Knowledge sciences and Nanatsudaki: A new model of knowledge creation processes

Abstract

The paper starts from a discussion of the concepts of knowledge management versus technology management, and the emergence of knowledge sciences. This is followed be a summary of recent results in the theory of knowledge creation. Most of them concern diverse spirals of creative interplay between rational (explicit) and intuitive or emotional (tacit) aspects of knowledge. Some of them concentrate on organizational (market or purpose-oriented) knowledge creation, other describe academic (research-oriented) knowledge creation. The problem addressed in this paper is how to integrate diverse spirals of knowledge creation into a prescriptive or exemplar model that would help to overcome the differences between organizational (market-oriented) and normal academic knowledge creation. As such prescriptive approach, the JAIST Nanatsudaki Model of knowledge creation is proposed. It consists of seven spirals, known from other studies, but integrated in a sequence resulting from the experience of authors in practical management of research activities. Not all of these spirals have to be fully utilized, depending on a particular application, but all of them relate to some essential aspects of either academic or organizational knowledge creation. The paper presents Nanatsudaki Model in detail with comments on consecutive spirals. The results of a survey of opinions about creativity conditions at JAIST indicate the importance of many spirals constituting the Nanatsudaki Model. Directions of further testing the Nanatsudaki Model are indicated.

Disruptive innovation, the episteme and technology-enhanced learning in higher education

“…As Birkin and Polesie (2012, p.249) say, 'Technology employed in stock markets means that major amounts of money are transferred and invested and hence intervene in the world on the basis of increasingly abstract mathematical relationships'. Financial markets are both mathematical and amoral sites (Wierzbicki and Nakamori, 2007). Innovation can dehumanize and can point towards a new episteme in which technology itself is central.…”

Knowledge Management Models. State of the Art

“…Nanatsudaki's model (seven spirals of knowledge) was designed in the Japan Advanced Institute of Science and Technology . The model includes a synthesis of the models developed by Wierzbicki and Nakamori (2007) . The model consists of seven spirals .…”

Imagination in Creative Design

“…After the initial developments around the SECI circle, various spiral models were suggested in the 1990s and early 2000s. They were generalised into a network-like model of creative processes by Wierzbicki and Nakamori (2007a). It consists of nodes and transitions between nodes.…”

“…This paper aims to unpack the notion of "Imagination" from the I5-system, that is comprised in addition of the nodes Intervention, Involvement, Intelligence and Integration (Nakamori & Wierzbicki, 2010), in terms of mental simulation, idea generation and experiences of insight moments. It reviews and draws together literature around those key terms from "knowledge science" (Wierzbicki & Nakamori, 2007a), creativity research in cognitive science (Sawyer, 2006;Weisberg, 2006) and design studies (Cross, 2007;Cross, Christiaans, & Dorst, 1996). The main interest lies in the phenomenon of "insight moments" experienced as the sudden emergence of breakthrough ideas or as "creative events" where key-concepts are discovered through framing new problemsolution pairs (Dorst & Cross, 2001).…”