Managing Knowledge in Organization with Tacit and Explicit Knowledge

Welcome to the stage of organizational growth, where the artistry of learning takes center stage. Today, we’ll delve into the intricacies of tacit and explicit knowledge within the framework of organizational learning, exploring their interplay and significance in nurturing a culture of continuous improvement and development.

The Dual Nature of Organizational Learning

Managers concerned with implementing knowledge management in their organizations today face a number of challenges in developing sound methods for this still emerging area of management prices (Sanchez 2001). Theory and practice in this emerging field is being driven by two fundamentally different approaches. Imagine organizational learning as a vibrant tapestry woven from two distinct threads. 

Explicit Knowledge: This thread represents the structured, documented information—policies, procedures, manuals, and formalized training programs. It's the visible, concrete knowledge that forms the foundation of organizational practices.

Tacit Knowledge: Now, envision this as the subtle yet influential thread—the unwritten rules, experiences, insights, and intuition embedded within individuals. It's the unspoken wisdom, gained through practical application and interaction within the organizational ecosystem.

Explicit & Tacit Knowledge Iceberg Infographic

Explicit & Tacit Knowledge Iceberg Infographic presents knowledge management concepts using iceberg metaphor. An iceberg analogy is used to describe various concepts where only small part of a much larger idea is visible. In the iceberg model, explicit knowledge is a tip of the iceberg that can be seen. For example, a book or document. On the other hand, tacit knowledge is hidden below the surface and cannot be seen.

Crafting the Organizational Symphony: Tacit and Explicit Knowledge in Harmony

Let’s embark on an exploration of how these two forms of knowledge interact within the organization's learning landscape:

• Formalized Training (Explicit Knowledge): Explicit knowledge is typically acquired through formal education, training programs, or by studying written materials. Formal training initiatives impart explicit knowledge, equipping employees with the foundational information required to perform their roles effectively.

• On-the-Job Experiences (Tacit Knowledge): Tacit knowledge is the wisdom employees gain through personal experiences, insights, and intuition. Tacit knowledge emerges as employees apply explicit knowledge in practical settings, gaining insights, and refining their skills through hands-on experiences.

 

• Knowledge Sharing and Collaboration (Tacit Knowledge): By sharing tacit knowledge, experienced employees can mentor and train junior employees, helping to build a skilled workforce, improving employee performance, and increasing overall organizational capacity. It flourishes through interactions, discussions, and the sharing of experiences among employees, enriching the organizational knowledge pool.

 

The Synergy of Tacit and Explicit Knowledge: An Organizational Overture

Significant number of research have shown the benefit of synergy between tacit and explicit knowledge in organizational setting. Despite the differences that occur among the subject matter experts working together in an organization, consideration of how knowledge is acquired and how the context of the situation could play a decisive role in people applying their knowledge into action paves a way for effective organizational learning growth.

• Informed Decision-Making: Explicit knowledge provides the factual foundation, while tacit insights guide nuanced decision-making. The blend of both forms enhances the quality and adaptability of organizational decisions.

• Fostering Innovation: Explicit knowledge sets the framework, but it's the tacit wisdom that sparks innovation. Employees' diverse experiences and insights fuel creativity, driving the organization forward.

• Leadership Development: Tacit knowledge plays a pivotal role in leadership evolution. It shapes leaders' intuitive understanding and guides their approach, complementing the explicit knowledge they possess.

Navigating the Path to a Learning Organization

Learning organizations are organizations where people continually expand their capacity to create the results, they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free and where people are continually learning how to learn together (Senge, 1990: 3). In steering towards becoming a learning organization, embracing the symbiosis of tacit and explicit knowledge is pivotal:

• Cultivating a Learning Culture: Organizations fostering a culture that values continuous learning and knowledge sharing provide fertile ground for the growth of both tacit and explicit knowledge.

• Encouraging Open Communication: Creating platforms for open dialogue, idea sharing, and collaboration nurtures the flow of tacit knowledge, enabling its integration with explicit knowledge.

• Embracing Diversity of Perspectives: Acknowledging and appreciating diverse experiences and viewpoints within the organization enriches the pool of tacit knowledge, fostering innovation and adaptability.

Conclusion

In the ongoing saga of organizational growth, tacit and explicit knowledge coalesce to create a harmonious symphony. Navigating the complexities of organizational learning requires a delicate balance, recognizing the value of both structured information and experiential wisdom.

As the organizations continues its journey, blend of tacit and explicit knowledge fuel the ongoing symphony of growth, innovation, and collective learning.

 References

Avelino, J. (2023). Tacit vs explicit knowledge: Exploring the key differences | EdApp: Mobile LMS. [online] www.edapp.com. Available at: https://www.edapp.com/blog/tacit-vs-explicit-knowledge/. [Accessed 9 Dec. 2023].

‌Post Workshop Assignment on Project Performance Improvement (15356). (n.d.). Available at:https://projectmanager.com.au/wp-content/uploads/2016/10/Project-Performance-Improvement_AndrewDahal.pdf [Accessed 10 Dec. 2023].

Sanchez, R., 2005. Tacit knowledge” versus “explicit knowledge” approaches to knowledge management practice. TEAM LinG, p.191.

Sanchez, R. ed., 2001. Knowledge management and organizational competence (Vol. 21). New York: Oxford University Press.

Senge, P., 1990, The Fifth Discipline: The Art and Practice of the Learning Organization (New York, NY: Doubleday).

‌www.tacticalphilanthropy.com. (2010). Explicit vs Tacit Knowledge for Impact | Tactical Philanthropy. [online] Available at: https://www.tacticalphilanthropy.com/2010/12/explicit-vs-tacit-knowledge-for-impact/. [Accessed 9 Dec. 2023].