Question

帮我翻译一段英文文献

Training to support simple tasks such as record updates focuses on developing task-specific or tool-procedural knowledge. Such tasks have routine, analyzable, and predictable outcomes. There is clear consensus about the objectives of these tasks in both the clinician and management communities: all know why these tasks are performed. The emphasis here is on standardization and error reduction. The challenge facing workers responsible for these tasks is to learn how to perform generic work using a range of tools.
Tasks that require both ongoing acquisition of existing knowledge and development of new knowledge are far less intelligible to people outside specialist communities: clinical specialties display such characteristics. The mystery of such specialist work is compounded by the professional standards by which outcomes are assessed. This issue was observed in our data: the most complex tasks were specialized and not easily specified; sometimes the objectives were weak or seemed strange when used outside the user community. Despite the commonality of their characteristics, such as creativity, problem solving, and subject-matter expertise, such tasks were both heterogeneous and ‘mysterious’[3]. Goals, values and preferences may continue to evolve as new knowledge is developed and integrated into work. Consequently, systems such as the Sunrise Clinical Manager that are implemented to support such work must be flexible and aid collaboration both within and beyond organizational boundaries.
The nature of the training problem changes significantly in such task environments [2]. The range and diversity of clinical specialties reduce the immediate consensus among those undertaking them. Work processes in clinical medicine and other expert communities have tacit and socially constructed dimensions that are unclear to those outside the user community [5]. Without an understanding of the shared concepts and values underlying such work, developing effective strategies for training and change management is much more difficult.
Enterprise Systems span heterogeneous, multi-disciplinary user communities. The challenge that managers face in assessing their performance, diagnosing training needs, and managing change, arises from the need to balance community-level standards for professional practice with organization-level performance indicators. Without this, development at the individual and organizational levels become out of balance .
不要翻译器翻译的 那种我也会 谢谢了

Answer 1

这段文章语法不是太难，但翻译难度相当大，我已尽力了，可能有的地方仍不能令人满意，请楼主审阅。
Training to support simple tasks such as record updates focuses on developing task-specific or tool-procedural knowledge. Such tasks have routine, analyzable, and predictable outcomes. There is clear consensus about the objectives of these tasks in both the clinician and management communities: all know why these tasks are performed. The emphasis here is on standardization and error reduction. The challenge facing workers responsible for these tasks is to learn how to perform generic work using a range of tools.
针对记录的更新等简单任务的培训致力于开发任务特定的知识或工具－程序性知识。这些任务有常规的、可分析和可预测的结果。关于这些任务的目的，在临床医生群体和管理群体中都有明确的共识：大家都知道，为什么要执行这些任务。这里的重点在于标准化和减少错误。负责这些任务的工作人员所面临的挑战是要学会如何用各种工具来执行一般的工作。

Tasks that require both ongoing acquisition of existing knowledge and development of new knowledge are far less intelligible to people outside specialist communities: clinical specialties display such characteristics. The mystery of such specialist work is compounded by the professional standards by which outcomes are assessed. This issue was observed in our data: the most complex tasks were specialized and not easily specified; sometimes the objectives were weak or seemed strange when used outside the user community. Despite the commonality of their characteristics, such as creativity, problem solving, and subject-matter expertise, such tasks were both heterogeneous and ‘mysterious’[3]. Goals, values and preferences may continue to evolve as new knowledge is developed and integrated into work. Consequently, systems such as the Sunrise Clinical Manager that are implemented to support such work must be flexible and aid collaboration both within and beyond organizational boundaries.
既需要不断汇集现有知识又需要发展新知识的任务，对于专家群体以外的人来说是远不能理解的：临床专科显示这样的特点。这些专家的工作的神秘，还因为用于评估结果的专业标准而复杂化。这个问题在我们的数据里观察到了：最复杂的任务是专门化的，不是容易规定的；有时，当用户群体以外的人士使用时，目标是有欠缺的，或似乎是很奇怪的。尽管这些任务的特点，如创造性、解决问题、和主题专业知识具有共性，但都是异类的和'神秘'的[3]。随着新知识的开发并结合进工作中，目标、价值观和偏好可能会继续演变。因此，如正在实施来支持这样的工作的“日出临床管理者”（Sunrise Clinical Manager）这样的制度必须是灵活的，并且在机构内外是援助协作的。
The nature of the training problem changes significantly in such task environments [2]. The range and diversity of clinical specialties reduce the immediate consensus among those undertaking them. Work processes in clinical medicine and other expert communities have tacit and socially constructed dimensions that are unclear to those outside the user community [5]. Without an understanding of the shared concepts and values underlying such work, developing effective strategies for training and change management is much more difficult.
培训问题的本质在这样的任务环境中会明显变化[2]。临床专科的范围和多样性弱化了从事他们的人之间立即达成共识。在临床医学和其他专家群体中的工作流程是有默契的，而且对用户群体以外的人们是不明白的、由社会构成的范畴[5]。如果不了解在这样的工作下共享的基本概念和价值观，那么为培训和改变管理开发有效的策略要困难得多。

Enterprise Systems span heterogeneous, multi-disciplinary user communities. The challenge that managers face in assessing their performance, diagnosing training needs, and managing change, arises from the need to balance community-level standards for professional practice with organization-level performance indicators. Without this, development at the individual and organizational levels become out of balance .

企业制度跨越各异的、多学科的用户群体。管理者在评估他们的业绩，判断培训需求，管理变革中所面对的挑战，就会因需要平衡群体层面的标准用于以机构层面的绩效指标考核专业实践而产生。没有这一点，在个人和机构层面的发展就会失去平衡。

Answer 2

太长，而且你给的分太少

Answer 3

培训以支持诸如记录更新简单的任务就发展特定任务或工具，程序性知识为主。这些任务有常规，可分析和预测的结果。现在对于在这两个社区的临床医生和管理这些任务，目标明确的共识：大家都知道，为什么这些任务的执行。这里的重点是标准化和减少错误。工人所面临的挑战这些任务的责任就是要学会如何执行一般工作使用的工具范围。
任务，既需要现有的知识和新知识的发展进行收购，远不如到外面的人理解的专家社区：临床专科显示等特点。这些专家的工作的神秘，加剧了其中的成果进行评估的专业水准。这个问题在我们的观察数据：最复杂的任务是专门指定的，不容易，有时的目的是弱或似乎很奇怪，当用户以外的人士使用。尽管他们的特点，如创造力，解决问题，和主题专业知识的共性，这些任务都是异构和'神秘'[3]。目标，价值观和偏好可能会继续演变为新知识的发展，并投入到工作中。因此，如日出临床经理正在实施的同时支持内部和外部边界等组织工作必须是灵活的和援助协作系统。
本次培训的问题，在这种变化的性质任务环境显着[2]。的范围和临床专科多样性减少他们之间的这些承诺立即达成共识。有默契的工作流程和社会结构方面的不明确的用户群体以外的人[5]在临床医学和其他专家社区。如果没有一个共享的基本概念和工作价值观等，发展中国家的培训和改变管理的有效策略的理解要困难得多。
企业跨异构系统，多学科的用户群体。管理者的挑战在评估其表现，诊断培训需求，管理变革，面对来自需要平衡与组织层面的绩效指标专业实践社区一级标准。没有这一点，在个人和组织各级发展成为失去平衡。

Answer 4

来这的估计很少有会耐心的翻译这么长的东西- -还是去找专人吧
或者你先用翻译器翻译 然后自己校对一下 让语句通顺