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Overview of Tacit Knowledge

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What is Tacit Knowledge?

Tacit knowledge refers to knowledge that is difficult to articulate, codify, or express in formal language. It’s often described as “know-how” or intuitive knowledge that individuals possess but may struggle to explain explicitly. This concept was first introduced by philosopher Michael Polanyi in his 1966 book “The Tacit Dimension.”

Relevance of Tacit Knowledge

Tacit knowledge is highly relevant in various contexts:

  1. organisational Learning: It’s a crucial component of an organisation’s intellectual capital.
  2. Skill Acquisition: Many complex skills rely heavily on tacit knowledge.
  3. Innovation: Tacit knowledge often drives creative problem-solving and innovation.
  4. Competitive Advantage: It can be a source of sustainable competitive advantage for businesses.

Challenges in Transferring Tacit Knowledge

Transferring tacit knowledge is inherently difficult due to several factors:

  1. Inability to Articulate: The very nature of tacit knowledge makes it hard to express in words or formal documentation.
  2. Context-Dependency: Tacit knowledge is often tied to specific contexts or situations.
  3. Personal Nature: It’s deeply ingrained in individual experiences and mental models.
  4. Time-Intensive: Acquiring tacit knowledge typically requires extended periods of observation and practice.

Approaches to Sharing Tacit Knowledge at Scale

Despite the challenges, several approaches can facilitate the sharing of tacit knowledge:

  1. Communities of Practice: Encourage informal groups where individuals with shared interests can exchange knowledge.
  2. Mentorship Programs: Pair experienced individuals with novices for knowledge transfer.
  3. Storytelling: Use narratives to convey complex ideas and contextual information.
  4. Simulation and Role-Playing: Create scenarios that allow individuals to experience and internalise tacit knowledge.
  5. Knowledge Management Systems: Implement technologies that capture and organise tacit knowledge.
  6. Job Rotation: Allow employees to experience different roles and contexts within an organisation.
  7. After-Action Reviews: Conduct debriefings after significant events to extract lessons learned.

Relevant Literature and Books

For further reading on tacit knowledge, consider the following resources:

  1. “The Tacit Dimension” by Michael Polanyi (1966)
  2. “Working Knowledge: How organisations Manage What They Know” by Thomas H. Davenport and Laurence Prusak (1998)
  3. “The Knowledge-Creating Company” by Ikujiro Nonaka and Hirotaka Takeuchi (1995)
  4. “Tacit Knowledge in organisations” by Philippe Baumard (1999)
  5. “Common Knowledge: How Companies Thrive by Sharing What They Know” by Nancy M. Dixon (2000)

Types of Knowledge

Other types of knowledge:

  1. Explicit Knowledge: Formal, codified knowledge that can be easily articulated and shared.
  2. Implicit Knowledge: Knowledge that can be articulated but hasn’t been.
  3. Embedded Knowledge: Knowledge locked in processes, products, culture, routines, artefacts, or structures.
  4. Embodied Knowledge: Knowledge gained through physical experiences and bodily awareness.
  5. Conceptual Knowledge: Abstract knowledge or theories about a domain.
  6. Procedural Knowledge: Knowledge of how to perform specific tasks or procedures.
  7. Declarative Knowledge: Factual information that can be stated or declared.

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