exploring the themes of information and knowledge gatherin9．Concentrating on knowledge now may be the best way to be prepared for the next challenges facing the business world．
1．According t0“Knowledge Unplugged”，______．
A．it is not easy to create an atmosphere for people to share knowledge
B．the worst-performing companies are not willing to hold“idea contests”
C．emphasizing teamwork is the most effective technique for any company
D．better knowledge management helps improve the performance of a company
2．People are usually reluctant to share their knowledge with others because they are afraid that______
A．its value will decline remarkably with more people sharing it
B．they may become less competitive with more people sharing it
C．it is more difficult for them to share knowledge than to obtain it
D．they may fall into the potential prisoner’s dilemma of knowledge
3．The author suggests that______ contributes most to creating knowledge．
A．group discussion
B．informal networking
C．the company intranet
D．novel style of learning
4．According to the edition of Executive Education Outlook，distance learning______．
A．is one of the best sources of knowledge
B．is unlikely to become completely obsolete
C．is an option for executives to acquire knowledge
D．has never been thought of as an education revolution
5．It is implied in the text that______．
A．there are options for people to learn how to put knowledge to better use
B．it is much easier for companies to share information than for individuals
C．most people are more concerned with sharing knowledge than acquiring it
D．there are more options for managers in health—care system to gain knowledge [NextPage]
难句透析
①A survey of knowledge management，“Knowledge Unplugged”，[published in 2001 by McKinsey]，found Ethat the best-performing companies were far more likely than the worst—performing ones to use creative techniques for acquiring，processing and distributing knowledge--everything from emphasizing teamwork in product development to holdin9“idea contests”and trying tO avoid boring daily routines]．
【结构】方括号所标示的过去分词短语“published in 2001 by McKinsey”是书名“Knowledge Unplugged”的后置定语。方括号所标示的“that the best-performing companies…daily routines”是“found”的宾语从句。破折号后面的部分补充说明“creative techniques”。介词短语“from…t0…”修饰“everythin9”。介词“t0”后面的宾语为三个并列的动名词短语。
【释义】麦肯锡公司于2001年出版的关于知识管理的调查《知识传播畅通无阻》指出，业绩优良的公司比业绩差的公司更倾向于使用创造性的方法来获取、处理和传播知识。他们使用的方法多种多样，其中包括，在产品研发过程中重视团队合作、举行创意竞赛、以及避免令人厌烦的日常琐事等。
②This is the potential prisoner’S dilemma of knowledge：the more valued it becomes，the less incentive employees have tO share it with one another，at the risk of”losing the competitive advantage of what they know——0r，WOrse．”seeing another profit at their expense．
【结构】冒号后面的部分补充说明“dilemma of knowledge”，其中的代词“it”指“knowledge”。用破折号和stor，)连接的两个并列的动名词短语“losin9…know”和“seein9…expense”用做介词“0f'，的宾语。
【释义】知识可能陷于自我禁闭式的两难困境之中。知识价值越大，工作人员越不愿意彼此分享，以防失去他们由知情所带来的竞争优势，或更糟的是，眼睁睁看着别人从自己的分享行为中受益。
③Despite the general slowdown in executive education，there are still a number of courses Edevoted specificallv to helping managers in given industries--technology，for example，or health care]．
【结构】方括号所标示的过去分词短语“devoted…care”是“courses”的后置定语。破折号后面的部分“technology，for example，or health care”补充说明“given industries”。
【释义】尽管行政管理教育总体下滑，现在依然开设许多课程专门帮助某些特定行业的管理层，比如，技术行业，或医疗保健业。
④Be flexible in the pursuit of knowledge；it is better[tO set performance targets，concentrate on meeting them，and allow individuals and their teams tO explore their own solutions]．
【结构】本句是由分号连接的两个分句组成的并列句。第一个分句。Be flexible…”是祈使句。第二个分句中的“it”是形式主语，真正的主语是三个并列的动词不定式短语。
【释义】在追求知识的道路上一定要灵活，最好能够设定目标，集中精力实现这些目标，允许个人以及他们的团队寻找他们自己的解决方法。
⑤It includes a look at the state of distance learning--neither the revolution the hype claimed it WOuld be in the late1990s，nor completely dismissable--as a possible conduit of knowledge，the best place to go for new pro- grammes in knowledge management，and a consideration of the demand for the best sources of knowledge：busi— ness-school academics．
【结构】破折号之间的部分“neither…nor…”补充说明“the state of distance learnin9”。介词“as”后面跟有三个并列的名词短语，用做“as”的宾语。
【释义】该书分析了远程教育的状况，既不是20世纪90年代末期大肆宣传的将要到来的一场革命。也不是被完全忽视，而是获取知识的一个适当渠道，是学习有关知识管理方面的新课程的最佳途径；是获取知识的最好资源之地：商业学派基本理论。[NextPage]
全文翻译
麦肯锡公司于2001年出版的关于知识管理的调查《知识传播畅通无阻》指出，业绩优良的公司比业绩差的公司更倾向于使用刨造性的方法来获取、处理和传播知识。他们使用的方法多种多样，其中包括，在产品研发过程中重视团队合作、举行创意竞赛、以及避免令人厌烦的日常琐事等。
但是，创造一个可以共享知识的氛围和首先获得知识一样充满挑战。知识可能陷于自我禁闭式的两难困境之中。知识价值越大，工作人员越不愿意彼此分享，以防失去他们由知情所带来的竞争优势，或更糟的是，眼睁睁看着别人从自己的分享行为中受益。这～点在公司中更有说服力。尽管公司可以通过借助外部的合作伙伴来改善自己的知识库存，但如果没有相互的信任，知识共享并不完全。
由于“知识”是一个十分模糊的术语，因此在想要得到更多详细说明的时候，知识有助于我们在脑海中制定许多详细的目标。你正在寻找关于自己公司或自己行业的详细信息吗?尽管行政管理教育总体下滑，现在依然开设许多课程专门帮助某些特定行业的管理层，比如，技术行业，或医疗保健业。你注重于获得更多知识还是将知识应用于实践?你需要蜻蜓点水般快速了解还是要求对这个学科进行深层次探索?
谨记，学习的方式是多样化的。一部分人通过非正式的网络途径会获得最好的学习效果；一部分人喜欢在教室里学习；还有一部分人能够有效利用公司内部网络进行学习。在追求知识的道路上一定要灵活，最好能够设定目标，集中精力实现这些目标，允许个人以及他们的团队寻找他们自己的解决方法。有时，仅仅一次自由讨论就可以成为产生知识的最好方法。
这期的《管理教育展望》着眼于管理者在获取知识和改善他们已获知识方面可采用的方法。同时，该书分析了远程教育的状况，既不是20世纪90年代末期大肆宣传的将要到来的一场革命，也不是被完全忽视，而是获取知识的一个适当渠道，是学习有关知识管理方面的新课程的最佳途径；是获取知识的最好资源之地：商业学派基本理论。
即将来临的6月，全球主管MBA课程将会开展一系列与着名信息主管的高层对话。对信息和知识搜集的主题进行深入探讨。目前专注于获取知识也许是为商业世界面II缶的挑战做好准备的最佳方式。
超纲词汇
Intranet n．企业内部互联网
incentive n．刺激，鼓励
Conduit n．管道
Brainstorm 集体讨论，发表独创性意见
prominent adj．杰出的，重要的，着名的
Dilemma n．进退两难之境，困境，进退维谷
networking n．联网技术
Feature vt．特写，特别报道
Hype n．天花乱坠的广告宣传
Unplugged adj．未堵塞的
参考答案：1．D 2．B 3．A 4．C 5．A
