| Tacit Knowledge |
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| CATEGORIES ABOUT TACIT KNOWLEDGE | |
| information, knowledge, and uncertainty | |
| knowledge | |
| management | |
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By definition, tacit knowledge is not easily shared. One of Polanyi's famous aphorisms is: "We know more than we can tell." Tacit knowledge consists often of habits and culture that we do not recognize in ourselves. The tacit aspects of knowledge are those that cannot be codified, but can only be transmitted via training or gained through personal experience. Tacit knowledge has been described as “know-how” (as opposed to “know-what” and “know-why” [science ) . It involves learning and skill but not in a way that can be written down. The simplest example of the nature and value of tacit knowledge is that one does not know how to ride a bike or swim due to reading a textbook, but only through personal experimentation, by observing others, and/or being guided by an instructor. Tacit knowledge has been found to be a crucial input to the innovation process. A nation’s ability to innovate depends on its level of tacit knowledge of how to innovate (conduct research, develop prototypes of new products & processes, adapt these prototypes into models fit for mass-production) and of how to implement innovations into manufacturing, defense, communications, transportation, etc. Eugene Gendlin has developed practices for explicating 'what we know but can't yet say' - knowledge we 'feel' - for both theory development and self-exploration. His book 'Experience and the Creation of Meaning' describes seven ways in which 'explicit' and 'implicit' knowing come from each other. R K Wagner and R J Sternberg, authors of ''Tacit knowledge inventory for managers'' (Psychological Corporation, San Antonio, 1991) have also worked on methods for explicating tacit knowledge. Others, however believe it is not possible to explicate it. There are many implications for Organizational Learning and Knowledge Management , including:
SEE ALSO Procedural Knowledge (know-how) EXTERNAL LINKS
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