How Do You Uncover Hidden Knowledge?
Many organisations recognise the importance of knowledge management but struggle to put it into practice. The emphasis is often on knowledge that is easy to document. How can you uncover an organisation's hidden intellectual capital, also known as implicit or tacit knowledge?
What is knowledge management?
Knowledge management is validating, structuring, retaining, and sharing knowledge within an organisation in order to make better and faster decisions. This prevents wasting valuable time searching for relevant knowledge.
Is knowledge the same as information?
No, knowledge goes beyond information; it includes the ability to answer how and why questions. Information is often used as a building block for knowledge. Knowledge is built by collecting, understanding, processing, and integrating information into a broader context. So it is correct to say that knowledge includes information, but not the same thing.
3 types of knowledge
In the context of knowledge management, three types of knowledge are important. Explicit knowledge is easy to transfer to others but has the least value. At the other end of the spectrum is tacit knowledge, which is most valuable but difficult to transfer. Implicit knowledge lies somewhere in between.
Explicit knowledge
Explicit knowledge is the most common form of knowledge because it is easy to express, record, and share. It describes what to do to complete a task. Manuals, databases, videos, and reports are some examples. This type of knowledge is necessary for an organisation to maintain its intellectual capital and successfully train new employees.
Problems with knowledge management often do not lie at this level. Unfortunately, more sharing of explicit knowledge (for example, via the intranet) is regularly seen as a solution.
Implicit knowledge
Implicit knowledge, or practical experience, is knowledge obtained by applying explicit knowledge. So, the know-how behind performing a certain task. You can explain, or put into words, implicit knowledge. Best practices and skills are examples of implicit knowledge.
Because this type of knowledge is rarely recorded, it is often difficult to share and improve it within an organisation. This means that if an employee leaves the organisation, you have to start all over again with his or her successor. Stimulating knowledge sharing (coaching, intervision), making knowledge explicit, making it accessible, and centralising knowledge are all methods for harvesting implicit knowledge.
Tacit knowledge
Tacit knowledge is usually acquired through experience and understood intuitively. This makes it a challenge to pass on this knowledge to others. Design, sales, innovation, and leadership skills are some examples. Some literature conflates tacit knowledge with tacit knowledge.
| Aspect | Implicit knowledge | Tacit knowledge |
|---|---|---|
| Basic | Certain practices, cultures, or systems | Personal experience, skills, and intuition |
| Visible in | Routines and practices of a particular community or profession | Person's behaviour and actions |
| Example | Common practices Cultural norms and customs | Ability to ride a bicycle Intuitive understanding of a particular subject after years of experience |
| Applications | Sharing common knowledge preserving traditions and norms | Intuitive decision-making skills through repetition |
| Transfer | Training and informal knowledge sharing It often requires engagement with the specific context to fully understand. | Difficult without practice and experience Sometimes through mentoring and observation |
Blocking of implicit knowledge
A culture that does not support constant learning and improvement among employees always blocks tacit knowledge, resulting in knowledge silos. In addition to an exemplary role for management, breaking through knowledge = power plays an important role in further improving knowledge management. In addition to knowledge silos, there are also data silos, an isolated collection of data that is managed according to its own insights by one part of an organisation. These also block collaboration.
Other forms of knowledge
In addition to the three forms of knowledge mentioned, there are other forms; some examples include:
- Procedural knowledge: This is the type of knowledge that is related to procedures, steps, or processes that must be followed to perform a specific task. It is often practical in nature and helps perform tasks such as cooking, repairing a machine, or performing a medical procedure.
- Social knowledge: This refers to knowledge that focuses on social interactions and human behaviour. It includes understanding social norms, cultural practices, etiquette, empathy, and other aspects of human relationships.
- Emotional intelligence: This type of knowledge concerns understanding and managing emotions, both in yourself and others. It includes empathy, self-awareness, and skills for dealing with emotions.
- Meta-cognitive knowledge: This is the awareness and understanding of your own thought processes and strategies for learning and problem-solving. It's about knowing how you know, and how to manage and improve your own thinking.
- Cultural knowledge: This is knowledge about the culture, traditions, history, and values of a specific group of people or community. It is important for understanding and respecting diversity and intercultural communication.
- Intuitive knowledge: Intuitive knowledge is based on instinct and immediate perception. It is often difficult to explain or rationalise, but it can be useful in decision-making and problem-solving.
These different forms view knowledge from a different perspective. In many cases, effective knowledge is not limited to just one of these forms, but a combination.
What comes after knowledge?
Knowledge indicates a deeper understanding of the subject and its context than information. But is there also a next level after knowledge? Certainly, the wise application of knowledge, taking into account ethical and long-term interests, is called wisdom. The DIKW model describes the hierarchical relationship between Data, Information, Knowledge, and Wisdom (DIKW).
Symbio6 & knowledge management
Tacit knowledge regularly plays a significant role in decision-making in an organisation. We try to expose these mechanisms by making the hidden intellectual capital of the organisation explicit and securing it in the knowledge management system. By making this explicit or externalising, Symbio6 helps to improve client's decision-making.