In
the context of product design, the following knowledge management issues could be identified and classified into broader categories.
Issues in relation to communication
- Lacking of group-to-group, internal relationships.
The
sub-group of product design works rather autonomously, lacking of communication
and interconnections with the other groups of the organization. This isolation
impedes the flow of information and knowledge sharing within the organization.
For
example, although the sub-groups of product and graphic
design could develop an internal, group-to-group relationship, sharing
knowledge and experience however they communicate sporadically and in an
unorganized way.
- The difficulty for an outsider to get involved and become an insider
The
team of product design operates like a close-knit community. Although this can
be a tremendous asset, facilitating easier communication (between the insiders)
however the participants might get trapped to the collective “mind set” or
“group think”.
While
the core participants have developed the capacity to make sense of small
things, like words, facial expressions, gestures, etc in ways that are not
apparent to outsiders, at the same time they have generated barriers to those
outsiders that could collaborate and act as external radars.
For
example, the group of product designs needs the close
collaboration of a mechanical engineer. Yet, this would require the investment
of enough time and effort in order common communication codes to be developed.
Issues in relation to human resources
- The problem of creating trusted partnership and alliances.
The
team of product design needs occasionally the professional support and
consultancy from other designers, engineers, manufacturers, etc and thus the creation
of external relationships, in the form of alliances.
An
alliance, require information sharing and trust. However, such relationships
could create contradiction between parties, because on the one hand the sharing
of valuable information is a prerequisite for a successful collaboration while
on the other valuable and idiosyncratic knowledge might be transferred,
unwillingly or not, to the other party.
For
example, the group of product designs, in order to develop a
pendant light, needed the external consultancy of another professional,
specialized in lighting design. Although, both parties capitalized on the
other’s specialized knowledge and work however, a notary was required in order
several issues to be clarified.
- The problem of ‘job hopping’ and organizational commitment.
In
the context of product design, each participant is valuable and irreplaceable,
having developed several context-specific competencies. However, in western
cultures “job hopping’ is regarded as a legitimate way to build a career where better
payment and challenges are available. Consequently, a possible loss of unique
and valuable core employees would be unfavorable for the competitive advantage
of the team.
Issues in relation to intellectual property protection
- Protecting and exploiting intellectual property.
In
the context of product design, original designs are constantly created and need
protection from imitation and appropriation. However, the IP area of ‘design
rights’ (that is suitable for furniture and product design), is considered to
be one the more complex areas of IP law.
In
practice, the high cost of defending IPR claims, the uncertain protection of
the design rights outside the European Union and the incapability of the
creators to fully codify an ‘immature’ design, made several times the claim for
‘design rights’ an unsuitable solution.
For
example, when the team needed to activate ‘design rights’ for
the protection of a wooden toy, it was discovered that the protection outside
EU, was doubtful.
Issues in relation to organizational memory
- Many ‘embryonic’ design ideas are lost or forgotten.
In
the context of product design, many design ideas and novel concepts constantly
emerge. The majority of them, cannot be developed at the particular time due to
several reasons and normally a numerous of them is forgotten or lost. Generally,
the team has not adopted any method of recording and storing its ideas for
later use and exploitation.
For example, since the team
frequently participates in design competitions, several previous ideas and
concepts could be recalled from an ‘idea bank’.
- The problem of recording, codifying and storing ideas.
The
ideas and design concepts that emerge in the early stages of brainstorming are not
fully developed. However the recording of those ideas would require some form
of codification and articulation. Some researchers argue that any knowledge can
be properly converted into words and numbers that anyone can understand while
some others argue that the tacit dimension of knowledge can never be fully
articulated and stocked.
For example, personal notes and draft sketches cannot
convey explicitly the full message of an ‘embryonic’ design concept.
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